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At their Nov. 3 meeting, the Regional Executive Council discussed and approved the Chapter Balanced Scorecard (CBSC) for the 2014-15 DCMS year. The 2014-15 CBSC retains the same goals and weights as the 2013-14 CBS. The only changes the Council made were to remove grandfathering for the Chapter Board Composition goal and to expand the board composition codes.
The 2014-15 CBSC with highlighted changes is available in the Chapter Reports and Report Tools section of the Chapter Leader Resources site.
Education.The education goal will remain at the lesser of 16.1 hours per member or 0.5 percent growth and the weight remains at 30 points.
Chapters achieving goal in 2013: 67/68
Membership. The goal remains at the equivalent of the HFMA overall projected FY15 membership count (in FY14 this was a slight of decrease 0.4 percent—the HFMA Board of Directors will set the FY15 goal at their June 2014 meeting). The weight will remain at 20 points.
Chapters achieving goal in 2013: 47/68
Member Satisfaction. The Member Satisfaction goal will remain at the lesser of 60 percent very or extremely satisfied or 5 percentage points improvement over the prior year’s score, and the weight remains at 20 points as an indicator of the level of service a chapter delivers to its members and its importance in driving membership retention.
Chapters achieving goal in 2013: 60/68
Certification. The council maintained the goal of the lesser of 1) the percentage of certified members is greater than or equal to the HFMA average; or 2) a 5 percent improvement over the previous year’s certified member percentage (must be at least one member). The 15 point weight was also maintained.
The council asked staff to look at ways to help chapters in communicate the Value of Certification to members (including how this affects compensation). The council also discussed the possibility of adding Certified Revenue Cycle Representative (CRCR), and the new Certified Technical Specialist Programs to the certification count but agreed that more data was needed before making a decision on this.
Chapters achieving goal in 2013: 51/68
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 weight will remain at 5 points.
Chapters achieving goal in 2013: 66/68
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 approved expanding board composition to include organizational codes 0022 (HMO, Health Plans, or Insurance Company), 0039 (Third Party Administration), and 0035 (Managed ervices/Outsourcing/Temp. Staffing)— a new organizational category for members who are doing the work of a finance professional within a hospital setting, but at not employed by the hospital. Code 0035 will be available on the February renewal notices. The council also voted to remove grandfathering all chapters for the 2014-15 DCMS year, noting that chapters have had two years to bring their board into compliance and 66 chapters were able to meet the goal last year.
Threshold Performance Level (TPL). The Council approved maintaining the TPL at 60 points. Chapters who score below the TPL will be required to write a Chapter Advancement Plan. Because all chapters had achieved the goal in 2013, the council discussed raising the TPL point value, but decided to leave it at 60 points for F2015.
Chapters achieving goal in 2013: 68/68
The 2014-15 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 two one-hour webinars the Jan. 29 chapter leadership webinar, Successful Planning for the 2014-15 DCMS Year—Part 1 on Jan. 29, and. Successful Planning for the 2014-15 DCMS Year—Part 2 on March 6.
These webinars will prepare the incoming leadership team to to understand the key components of the 2014–15 CBSC; incorporate the CBSC elements and targets into the strategic planning processes; maximize feedback from the recent membership satisfaction survey; and implement insights shared by past and present chapter leaders.
If you have questions about the CBSC, please contact your regional executive or a member of the chapter relations team.
Tom Myers, chief strategy officer, The SSI Group, discusses the shifting payment environment and how it affects providers' patient access and claims management processes.
Jeff Chester, senior vice president and chief revenue officer at Availity, shares his thoughts on "Revenue Cycle 2.0" and how to best meet its challenges.
Mitch Morris, vice chair and global leader, healthcare, Deloitte, and Michael O'Rourke, senior vice president and chief information officer, Catholic Health Initiatives (CHI), share perspectives on the need for transformational IT in health care today.
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.
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.
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