HBMA’S Vision and Mission Dear HBMA Members, HBma is faced with many challenges related to the evolution (some say revolution) of today’s healthcare industry. These challenges are affecting all of the stakeholders that billing companies touch – either directly or indirectly – and include providers, facilities, payors, and patients. additionally, competitive fee pressures have resulted in declining billing company revenues. These factors, among others, have resulted in HBma’s need to rethink its vision and mission. In april 2013, as part of the Business strategy Work group (BsWg) initiative, the work group conducted a vision survey to determine what impact industry trends are having on our businesses. The work group identified ten trends based on interviews from members, nonmembers, former members, and related industry professionals. The trends identified below are listed in order of importance: PRESIDENT’S message THe jOuRnal OF THe HealTHCaRe BIllIng anD managemenT assOCIaTIOn 3 1. Pressure on RCm firms to reduce fees 2. Decreasing fee income 3. Hospital relationship development 4. Investment in “next generation technology” 5. adding practice management support services to supplement medical billing 6. Reducing risk by diversifying customer bases 7. Helping physicians tie their clinical activities to financial outcomes 8. Customer engagement assistance to help physicians measure patient satisfaction and produce better results 9. The need for RCm consolidation education regarding acquisition “know-how” as either acquiree or acquirer 10. Improving compliance and data reliability with an emphasis on security are any of the above items on your sWOT list (strengths, Weaknesses, Opportunities, and Threats)? Is your vision and mission for your business where it needs to be to survive these challenging times? The six-person BsWg, under the leadership of Ron Decker, is in full swing with its Phase II work activities, which involve the first three of the seven strategic imperatives identified in my previous correspondence in Billing. These include a new vision that communicates a broader charter and clearer member benefits, a new marketing program, and expanded membership categories. Ron has also written an article in this issue on the BsWg, which will explain it in greater detail. From the BsWg in 2013, we learned that it will take a focused effort by a dedicated team of HBma members to drive the change necessary to demonstrate member value, a core element for HBma to thrive as the industry’s premier trade association. HBma’s leadership – including the board of directors, executive committee, committee chairs, and the management company – must rethink traditional association offerings, which are characterized by too many programs, services, and activities that are related to face-to-face interaction through meetings and seminars. Our member companies expect value and a return on their investment. With busy schedules limiting our ability to participate in meetings and educational programs, and with other healthcare associations offering similar educational opportunities, our programs will require significant redesign and effective delivery models to include the availability of online and in-house training. There are also generational considerations related to how gen X and Y individuals communicate with others, and HBma must embrace this new way of communicating. The 2014 board and executive leadership of HBma are committed to identifying and delivering new and improved programs and value for its membership. Won’t you join me in communicating your interests and concerns by participating when requested in surveys, work groups, and committee service? Without effective communication and information, it will be extremely difficult to achieve successful outcomes with this important work. Jeanne A Gilreath, CHBME, HBMA President jgilreath@ahsrcm.com
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