Certified Healthcare Access Manager Study Guide
Earning the CHFP The CHFP program provides the broad range of business and financial skills essential for succeeding in today's high-value healthcare environment:. Business acumen. Collaboration. Financial strategy. Understanding future trends The CHFP is geared toward financial professionals, clinical and nonclinical leaders, and payers—all those whose jobs require a deep understanding of the new financial realities of health care. The CHFP credential is awarded upon successful completion of module I end of course assessment and successful completion of module II assessment (case study exercises). HFMA membership is required.
Pricing. Module I: Business of Health Care: $299 Member $459 Non-member $449 Non-member with HFMA membership.This fee includes HFMA membership through May 31, 2019.
This HFMA membership offer applies to and is included ONLY for any non-members enrolling in the Business of Health Care who are new to HFMA. Module II: Operational Excellence: $300, membership required To purchase HFMA Business of Health Care ® for your organization or team, please contact Vincent Lynn at (800) 252-4362, ext. 302 or by email at.
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here for Module I of the CHFP program: HFMA's Business of Health Care online program. Healthcare finance overview, risk mitigation, evolving payment models, healthcare accounting and cost analysis, strategic finance, and managing financial resources. here for Module II of the CHFP Program: HFMA's Operational Excellence exam.
Exercises and case studies on the application of business acumen in health care. Frequently Asked Questions Additional CHFP program information can be found in the CHFP document. HFMA National Webinar Recording Why HFMA’s Certified Healthcare Financial Professional (CHFP) Certification is Right for You: The discussion examines the specific knowledge areas and professional skills that are hallmarks of the profession. Learn how earning HFMA’s CHFP certification is one of the savviest business moves you’ll ever make. (Recorded Webinar Pricing for HFMA members and non-members: Free) Proudly display your HFMA certification HFMA Frame: Your certification is a designation of your achievement and professionalism.
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HFMA's precision-crafted frames have a stately, prestigious design providing a fitting display for this important symbol of your professional identity. Order your HFMA certification. Request for Certificate: If you have previously completed an HFMA CRCR, CHFP or Fellowship certification program and your original certificate has been damaged or misplaced, please request a duplicate by completing the certificate request form. Press Release Template Please contact careerservices@hfma.org to request a press release template if you would like to announce your new designation in your organization’s newsletter or other media channel(s). For more information about the HFMA Certification Programs, contact the or (800) 252-4362.
Earning the CHFP The CHFP program provides the broad range of business and financial skills essential for succeeding in today's high-value healthcare environment:. Business acumen. Collaboration. Financial strategy.
Understanding future trends The CHFP is geared toward financial professionals, clinical and nonclinical leaders, and payers—all those whose jobs require a deep understanding of the new financial realities of health care. The CHFP credential is awarded upon successful completion of module I end of course assessment and successful completion of module II assessment (case study exercises).
HFMA membership is required. Pricing. Module I: Business of Health Care: $299 Member $459 Non-member $449 Non-member with HFMA membership.This fee includes HFMA membership through May 31, 2019. This HFMA membership offer applies to and is included ONLY for any non-members enrolling in the Business of Health Care who are new to HFMA. Module II: Operational Excellence: $300, membership required To purchase HFMA Business of Health Care ® for your organization or team, please contact Vincent Lynn at (800) 252-4362, ext.
302 or by email at. here for Module I of the CHFP program: HFMA's Business of Health Care online program. Healthcare finance overview, risk mitigation, evolving payment models, healthcare accounting and cost analysis, strategic finance, and managing financial resources.
here for Module II of the CHFP Program: HFMA's Operational Excellence exam. Exercises and case studies on the application of business acumen in health care. Frequently Asked Questions Additional CHFP program information can be found in the CHFP document. HFMA National Webinar Recording Why HFMA’s Certified Healthcare Financial Professional (CHFP) Certification is Right for You: The discussion examines the specific knowledge areas and professional skills that are hallmarks of the profession. Learn how earning HFMA’s CHFP certification is one of the savviest business moves you’ll ever make. (Recorded Webinar Pricing for HFMA members and non-members: Free) Proudly display your HFMA certification HFMA Frame: Your certification is a designation of your achievement and professionalism. HFMA's precision-crafted frames have a stately, prestigious design providing a fitting display for this important symbol of your professional identity. Order your HFMA certification.
Request for Certificate: If you have previously completed an HFMA CRCR, CHFP or Fellowship certification program and your original certificate has been damaged or misplaced, please request a duplicate by completing the certificate request form. Press Release Template Please contact careerservices@hfma.org to request a press release template if you would like to announce your new designation in your organization’s newsletter or other media channel(s). For more information about the HFMA Certification Programs, contact the or (800) 252-4362. 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. 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.
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. 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. The client was a nine-hospital health system with 14 clinics serving communities in a multi-state market with very limited access to care, poor economic conditions, high unemployment, and a heavy Medicare/Medicaid/uninsured payer mix. In most of these communities, the system was the sole source of care.
Though the clinics were of substantial size (they employed 98 physicians) and comprised of multiple specialists, the physicians functioned as individuals and the practices lacked any real group culture. Clinical integration can be expensive, but it doesn’t have to be, as this four-step road map for developing a CIN proves.
Does it have to cost millions to initiate a clinical integration strategy? Contrary to popular belief, we have clients who have generated substantial shared savings and a significant ROI over time, without massive investments.
Yes, some financial capital is required for resources the CIN providers can’t bring to the table themselves. But the size of that investment can be miniscule relative to the value it produces: improved outcomes and documentation for payers. Today’s concerns about physician compensation are the result of the changing healthcare environment.
The transition to value is slow, but finally becoming a reality. Proactive hospitals want to ensure that provider incentives are properly aligned with ever-increasing value-based demands. This report focuses on the three big questions HSG receives about adding value to physician compensation; Why are organizations redesigning their provider compensation plans? What elements and parameters must be part of successful compensation plans? How are organizations implementing compensation changes? Revenue Cycle Management has become an even more complex issue with declining reimbursements, implementation of Electronic Health Records, evolving local carrier determinations (LCD), and payer credentialing The emphasis on healthcare fraud, abuse and compliance has increased the importance of accuracy of data reporting and claims filing). The efficiency of a medical practice’s billing operations has critical impact on the financial performance.
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In many cases, patient billings are the primary revenue source that pays staff salaries, provider compensation and overhead operating cost. Inefficiencies or inaccurate billing will contribute to operating losses. This publication identifies and outlines the necessary characteristics of a fully-functioning clinically integrated network (CIN). What it doesn’t do is detail how hospitals and providers can participate in the value-based care environment during the development process. One common misconception is that the CIN can’t do anything significant until it has obtained the FTC’s “clinically integrated” stamp of approval.
While the network must satisfy the FTC’s definition of clinical integration before single signature contracting for FFS rates and contracts can legally start, hospitals and providers can enjoy three key benefits during the development process. Managing the cost of patient care is the top strategic priority of most hospital CFOs today. As healthcare shifts to more data-driven decision making, having clear visibility into key volume, cost and profitability measures across clinical service lines is becoming increasingly important for both long-range and tactical planning activities. In turn, the cost accounting function in healthcare provider organizations is becoming an increasingly important and strategic function. This whitepaper includes five strategies for efficient and accurate cost accounting and service line analytics and keys to overcoming the associated challenges.
The objective of the AAMI Credentials Institute is to be the trusted source for quality professional development and credentials for healthcare technology-oriented professionals and entities in higher education, industry, and healthcare delivery. As healthcare becomes more complex, certification is one way to demonstrate and showcase competencies. Healthcare technology professionals seek certification as a way of demonstrating their accomplishments, mastery of skills, and experience in core competencies. Certification helps to highlight a professional's ability to provide quality and trustworthy service. The healthcare technology manager is a person responsible for planning and directing the activities of other healthcare technology management professionals, monitoring their work, and taking corrective actions when necessary.
This HTM certification covers two major areas in healthcare technology management: the management of healthcare technology operations; and, the management of personnel. The functions of the manager include participation in the “leadership” of the business enterprise.
The manager is also expected to have the skills and understanding needed to perform strategic, business, and change management as well as employee relations. Recertification requirements for this certification are a combination of work experience and continuing education to demonstrate sustained competency and knowledge in the healthcare technology management field.