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This Aug. 21 webinar explains how consolidation methodology expedites value analysis efforts and improvement management of high-variability items.
Advance your own or your organization's revenue cycle knowledge base with our online CRCR course and exam.
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MAP App is a web-based application that helps organizations improve revenue cycle performance based on industry-standard metrics called MAP Keys.
Find suppliers and products in this comprehensive vendor directory for healthcare finance professionals.
Improve your revenue cycle performance through standard metrics, peer comparison, and successful practices.
Guidance for understanding and communicating about the price of health care.
Guidelines on how to make it easier for consumers to get information about healthcare prices.
This toolkit is a companion to HFMA’s Value Project report on Acquisition and Affiliation Strategies. Consolidation is a rapidly evolving strategic focus for health care organizations. As the report suggests, new forms are continually appearing.
This toolkit offers tools for assessing your organization’s situation, determining acquisition and affiliation options, and moving toward finalizing an agreement with an acquisition or affiliation partner. It also provides three examples scenarios to illustrate how these tools might be put to use in setting a course for your organization.
We encourage first-time users of this toolkit to review the sections in the order listed below. You can then use this directory to navigate to particular sections of interest.
Assessing Your Situation
Common acquisition and affiliation goals
Determining Your Options
Common acquisition and affiliation approaches
Identifying potential partners
Educating your board
Communicating your strategy internally
Key steps in finalizing an agreement
A stand-alone hospital determines its consolidation approach
An academic medical center aims for long-term sustainability
A multihospital pursues a regional strategy and system-wide economies of scale
FASB Accounting Standards Update 2010-24 changes how healthcare entities present medical malpractice liabilities on financial statements.
Not-for-profit hospital revenue growth has declined to its lowest level in two decades. Revenue pressure is coming from Medicare, Medicaid, commercial payers, patient volume, uncompensated care, ICD-10, and fee-for-service and bundled payment.
One organization’s long experience as an accountable care organization shows that accountable care can be successful, not only in improving population health, but also financially.
Capitation once again seems on track to displace fee-for-service as the industry's predominant payment model. Unlike in the 1990s, the casualties may be the providers that cannot adapt, not the payment methodology.
Two articles present challenges representing a multitude of risks healthcare organizations face today. And the solutions the authors propose represent a wise approach to coping with these risks.
Capitation again seems on track to displace fee-for-service as the industry’s predominant payment model. Unlike in the 1990s, the casualties may be the providers that cannot adapt.
As the transition to a value-based payment and care delivery system accelerates, more providers will consider taking the plunge into population health management.
Increased exposure to risk will be a reality for most hospitals and health systems in the transition to value, but there are strategies they can employ to manage their exposure to risk.
Flawless execution of strategic objectives ensures that an organization's goals are realized and limited resources are not wasted.
To protect against malpractice, hospitals should ensure that staff not only know the rules, but also follow them.
A concise summary of the federal regulations around data breaches-and advice on how to assess, prevent, and manage such incidents.
Hospital leaders are doing everything they can to bolster their organizations' strategic financial positions. Effective management of risk, now and into the future, is key to this process.
The enterprise risk management process can be used to identify, quantify, mitigate, and monitor financial and capital risks.
How integrated business planning can help healthcare finance leaders make sophisticated, accurate, and rapid plans and forecasts.
By investing in commodities, TIPS, and REITS, healthcare organizations can steer around the “silent tax” of inflation.
Four industry leaders share the ways in which business development is changing in an era of reform—and how CFOs and other healthcare leaders should prepare.
Advice on how to quantify the financial risks attached to various investments, including swaps using Monte Carlo analysis.
CFOs should work with the hospital’s actuary and external auditor in deciding on the discount rate to apply to self-insured medical malpractice reserves.
To effectively manage risk, hospitals should develop a global capital strategy that includes philosophy, a policy, a plan, and a clear implementation process.
If you are frustrated with marketing budgets that are based on cost, try starting with a strategic perspective.
Not-for-profit healthcare organizations should not regard voluntary compliance with the Sarbanes Oxley Act as an end in itself: it should be part of a larger enterprise risk management initiative.
Acquiring and retaining patients can and should be taken in measured steps.
Real option logic places value on innovation and allows CFOs to grow the business systematically.
This year marks an unhappy anniversary Ten years have passed since the largest not for profit healthcare bankruptcy in history.
Doug Festermaker, managing partner and executive vice president of health care, Warbird Consulting Partners, shares strategies to leverage outsourced CFO expertise to lead special projects or fill interim roles while recruiting is underway.
Lisa Schneider, CFA, managing director, non-profits & healthcare systems at Russell Investments, offers insights on today’s asset management environment and what to look for when working with a solutions provider to optimize a healthcare organization’s portfolio strategy and manage risk.
Todd W. Lillibridge, president and CEO of Lillibridge Healthcare Services Inc., and executive vice president of medical property operations at Ventas, discusses trends in healthcare real estate strategy and key considerations when choosing a partner for managing a healthcare organization's service and capital needs.
Paul Weygandt, MD, JD, vice president of physician services, talks about the importance of integrating clinical documentation improvement with patient care in real time, and how Nuance is turning the EHR into a tool valued by physicians.
Robert Reid, CEO, of Intacct discusses healthcare providers' urgent need to manage growth, and how the right cloud financial management application can make all the difference for their financial leaders.
Chris Armstrong, principal and ICD-10 practice leader for Deloitte Consulting LLP, and Steve Burrill, partner and health care provider advisory practice leader for Deloitte & Touche LLP, offer strategies to consider for determining the best path forward during the delay.
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