Browse by Topic
Learn more about the healthcare finance industry's leading professional association. Find out why our members rely on HFMA as their go-to source for insight and information.
Members have many options for helping them advance their careers. Conferences, seminars, eLearning, certification, and more -- our education and events will keep you motivated.
On February 10-12, Physicians, Payers, and Providers will discover strategies for implementing value-based payment arrangements with both private and public sector payers.
Stay up-to-date in a rapidly changing industry in New Orleans (Mar. 7-9) or Chicago/Rosemont (Apr. 20-22). Register early and save.
Focus on the essentials. Develop strategies that deliver results. Redefine the boundaries of your success. Find out what’s driving innovation at ANI. Register by 2/29, save $150.
Our newsletters offer targeted articles with
technical how-to details and thought-provoking insights from healthcare finance
leaders and industry experts.
Get the perspectives of leading healthcare finance professionals on today's hottest issues.
Information about leading vendors helps your buying decisions.
Forum members can network during live webinars or access a library of past webinars on topics such as ICD-10 implementation, CMS audits, bundled payment, charity care, KPIs, and more.
An ever-expanding collection of spreadsheets, policies, job descriptions, checklists, and more that you can adopt and adapt.
Forum members can submit vexing questions to a panel of experts using our Ask the Expert service.
Your source for employment solutions.
Find new employment opportunities or
reach out to qualified candidates.
Distinguish yourself as a leader among your peers and advance your career by earning certification in our healthcare finance programs.
Get an objective third-party evaluation of products and services used in the healthcare finance workplace.
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.
Guidance for understanding and communicating about the price of health care.
Transformation toward value-based healthcare is reshaping the delivery of care, patient expectations, and payment structures.
Improve your revenue cycle performance through standard metrics, peer comparison, and successful practices.
Independent hospitals today face myriad financial, regulatory, and strategic challenges. Amid concerns ranging from continued uncertainty around healthcare reform to severe financial challenges caused by steadily declining Medicare payments, hospital leaders and boards are asking themselves how they can maintain the competitiveness and, ultimately, the independence of their organizations.
Whether hospitals can—or even should—remain independent is no longer just a hypothetical question. With the number of hospital deals rising from 52 in 2009 to 90 in 2011 (Source: Irving Levin Associates, The 2011 Health Care Service Acquisition Report, 17th edition), the consolidation trend in health care is gaining momentum as larger health systems further strengthen their capital and market positions. This trend leaves independent hospitals with the challenge of balancing the desire to remain independent with the ability to deliver on their mission.
Today’s leaders of independent hospitals are asking key questions:
To accurately and effectively assess their current competitive situation and future options, hospital leaders should address these questions as candidly and comprehensively as possible. The following five guiding principles can help hospitals leaders evaluate their market positioning and better balance their stakeholder needs with the pressures of today’s healthcare industry.
Start from a point of objectivity. Given the complexity of the questions that now confront hospitals, it is critically important to develop and work with a baseline of objective facts. In light of healthcare reform and other factors, hospitals need to understand current performance, as well as project future performance, under a range of scenarios. We have found that six factors correlate with sustained independence and, thus, should be carefully analyzed as part of this objective fact-finding process:
Hard facts help to separate vital strategic discussions from emotionally driven assumptions and suppositions and ensure that decisions ultimately reflect your true local situation.
Take a holistic market view. Your ability to sustain independence is directly affected by the characteristics and actions of others in your market—including physicians, competing health systems, payers, and employers. It is important to develop a holistic perspective on each of these key players and to attempt to predict the range of future strategies they might pursue and associated implications for your organization.
Have an honest conversation with your hospital’s key stakeholders. These stakeholders include your board, your management, physician leaders, and other key players. Armed with a fact-based analysis of your competitive situation, you can weigh the pros and cons of the possible independence scenarios and whether remaining independent is even in the best interests of your hospital’s community. This open, candid approach not only engenders good decision making, but also promotes buy-in among key stakeholders.
Don’t overly focus on size. The size of your hospital is not always a reliable proxy for your ability to sustain independence. In fact, there are examples across the country of smaller hospitals out-performing larger health system competitors in their core markets. Size alone will not improve performance, unless it drives tangible improvements in cash position, operating efficiency, market position, physician relations, and leadership.
Revisit the key questions regularly. Accurately assessing your hospital’s competitive situation and viability to stay independent is not just a one-time undertaking. The “micro” and “macro” factors affecting your hospital are constantly shifting, requiring a continuous recalibration of your fact-based assumptions and strategic planning. Because of the high velocity of change in today’s healthcare industry, decisions that may have only recently seemed crystal clear can suddenly require a totally different calculus.
Guided by these principles, hospital executives can conduct a meaningful, assessment of their institutions’ competitive posture and make well-informed decisions regarding their future options. In the year ahead and beyond, independent hospitals will continue to face considerable headwinds in this historically challenging economic and regulatory healthcare environment. Against this backdrop, hospital leaders will need to grapple with difficult choices about how to stay competitive and how to remain independent, if independence is indeed their best course. By using objective, fact-based data and inviting key stakeholders to participate in the discussion, independent hospitals can make the right decisions for their futures.
Connie Cibrone is senior director, Client Service, Objective Health, Waltham, Mass.
James Stanford is director, Client Service, Objective Health, Waltham, Mass.
Publication Date: Wednesday, October 09, 2013
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.
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.
Emad Rizk, MD, president and CEO of Accretive Health, discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management.
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.
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 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.
Steve Scibetta, senior director of channel sales for Ontario Systems' healthcare product line, shares insights into effectively managing receivables.
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.
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.
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.
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.
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.
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.
With the ICD10 deadline quickly approaching and daily responsibilities not slowing down, final preparations for October 1 require strategic prioritization and laser focus.
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 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.
Copyright 2016, Healthcare Financial Management Association.
Join HFMA today and enjoy: