Wisconsin Chapter

Healthcare Financial Management Association

STRATEGIC PLAN

2007-2009

Strategic Planning Committee Members:

Tony Cooper Committee Member

Rich Donkle Committee Member

Georgeann Ellison Committee Member

Mike Everson Incoming VP-Programs

Julie Goodman Committee Member

Lindsay Hammerer Committee Member

Donna Hutchinson Advisory Committee Chair

David Janotha Committee Member

Patricia Kohn Committee Member

Gary Lewins Committee Member

Cindy Lichter Committee Member

Steve Little Committee Member

Carol May Current President-Elect, Incoming President

Sandy McAvoy Committee Member

Dave Meister Committee Member

Rick Nevers Committee Member

Jerry Noll Committee Member

Tammy Olson Committee Member

Michael Peer Committee Member

Bill Petersen Committee Member

Dave Powers Certification Chair

Michael Schuelke Committee Member

Brian Sullivan President

Jean Voight Current Treasurer, Incoming Secretary

Scott Wallner Electronic Communications Chair, Incoming Director

Peg Wiechert Committee Member

Approved by the Board of Directors May 25, 2007

Executive Summary

The Strategic Plan of the Wisconsin Chapter of the Healthcare Financial Management Association was developed based on direct member feedback, the bi-annual membership survey, and goals of the National Association. Specific goals for 2006-2007 were developed, while other goals need more study or may take more than one year to accomplish. HFMA is a member-driven organization and the goals are designed to add value to members.

Goal areas and goals for 2006-2007 are:

Membership growth and retention

• Increase net membership by 15 members over the 5/31/06 level
• Develop a list of “small” volunteer jobs, starting with Programs
• Increase recognition of volunteer and certification achievements in the Newsletter
• Offer listing of Job Descriptions on website

Leadership Development

• Look at Officer Rotation – are all officer positions necessary? What are prerequisites for President?
• Expectations of Officers, Directors, Program Chairs

Education/Programming

• Implement one innovative program delivery mode
• Include one new type of session/topic/speaker at a regularly scheduled program

Communication

• Put Board Committee reports on the web under each committee
• Post minutes of meetings on the web
• Highlight website features in each issue of Newsletter and a “what’s new” section on the website

Advocacy/Community Presence

• Develop method of providing “talking points” to members for use in their own communities

Certification

• Implement “Certified get a Certified” program

By meeting the above goals and long-range goals included in the full Strategic Plan, the chapter will add value to the HFMA membership and achieve its vision of being an indispensable resource for healthcare finance.

STRATEGIC PLAN

The strategic plan consists of the following sections:

Ø Mission

Ø Vision

Ø External Assessment

Ø SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats)

Ø Statement of Direction

Ø Goals, Measurement, and Timeline

Mission

To define, realize and advance the financial management of healthcare by helping members and others improve the business performance of organizations operating in or serving the healthcare field.

Vision

To be an indispensable resource for healthcare finance.

External Assessment

• Healthcare is a large target for federal and state budget cuts.
• Public perception of healthcare charging and collection practices and legislative response to that perception.
• Increasing pressure from employers and consumers to hold down healthcare costs.
• Cost of mandated quality and compliance initiatives without quantifiable payback.
• Increased capital expenditure demands, in response to both competition and quality initiatives.
• Increasing cost of drugs, insurance and nursing salaries.

SWOT Analysis (January 20, 2006)

Strengths

Ø Good database of members; experienced, committed, diversified

Ø Recognized as THE organization for healthcare finance in the state; Mission is relevant; Outstanding resource for members and others

Ø Well organized; Association with national organization increases resources

Ø Trendsetter (e.g. willing to take risks and be innovative)

Ø Social interaction – members like to have fun

Ø Governance knowledge of itself and other orgs in state

Ø High quality of education; Inexpensive programming/membership fees; Meeting frequency is good

Ø Certification process is well thought out

Ø Inclusive, outgoing membership – easy to get involved; Good networking opportunities 

Weaknesses

Ø Diverse needs of members; Potential loss of focus because of diversity (i.e. how do vendors fit with mission?); Who is the target audience? Clinics, LTC, hospitals, all of these?

Ø Too hospital-focused; Not well known outside the hospital industry

Ø Too accounting focused; need more management/operations focus

Ø Aging of membership

Ø Geographic dispersion; Limited avenues for getting involved other than meetings (e.g. would like listserve, other options)

Ø Certification process/CEUs earned may not be accepted by other certifying organizations [f/w to National]

Ø Large % of members are non-active (i.e. don’t come to programs)

Ø Lack of mentorship of new members

Opportunities

Ø Explore partnerships with other organizations

Ø Become repository and share best practices and good ideas of members

Ø Develop Speakers Bureau to sell HFMA to prospective members

Ø Use available technology to connect members; Distance learning; Look at delivering education differently (webinars, taping programs, “roadshows”)

Ø Involve non-hospital, non-financial people (e.g. clinic managers, materials management)

Ø Post Board Committee reports on the web and communicate this fact to members

Ø Broaden scope of educational topics; Develop process to identify “hot topics” at both the executive and front line level; Programs topics on billing and compliance, Medicare/Medicaid; Focus on state issues

Ø Take chances

Ø Educate the masses (i.e. citizens, not industry types); Provide vehicle for legislative advocacy

Threats

Ø Competition from other organizations for membership $; Declining membership

Ø Economic costs and restrictive budgets impede attendance; Time constraints can affect attendance at programs

Ø Must avoid rigidity and be willing to change with changing needs of members

Ø Potential internal chapter strife/conflict

Ø Potential tunnel vision regarding membership needs

Ø Public disclosure of health care charges/quality etc. (threat or opportunity?)

Ø Lengthy leadership funnel could affect supply of potential leaders

Ø Must effectively communicate to masses (what is the best means to reach membership?)

Statement of Direction

The purpose of the Wisconsin Chapter is to partner with its members to provide the tools needed for professional growth. The Chapter will do this by providing high-quality educational experiences, professional recognition, and networking opportunities with peers. Although individual member needs may change over time, the vision of HFMA is to be a trusted source of information and personal contacts over the course of a member’s career.

Goals for 2007 – 2009

Note: A measurement of the success of all tactics is an increase in member satisfaction on the next bi-annual survey, the results of which will be available in January 2008.

Tactic	Responsibility	Measurement	Timeline
Membership Growth and Retention (Goal is net increase in members of 15 by 5/31/07)
Prepare baseline data on member activity	President/Designee	Complete project	November 2006
Increase member participation through “small jobs”	VP-Programs	Number of new volunteers	By January Program
Recognition of volunteer activities/certification in newsletter	Newsletter Chair; Committee Chairs	Number of articles/sidebars in Newsletter	5/31/07
Job Description database on website	Volunteer to be appointed by President and Electronic Communications Chair	Completion of project or action plan to implement	By 5/31/07
Database of IT systems on website	Volunteer to be appointed by President and Electronic Communications Chair	Completion of project or action plan to implement	By 5/31/07 [reasonable time frame?]
Develop a plan to reach out to students	Membership Chair	Plan approved and implemented	FY2008
Educational Programming
Implement at least one innovative mode of program delivery	VP-Programs	Number of programs in different mode from current 1 ½ day programs; program satisfaction	5/31/07 – see list of ideas in addendum
Implement at least one innovations session at standard programs	VP-Programs	Number innovative sessions; program satisfaction	5/31/07 – see list of ideas in addendum
Work with communication areas to provide better input for program topics	VP-Programs, Chair-Electronic Communications; Newsletter Chair	Multiple input avenues for members to make suggestions	Portions could be done in FY2007; others may depend on website redesign
Vary location and week of month of programs	VP-Programs; Social Chair	Change in schedule	FYs 2008 & 2009 (need lead time)
Communication to Members
Post minutes and committee reports on website under each committee	Chair – Electronic Communications	Date implemented	9/30/06
Highlight website features in newsletter and on website	Chair – Electronic Communications; Chair-Newsletter	Date implemented; number website hits is indirect measurement	Implement by August Newsletter; October for on web

Tactic	Responsibility	Measurement	Timeline
Advocacy and Community Presence
Develop “talking points” for public presentations, editorials, etc.; post on website	Chair – Advocacy; Chair-Electronic Communications	Date implemented; number of times used could be an indirect measurement	By April 2007
Sponsorship
Develop plan for communicating to Sponsors and monitoring it	Sponsorship committee	Plan approval	Ready for approval at September Board meeting
Leadership Development
Look at Officer Rotation; recommend changes	Ad hoc committee to be appointed by President; Bylaw changes; Board of Directors	Action taken and communicated to members	By October 2006
Develop job descriptions and expectations of Officers, Committee Chairs, and Directors	Current Officers	Job Descriptions	By July 2006 Meeting
Certification (Goal is to increase number of certified members)
Develop “Certified get a Certified” Program	Chair – Certification Committee	Program usage; number of certified members	By August 2006

Other tactics that need additional study and may become part of future Strategic Plans are:

Ø Offer a charitable group activity as an alternative to golf on Wednesday afternoons of programs

Ø Provide local newspapers with information on members’ volunteer activities and professional advancement within HFMA.

Ø Offer a free or extremely inexpensive program to members

Ø Redesign website to add a Best Practice area, listserve/message board, or links to blogs, enzines or other electronic resources (initial planning steps may take place this fiscal year).

ADDENDUM TO STRATEGIC PLAN

The following suggestions were made at brainstorming sessions during the two Strategic Planning meetings in January and March 2006. Some of these are included above. The complete list is provided to start discussion and as a jumping off point for change.

Membership Involvement (would lead to growth/retention)

• Prepare baseline data on member activity
• Increase Committee participation – “small jobs”
• Offer charitable group activities Wed afternoons (e.g. Habitat for Humanity)

Membership Retention

• Recognize achievements more (e.g. newspaper blurbs)
• Offer Job Description Bank on website (shows value of membership)
• Ribbons to recognize involvement at events
• Have database of IT systems used on website (value) e.g. payroll, G/L, decision support

Education/Programs

• Panel discussions/debates
• One day focused sessions
• Roundtable luncheons
• Same program/multiple sites (could be provider sites)
• Add place to suggest “hot topics” on website – Community Benefits, APR-DRG
• Multiple tracks
• Vary locations (“Go West, Young HFMA”)
• Introductory courses (101s) with certificates – could partner with colleges for course material
• Featured professors as speakers
• Speakers from other organizations (RNs, WMCA, AAHAM)
• Webinars (Rural Coop has technology)
• Rotate week of the month for programs
• Skills training @ a breakout or pre-conference (e.g. pivot tables, graphs, Access, guide to Internet resources, Crystal reporting)
• Free programs (or really, really cheap)
• National speakers

Communication

• Committee members (not sure what this meant)
• Board reports, committee reports (on website under each committee)
• Best Practices area (how to organize?)
• Add a listserve or message board
• Links to blogs, enzines (interactive newsletters)
• Directory: fax numbers, PDA versions, portability to org’s Intranet, pictures, updatable
• Improve communication of benefits to sponsors
• Highlight website features with a “Did you know?” section in the newsletter and “what’s new” on the website

Advocacy

• Talking points for presentations, editorials, etc.

Developing New Leadership

• Look at officer rotation – is it necessary to rotate through all the positions? Do we want longer terms at some of the more technical positions (e.g. treasurer, secretary)?

Certification

• Increase recognition of certification outside HFMA
• “Certified get a Certified” program
• Job search resource (e.g. description of qualifications of a Certified Member)
• Reciprocal recognition at the National level

Sponsorship (these came from LTC)

• Look at dates for sponsorship renewal (specific to sponsor, pro-rate if added during year, but require next year commitment, etc.)
• Look at Presidential Level sponsorship (e,g, five years at Platinum level), benefits, providers as sponsors