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Each spring HFMA sends a survey to chapter leaders to ask for feedback on how we support their volunteer experience. Last month's article addressed the most important thins HFMA could do to further support and enhance the volunteer experience. Next month we will wrap up the final comments and questions
This month's portion of the surveys is: If any rating is less than a 6 or a 7, please provide feedback so that we can improve the experience for future chapter leaders.
Comment: I think either nationally or regionally it would make sense to do a better job of sharing information on quality speakers for chapter programming. National sponsors are an amazing resource, but it would be nice to have additional access to other great speakers and share that among chapters.
HFMA's Response: We asked chapters to send us their recommendations on speakers in the past, but responses were sporadic at best. This year, we decided to be more proactive and enlisted the help of the Regional Executives-elect to contact chapters in their region and gather the names of three speakers the chapter would recommend, the subject matter, and the speaker's contact information. We asked them to enter these electronically using the SurveyMonkey site. Thirty-six chapters generously shared their recommendations.
The Regional Speakers Database is posted to the Program Chair Toolkit. Chapters who would like to share additional recommendations can enter information through Nov. 15. This is a project that we plan to continue each year to ensure that information in the database remains current and relevant. We hope you will keep this in mind as you move through your program year.
Comment: I would suggest that there be some requirement for chapters to retain prior year program information. It is very valuable to new Program Chairs to see what happened the previous few years, almost like a road map of where the educational events have been. Then the discussion can be to stay the course or try something different.
HFMA's Response: A list of past programs and locations is a valuable planning tool-and it already exists in the Program Planning Tool! The downside of having so many resources on the website is that sometimes you just can't remember all the tools that are in there.
The PPT was designed to be a historical program budget. From the "Reports" tab, chapter leaders can pull lists of all the programs they entered by DCMS year. The records go back to the 2007-08 chapter year. These reports contain all the information entered about the events including dates, titles, co-sponsors, program location, and the estimated and actual number of attendees and hours.
It's also good to note that you can pull these reports for any chapter, not just your own. Many chapter leaders mistakenly think that because they can only enter and edit information on their own chapter, that they can't access the data from other chapters.
In fact, if you are really ambitious you can pull a PPT report for all chapters. Note that the full report for all chapters is lengthy, and during the current chapter year it changes daily as events are reported, added, postponed, or canceled. But you don't have to actually print it out (unless you have stock in a paper company). You can save the full download as a .pdf file and use the search tool in Adobe to search for a particular program, chapter, topic, or co-sponsor.
We encourage chapter leaders to contact us if you have an idea for a specific tool. If it already exists, we can point you in the right direction, if it doesn't exist, we will see if we can find a way to make it happen.
For a deeper dive into your chapter education history, you can access copies of Historical Acknowledgement Reports (going back to 2008-09) to see the ratios of chapter/regional hours to HFMA national hours for your chapter.
Comment: We were led to believe that there would be a repository of articles to pull from if you needed an additional educational article for your publication.
HFMA's Response: We do post articles from ANI as well as articles from HFMA publications several times throughout the year in Articles for Chapter Newsletters. These articles have a limited shelf life, so we do remove them from the site after a few months. We currently have articles from 2012 ANI, the 2012 HFMA Board of Directors update from the Fall Presidents meetings, a LINK article, an article about the Career Center, an article on The Value of Certification, and three new articles from HFMA's Healthcare Cost Containment.
Each month in Notes from National we also list authors from the chapters who have written for hfm magazine in "The Write Stuff." These are resources that your chapter can tap into as possible contributors for your newsletter.
If your chapter needs an article on a specific topic, we encourage you to contact Chapter Relations and we will check with our Publications Department to see if your request can be accommodated.
Comment: It would be beneficial to have a webpage on the website designed for membership committee chairs that lists out the types of tools that are available by type of campaign.
HFMA's Response: The Annual HFMA Membership Marketing Calendar is posted to the Membership Chair Toolkit. This .pdf document is a month-by-month listing of national activities, suggested chapter activities, and links to resources provided by HFMA. Membership Marketing Briefs, a monthly e-newsletter supplements the resources on the web.
Comment: Website is difficult to navigate at times.
HFMA Response: We know that the sheer volume of material on the website sometimes makes it difficult to find the one item you are looking for quickly. The new search tool should help with that. We welcome specific feedback on any navigation issues you encounter. For instance, if you were looking for a particular piece of information, let us know where you expected to find it. Please keep in mind that there isn't a single location that is intuitive for everyone, but with more feedback we may be able to make adjustments that will connect users with the information they need more efficiently. Send your feedback to email@example.com.
Comment: Website requires users to "re-login" for various items.
HFMA Response: Members who are chapter leaders must be logged in to the HFMA site to access the Chapter Leaders section. The site blocks anyone who is not listed as a chapter leader on a chapter leadership and committee roster. The second login is an additional layer of security to protect sensitive member information. It comes into play when any user tries to access information from HFMA's membership database or the Chapter Roster Center. We realize that this requires an extra step, but our members trust us to protect this information.
Publication Date: Thursday, October 25, 2012
In this Business Profile, Shawn Yates, director of healthcare product management at Ontario Systems, discusses the growing challenge of managing self-pay accounts and provides insight on how providers can successfully collect patient payments.
In this business profile, Cathy Smith, leader of the revenue transformation consulting practice at The Claro Group discusses how the organization helps hospitals and medical groups reimagine their revenue cycle.
In this business profile, Deloitte & Touche LLP executives Anne Phelps, principal and U.S. healthcare regulatory leader, and Daniel Esquibel, senior manager, explain ways health systems, health plans, and physician practices can prepare for MACRA.
In this Business Profile, Bruce Haupt, president and CEO of ClearBalance, discusses how a patient loan program can increase patient collections, reduce bad debt, and speed cash flow.
In this Business Profile, Jerry Bruno, principal with Deloitte Consulting LLP, discusses the importance of choosing revenue cycle solutions that help an organization meet the challenges of a quickly evolving healthcare environment.
In this business profile, Lane Jackson, a partner in the Grant Thornton LLP Health Care Advisory Services practice, with extensive experience in overseeing system implementations and revenue cycle reorganizations, discusses best practices for elevating revenue cycle performance during an EMR implementation. Grant Thornton LLP is a sponsor of the Large System Controllers Council Affinity Group.
Patient financial engagement is more challenging than ever – and more critical. With patient responsibility as a percentage of revenue on the rise, providers have seen their billing-related costs and accounts receivable levels increase. If increasing collection yield and reducing costs are a priority for your organization, the metrics outlined in this presentation will provide the framework you need to understand what’s working and what’s not, in order to guide your overall patient financial engagement initiatives and optimize results.
No two patients are the same. Each has a very personal healthcare experience, and each has distinct financial needs and preferences that have an impact on how, when and if they chose to pay their healthcare bill. It’s no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients. The need to tailor financial conversations and payment options to individual needs and preferences is critical. This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach, but take control of rising collection costs.
This white paper, written by Apex Vice President of Solutions and Services, Carrie Romandine, discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle. Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs, but it will maximize the amount collected before sending to collections. Further, targeted messaging should be applied across all points of patient interaction (i.e. point of service, customer service, patient statements) and analyzed regularly for maximized results.
This white paper, written by Apex President Patrick Maurer, discusses methods to increase patient adoption of online payments. Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections. This white paper shows why patient-centric approaches to online payment portals are important complements to traditional provider-centric approaches.
Increased electronic engagement between healthcare providers and patients provides significant opportunities for improving revenue cycle metrics and encouraging patients to access EHRs. This article, written by Apex Founder and CEO Brian Kueppers, explores a number of strategies to create synergy between patient billing, online payment portals and electronic health record (EHR) software to realize a high ROI in speed to payment, patient satisfaction and portal adoption for meaningful use.
Faced with a rising tide of bad debt, a large Southeastern healthcare system was seeing a sharp decline in net patient revenues. The need to improve collections was dire. By integrating critical tools and processes, the health system was able to increase online payments and improve its financial position. Taking a holistic approach increased overall collection yield by 10% while costs came down because the number of statements sent to patients fell by 10%, which equated to a $1.3M annualized improvement in patient cash over a six-month period. This case study explains how.
With the ICD10 deadline quickly approaching and daily responsibilities not slowing down, final preparations for October 1 require strategic prioritization and laser focus.
Read how Gwinnett Medical Center provides clear connections to financial information, offers multiple payment options for patients, and gives onsite staff the ability to collect payments at multiple points throughout the care process.
Read how Orlando Health was able to perform deeper dives into claims data to help the health system see claim rejections more quickly–even on the front end–and reduce A/R days.
To maintain fiscal fitness and boost patient satisfaction and loyalty, healthcare providers need visibility into when and how much they will be paid–by whom–and the ability to better navigate obstacles to payment. They need payment clarity. This whitepaper illuminates this concept that is winning fans at forward-thinking hospitals.
Financial services staff are always looking for ways to improve the verification, billing and collections processes, and Munson Healthcare is no different. Read about how they streamlined the billing process to produce cleaner bills on the front end and helped financial services staff collect more than $1 million in additional upfront annual revenue in one year.
Effective revenue cycle management can be a challenge for any hospital, but for smaller providers it is even tougher. Read how Wallace Thomson identified unreimbursed procedures, streamlined claims management, and improved its ability to determine charity eligibility.
Before launching an energy-efficiency initiative, it’s important to build a solid business case and understand the funding options and potential incentives that are available. Healthcare leaders should consider taking the steps outlined in the whitepaper to ease the process of gaining approval, piloting, implementing, and supporting sustainability projects. You will find that investing in sustainability and energy efficiency helps hospitals add cash to their bottom line. Discover how hospitals and health systems have various options for funding energy-efficient and renewable-energy initiatives, depending on their current financial structure and strategy.
Health care is a dynamic mergers and acquisitions market with numerous hospitals and health systems contemplating or pursuing formal arrangements with other entities. These relationships often pose a strategic benefit, such as enhancing competencies across the continuum, facilitating economies of scale, or giving the participants a competitive advantage in a crowded market. Underpinning any profitable acquisition is a robust capital planning strategy that ensures an organization reserves sufficient funds and efficiently onboards partners that advance the enterprise mission and values.
The success of healthcare mergers, acquisitions, and other affiliations is predicated in part on available capital, and the need for and sources of funding are considerations present throughout the partnering process, from choosing a partner to evaluating an arrangement’s capital needs to selecting an integration model to finding the right money source to finance the deal. This whitepaper offers several strategies that health system leaders have used to assess and manage capital needs for their growing networks.
Announcements from several commercial payers and the Centers for Medicare and Medicaid Services (CMS) early in 2015 around increased efforts to form value-based contracts with providers seemed to point to an impending rise in risk-based contracting. Rather than wait for disruption from the outside in, health care providers are now making inroads on collaborating with payers on various risk-based contracting models to increase the value of health care from within.
Yuma Regional Medical Center (YRMC) is a not-for-profit hospital serving a population of roughly 200,000 in Yuma and the surrounding communities.
Before becoming a ZirMed client, Yuma was attempting to manually monitor hundreds of thousands of charges which led to significant charge capture leakage. Learn how Yuma & ZirMed worked together to address underlying collections issues at the front end, thus increasing Yuma’s overall bottom line.
Kindred Hospital Rehabilitation Services works with partners to audit the market and the facility’s role in that market to identify opportunities for improvement. This approach leads to successes; Kindred’s clinical rehab and management expertise complements our partners’ strengths. Every facility and challenge is unique, and requires a full objective analysis.
As the critical link between patient care and reimbursement, health information enables more complete and accurate revenue capture. This 5-Minute White Paper Briefing shares how to achieve cost-effective revenue integrity by your optimizing HIM systems.
Speedier cash flow starts with better CDI and coding. This 5-Minute White Paper Briefing explains how providers can improve vital measures of technical and business performance to accelerate cash flow.
Qualified coders are getting harder to come by, and even the most seasoned professional can struggle with the complexity of ICD-10. This 5-Minute White Paper Briefing explains how partnerships can help improve coding and other key RCM operations potentially at a cost savings.
The point of managing your revenue cycle isn’t just to improve revenue and cash flow. It’s to do those things effectively by consistently following best practices— while spending as little time, money, and energy on them as possible.
How Lucile Packard Children’s Hospital Stanford increased payments received within 45 days by 20% and reduced paper submission claims by 70% by using ZirMed solutions.
The reasons claims are denied are so varied that managing denials can feel like chasing a thousand different tails. This situation is not surprising given that a hypothetical denial rate of just 5 percent translates to tens of thousands of denied claims per year for large hospitals—where real‐world denial rates often range from 12 to 22 percent. Read about how predictive modeling can detect meaningful correlations across claims denials data.
Emergency Mobile Health Care (EMHC) was founded to be and remains an exclusively locally owned and operated emergency medical service organization; today EMHC serves a population of more than a million people in and around Memphis, answering 75,000 calls each year.
Since the Physician Quality Reporting Initiative (PQRI) introduction, CMS has paid more than $100 million in bonus payments to participants. However, these bonuses ended in 2015; providers who successfully meet the reporting requirements in 2016 will avoid the 2% negative payment adjustment in 2018, so now is the time to act! Included in this whitepaper are implications of increasing patient responsibility, collections best practices, and collections and internal control solutions.
Getting paid what your physician deserves—that’s the goal of every biller. Yet even for the best billers, achieving that success can be elusive when denials stand in the way of success, presenting challenges at every turn. Denials aren’t going away, but you can learn techniques to manage and even prevent them.Join practice management expert Elizabeth W. Woodcock, MBA, FACMPE, CPC, to: Discover methods to translate denial data into business intelligence to improve your bottom line, determine staff productivity benchmarks for billers, and recognize common mistakes in denial management.
Physician practices must improve organizational efficiency to compete in this era of reduced reimbursement and escalating administrative costs.
Many healthcare organizations are pursuing next-generation health information systems solutions. Learn more about Navigant's work with University of Michigan Health System.
The proper implementation of healthcare information technology systems is crucial to an organization’s financial health.
Converse and network with your peers around vital topics.
Drive down costs while improving quality in a reform environment.
Receive expert insights and how-to action to achieve and maintain peak revenue cycle performance.
Access expert insights on financial forecasting/planning, strategic partnerships, capital allocation, and more.
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