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At their Nov. 11 meeting, the Regional Executive Council discussed and approved the Chapter Balanced Scorecard (CBSC) for the 2013-14 DCMS year. Highlights of the discussion included changes to the Certification goal and to the weights for Member Satisfaction and Days Cash on Hand, as well as a change to the Threshold Performance Level (TPL) for both the 2012-13 and 2013-14 DCMS year. The Council also agreed to grandfather all chapters for the Chapter Board Composition goal for 2013-14.
The 2013-14 CBSC Goals Comparison to 2012-13 is available in the Chapter Reports and Reporting Tools section of the Chapter Leader Resources site. (For more information on how CBSC goals are set, see the article Feedback: Answers from the Volunteer Satisfaction Survey-Part 3.)
Education. The education goal will remain at the lesser of 15.9 hours per member or 0.5 percent growth; and, as in prior years, this goal will be revisited during the June 2013 Regional Executive Council meeting once the final education hours have been compiled for the 2012-13 DCMS year. The 2013-14 weight remains at 30 points.
Membership. The goal remains at the equivalent of the HFMA overall projected FY14 membership count (in FY14 a slight increase is anticipated-similar to this year's 0.4 percent growth). The weight will remain at 20 points.
Member Satisfaction. The Member Satisfaction goal will remain the same as last year's; however the Council modified the weight from its current 15 points to 20 points. Council members voted to increase the weight of this goal as an indicator of the level of service a chapter delivers to its members and its importance in driving membership retention.
Certification. The council maintained the 30 point weight, and changed the alternate goal. To achieve the certification goal, the percentage of certified members must equal or exceed the May 1 HFMA average with an alternate goal of five percent improvement over the previous year's certified member percentage. The improvement number must be at least one member. The new alternate goal is based on exams passed-similar to the Award of Excellence goal-versus exams taken. The council explained that the new goal would:
Days Cash on Hand. The goal remains at 150-600 DCOH. Chapters with more than 600 DCOH can still receive points for this goal if they meet both the Education and Member Satisfaction goals. The council dropped the weight for this goal from 10 points to 5 points.
DCMS On-time Reporting. The goal to meet all DCMS chapter requirement due dates and to report all education events and newsletters within the quarter in which they occurred remains the same, as does the weight of 5 points.
Board Composition. The Council voted to retain this metric and the 5-point weight. The council also voted to continue to grandfather all chapters for the 2013-14 DCMS year. All chapters will automatically receive 5 points. This allows chapters more time for succession planning for subsequent years.
Threshold Performance Level (TPL). The Council approved maintaining the TPL at 60 points; however, the council removed the requirement that chapters who score at the TPL must write a Chapter Advancement Plan. Only chapters who score below the TPL will be required to write a Chapter Advancement Plan. The council also made this change retroactive to the 2012-13 CBSC.
The 2013-14 CBSC is the foundation for chapter planning for the upcoming DCMS year. Presidents-elect can start their chapter planning on the right foot by urging their leadership team to participate in the Jan. 31 chapter leadership webinar (rescheduled from Feb. 6), Successful Planning for the 2013-14 DCMS Year-Part 1. The webinar will prepare the incoming leadership team to:
Chapter leaders can get additional planning assistance during the following webinars:
If you have questions about the CBSC, please contact your regional executive or a member of the chapter relations team.
Publication Date: Thursday, November 29, 2012
Brian Kueppers, founder and CEO, Apex, discusses the importance of a robust patient payment strategy in boosting organization revenue and enhancing patient satisfaction.
Brian Grazzini, CFO, HealthPort, describes the importance of efficient and compliant information exchange and audit management in helping HIM staff spend less time on paperwork and more on mission-critical projects.
Cindy Matthews, executive vice president, Community Hospital Corporation, discusses how rural and community hospitals can use collaborative partnering to position for success through tough market conditions.
Rick Heise, senior vice president, revenue cycle, at Cerner Corporation, discusses the importance of integrating clinical and financial data to excel in health care’s changing payment environment.
Dale Hockel, senior vice president of operations, and Jim Fanelli, CFO, TriMedx, share strategies for elevating clinical engineering through innovative management programs.
Russ Graney, founder and CEO for Aidin, and John Laursen, head of business development for Aidin, share insights on how to improve care transitions between acute and post-acute care settings and incentivize high-quality patient outcomes.
Scott Elston, strategic accounts manager, GE Healthcare Services, describes how substantial cost reduction in health care requires rethinking business strategy and asset use.
Robert Williams, MD, director, Deloitte Consulting LLP, and Arielle Freiberger, product strategist, ConvergeHEALTH by Deloitte, explain how sophisticated retrospective, real-time, and predictive data analytics can inform decision making to reduce costs and improve care.
Stuart Hanson, director of business development (healthcare solutions) at Citi Retail Services, discusses how improving the payment experience can benefit consumers and healthcare providers.
Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
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