brings with it the excitement of new challenges and opportunities, but also the uncertainties of the future of the billing company model. at the fall meeting, I reported to the membership that declining membership, reduced income, and uncertain attendance numbers at conferences and educational programs mean that HBma must take action to redefine itself. Falcon Capital Partners reported, “The emergence of new payment and business models, rapid adoption of eHR, and a host of other trends are forcing RCm services and technology companies to redefine their value propositions.” This change in the landscape requires that HBma adopt different approaches and methods. When these changes are significant, small adjustments are not adequate, so the required transformations PRESIDENT’S message THe JOuRNaL OF THe HeaLTHCaRe BILLINg aND maNagemeNT assOCIaTION 3 must challenge our basic thinking. Last year, the Business strategy Task Force – in conjunction with a strategic consultant – spent over 20 weeks conducting a structured in-depth examination of association strategy, services, membership type, and how best to serve member needs. The result of that work was reported to the board in mid-July and approved to move forward on seven strategic imperatives that include: 1. Create a new vision that communicates a broader charter and clearer member benefits. 2. Create a marketing plan for new member recruitment that increases RCm firm membership and attracts new members from individuals performing business management services with healthcare providers. 3. Offer a new membership category for the individual member, broadening our capacity to grow membership and expand our industry footprint. 4. Offer educational programs that ensure relevance and maximum value-add to the membership. 5. Optimize the advocacy program by realigning the government relations and commercial payor relations structures to engage in additional areas and improve member communications on advocacy work product and progress. 6. Develop new service offerings that enhance membership value. 7. Create an association culture that supports implementation of new strategic plans and establishes processes for accountability and dynamic business strategy implementations. The above seven strategic imperatives represent my goals for 2014 and will impact HBma for the next three years. They are ambitious but necessary. Did you know that in 1965, 75 percent of all physicians belonged to the ama? Today, less than 20 percent do. Why did this happen? Industry experts state that member expectations changed but ama’s model did not. Our members expect to receive value from membership, and HBma leadership is tasked with providing a vision, mission, and strategy for a healthy future. I look forward to a challenging, productive 2014 that will produce greater member value for all. members will begin to experience new educational programs as early as the spring meeting in Naples, Florida. In closing, I would like to express my appreciation to Isam for many years of dedicated and loyal service to HBma and its members. Jeanne A Gilreath, CHBME, HBMA President jgilreath@ahsrcm.com 2014 Strategic Changes for HBMA
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