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Chapter: Central Pennsylvania
Job title: Manager, Corporate Finance, Susquehanna Health System
Responsible for: The day-to-day financial operations for a number of corporations within Susquehanna Health (SH). I oversee the preparation of the financial statements, the budgets, and the annual audits for these corporations. I also have responsibility for the monthly reporting of our pooled investment program and lead the home health billing and the home infusion billing operations.
Worked here since: 2000 (I started working for SH in the dietary department when I was in high school (1981). I was allowed to work during college breaks and the summers. Once I graduated, I was hired for an accountant position in the accounting department.
Best part of my job: seeing a difficult project be successfully completed and knowing that your team helped your organization make the correct decision or save substantial capital.
I joined HFMA because: My boss at the time signed a number of us in the accounting department up for a coaching class for the certification exam. I hardly knew what a certification exam was let alone HFMA.
First volunteer involvement with HFMA: was asked to be on the newly created physician committee of our chapter. After a few years of being on this committee and the program committee, I mentioned to my boss that I would like to get more involved in leadership. She had been a recent past president of the chapter. My first board position was Treasurer.
Favorite HFMA memory: It’s hard to pinpoint on one item. I very much enjoyed my years as president of my chapter and being able to serve the members by creating value for their membership. I have so many wonderful memories around all the wonderful trips that I have taken, all the wonderful friends that I have made, and the President dinners that I have been able to attend. I really enjoy seeing the all the leaders of all the chapters get recognized for their hard work at the President’s dinner.
Benefits of HFMA involvement: The challenges that being a chapter leader presented to me. I was able to watch and learn from many of our chapters’ past presidents; some of them were part of the Shelton award winning team for our chapter. In addition I was able to learn from the many HFMA LTC events that I attended. Because of the challenges of being a chapter leader, I was able to push myself to become a better leader, not only for my chapter, but for my organization. My involvement helped me to realize how I enjoyed being not only a leader, but a servant leader. I will never be able to repay HFMA for the many benefits that I have received from being a chapter leader.
First job: helping my Dad take care of lawns and flower beds for a few homes in our area. I believe I was around 10 or 12 when I started helping. My first job was working in the dietary department of Divine Providence Hospital scrubbing pots, working the dish machine, cleaning floors, working the food line, delivering food carts, pretty much everything in the dietary department.
Most unusual job: My job in dietary. Not that it was usual, but that it helped me realize I needed to go to college and learn a skill.
My family: I have been married for almost 16 years to the most wonderful women in the world, Donna. We are both on our second marriages and have 7 children (hers, mine, and ours). I have 2 boys from my first marriage, she has a daughter, and we have 4 girls together. Their ages range from 23 to 5. Oh! And the first grandchild is on the way, due in November of this year.
Pets: I had a beagle (Rowdie) growing up who was a tremendous hunting dog. When I was married I had a yellow lab mix (Shane), and currently we have 3 cats, all of which adopted us.
If I’m not working, you’ll find me: Taking the girls to dance, soccer, or some other event, or just spending time with my family.
Hobby: I love to play golf, basketball, and hunt and fish. However, there are not enough hours in the day to do these very much.
Proudest moment: There are a number of these. While I have enjoyed being recognized by my peers at SH and HFMA for my accomplishments throughout the years, I would have to say my proudest moments are watching my children succeed in sports, music, and dance, and watching my wife when she recognizes a need and fulfills it with her servant’s heart.
Most difficult goal achieved: Ts yet to be. I say this because I hope to keep challenging myself with more difficult goals throughout the rest of my life. Depending on when this question would have been asked of me, I would have said passing the certification exam, or surviving my Master’s degree. I am still working on trying to be a great father, husband, HFMA member, SH service partner, and most important a servant to my Lord and Savior, Jesus Christ.
Best advice received: No one can make you happy, only you can, and that I am in control of my emotions, attitude, and happiness.
Favorite quote: I love quotes, so this is hard. If I had to pick, these three come to mind:
Favorite food: Wow, I love food so this one is hard. I would have to say Donuts.
Favorite singer: Again, so many favorites here, but I would have to say Led Zeppelin.
Favorite sports team: College – Penn State; Football – Oakland Raiders; Baseball – Philadelphia Phillies; Basketball – Philadelphia 76ers.
Book I’d recommend: The Bible (Basic Instructions Before Leaving Earth).
Hero or mentor: So many to mention here both professionally and spiritually, I would hate to leave someone out.
People might be surprised to know that: It is usually that I have 7 children, or my favorite group above, or that I do not subscribe to any TV service, or that I love to play volleyball and basketball.
Publication Date: Friday, June 28, 2013
TriMedx helps health systems control costs and uncover savings opportunities by optimizing the clinical engineering function.
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.
A leader from McKesson discusses how healthcare reform is forcing hospitals and health systems to take a different approach to capacity management and patient flow.
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.
Emad Rizk, MD, president and CEO of Accretive Health, discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management.
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.
Jim Bohnsack, vice president, solution & corporate development for Conifer Health Solutions, explains how the company helps healthcare providers leverage data to deliver better outcomes while optimizing reimbursement for all payment arrangements.
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.
Steve Scibetta, senior director of channel sales for Ontario Systems' healthcare product line, shares insights into effectively managing receivables.
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.
Elena White, vice president of risk, quality, and network solutions for Optum, discusses how healthcare providers can leverage data and technology as they enable risk in their organization.
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.
Somnia President and CEO Marc Koch, MD, MBA, explains how hospitals can drive transformative change in the perioperative experience for outstanding clinical and financial outcomes.
With the ICD10 deadline quickly approaching and daily responsibilities not slowing down, final preparations for October 1 require strategic prioritization and laser focus.
PMMC President Roger L. Shaul discusses the effects of healthcare reform on revenue cycle management and how PMMC's products help clients adapt to a changing financial environment.
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.
Greg Burgess, Founder and Chief Product Officer at Burgess Group shares insights and opportunities for payment integrity in the rapidly changing healthcare IT landscape.
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.
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