HFMA Greater St. Louis Chapter Leadership Development, Volunteer Structure and Future

Transcription

1 HFMA Greater St. Louis Chapter Leadership Development, Volunteer Structure and Future Ron Snyder, FHFMA HFMA Chapter Advancement Team McMahon-Illini Chapter Past Region VII Regional Executive August 4, 2017

2 Agenda Chapter Profile Chapter Balance Scorecard (CBSC) & Davis Chapter Management System (DCMS) CBSC Goals compared to DCMS Reporting Requirements and Dates Strategic Planning Review 2017 SWOT Analysis Update SWOT Update Strategic Planning Document for final approval at July 2017 board meeting Set 3 Year Chapter Goals

3 Chapter Demographics *data as of June 1, 2016 Total membership as of June 1, 2017: 357

4 *data as of June 1, 2016 Chapter Demographics

5 Chapter Snapshot Report

6 Chapter Snapshot Report

7 Chapter Snapshot Report

8 Member Count by County

9 Chapter Demographics Greater St. Louis Generation Breakdown Millenial 13% Generation X 31% Baby Boomer 34% Traditionalist 4% Blank 18% GREATER ST. LOUIS CHAPTER Millenial, 13% Blank, 18% Traditionalist, 4% Generation X, 31% Baby Boomer, 34%

10 Chapter Balanced Scorecard (CBSC) Davis Chapter Management System (DCMS)

11 CBSC Goals Participation: Required CBSC Goals vs. DCMS Award Levels Measures performance and ensures uniform delivery of services to chapter members Regional Executive Council sets and approves DCMS Award Levels Participation: Optional Stretch goals over and above CBSC goals designed to recognize and reward chapter excellence. Regional Executive Council sets and approves CBSC goals vetted and approved by Regional Executive Council Nov Award levels will be vetted and approved by Regional Executive Council Jun. 2017

12 Chapter Balanced Scorecard (CBSC) Emphasizes key chapter performance elements Aligns with HFMA strategic priorities Regional Executive Council sets elements, goals, weights, and threshold performance level (TPL) What does the CBSC look like?

13 CBSC Elements & Weights Element Education Quality Quantity Networking Innovation HFMA Strategic Plan or Existing CBSC Element Membership Certification Membership Satisfaction Days Cash on Hand DCMS On-time Reporting Board Provider/Payer Mix Total Threshold Performance Level (TPL) Weight 10 points 10 points 10 points 10 points 5 points 20 points 15 points 20 points N/A N/A 5 points 100 points N/A

14 CBSC Final Results Davis Chapter Management Scorecard Year CBSC Progress Report For Period 5/1/2016-4/30/2017 CBSC Weight Total Education Hours Total Education Hours Educatio n Innovation Innovation Membersh Membersh Certificati ip ip on Certificati on Member Chap No. Chapter Name Region Actual Goal Quality Networkin g HFMA Strategic Plan Existing CBSC Element Actual Goal Actual Goal Satisfac tion Board Provider/P ayer Mix Overall Score 8 Greater St. Louis , % 9.1% 63% 66.7% Minnesota , % 7.0% 63% 50.0% Iowa , % 9.1% 77% 61.5% Heart of America , % 7.4% 65% 60.0% Sunflower (Kansas) , % 9.1% 80% 50.0% North Dakota , % 9.1% 80% 73.3% Show-Me of Missouri , % 9.1% 65% 66.7% Nebraska , % 9.1% 91% 41.7% South Dakota , % 9.1% 85% 83.3% 80

15 GREATER ST. LOUIS CHAPTER FIVE YEAR HISTORY

16 25.0 Education Hours per Member '13 13-'14 14-'15 15-'16 16-'17 All Chapter Average Greater St. Louis Chapter

17 600.0 Membership '13 13-'14 14-'15 15-'16 16-'17 All Chapter Average Greater St. Louis Chapter

18 80% Provider Chart 70% 60% 60% 61% 65% 62% 58% 58% 58% 58% 67% 50% 50% 40% 30% 20% 10% 0% 12-'13 13-'14 14-'15 15-'16 16-'17 All Chapter Average Greater St. Louis Chapter

19 80.0% Membership Satisfaction 70.0% 60.0% 50.0% 66.3% 59.0% 72.0% 68.7% 68.9% 67.0% 69.2% 70.1% 63.0% 54.0% 40.0% 30.0% 20.0% 10.0% 0.0% 12-'13 13-'14 14-'15 15-'16 16-'17 All Chapter Average Greater St. Louis Chapter

20 Member Retention 88.0% 86.0% 84.9% 86.7% 85.5% 84.7% 84.0% 82.0% 80.0% 78.8% 78.0% 76.0% 74.0% 74.4% 72.0% 70.0% 68.0% 14-'15 15-'16 16-'17 Greater St. Louis Chapter All chapter average

21 CBSC Elements & Weights Element Education Quality (Median overall sat 45%) Quantity (12.0 hrs/member) Innovation HFMA Strategic Plan 1 program target market or Process improvement(s) Communication (link to Chapters 2.0 updates) Networking 4, 1 hr events Membership Retention (86.6%) Growth (5.6% of new members target market) Total Points Weight 30 Points Total Points Total 15 10/ Points Total 20 Points Total Points Threshold Performance Level 60 points

22 Membership 20 Points Total Retention Member retention = 86.6% 10 Member retention is equal to the 5 year national average of 86.6% Growth 5.6% of new members from the target market segment of physicians, physician groups and health plans. 10 Reflecting growth in Physician, Physician Group and Health Plans. The metric is equal to the 25th percentile of new members in these target market segments using F2015 as a baseline. HFMA Membership Retention Rate Chapter '14-' Greater St. Louis Chapter 84.9% 85.5% 74.4% HFMA Target Markets Chapter Needed for Greater St. Louis Chapter 26 members 2 more (total 28)

23 Davis Chapter Management System (DCMS) Supports the strategic direction of HFMA Ensures delivery of services to members Sets standards that are fair and attainable Recognizes and rewards extraordinary outcomes via the awards program DCMS Year (Chapter Program Year): May 1 through April 30 HFMA Fiscal Year: June 1 through May 31

24 DCMS Chapter Requirements Chapter Leadership Roster Report chapters leadership team for key positions Due March 1 Annual Operating Budget Online data using QuickBooks Program Due June 1 Chapter Verification Form Website Bylaws Board Meetings Confirm budget entered into QuickBooks Due July 1 Annual Education Program Plan Input using Program Planning Tool (PPT) Due July 1 Founders Award Program Maintenance Report chapter members activities Due July 1 Education Events Report using On-Line PPT Tool Aug 10, Nov10, Feb10, May10 Chapter Newsletter Annual Financial Review Report using on-line form in Newsletter Chair Toolkit Conflict of Interest Record Retention Policy Whistleblower Policy Aug 10, Nov10, Feb10, May10 Due August 1

25 Chapter Awards DCMS: Gold award for Certification Yerger Award for Collaboration Innovation funding: $1,000 for Sponsorship of CHFP Exam

26 Future of Chapter & Strategic Plan Today, Tomorrow and the future of Greater St. Louis HFMA

27 Realignment Is Erasing Traditional Healthcare Boundaries Driven by demands for care transformation, the healthcare industry is realigning at an an unprecedented pace. SHARED GOAL The Triple Aim framework was developed by the Institute for Healthcare Improvement in Cambridge, Mass. ( 27

28 Strategic Planning Adage: Those who fail to plan, plan to fail. Definition: strategic planning is a tool for organizing the present, on the basis of the projections of the desired future. CBSC versus Strategic Plan Short term versus long term Key performance measures vs. GSL specific

29 Strategic Planning A goal is an accomplishment that you are trying to reach - the outcome broad and general in nature - the big picture Objectives are how the goal will be accomplished Specific, clear, and actionable. Objectives state results, not activities. Strategies define the steps the chapter will take to achieve its objectives There may be several strategies to achieve one objective.

30 GREATER ST. LOUIS CHAPTER SWOT ANALYSIS

31 Greater St. Louis SWOT Strengths Committed Chapter Leadership-continuity & initiatives Solid core of a small group Location-strong presence Dedicated team members Student Outreach Program Veteran knowledge baseexperience Solid reputation Great new, young talent Engagement Networking opportunities Camaraderie among members Community outreach Variety of quality programs Desire to innovate Welcoming attitude Vendor support & involvement

32 Greater St. Louis SWOT Weaknesses Low satisfaction scores Only a small group is highly engaged Method of communication Poor board engagement Provider Involvement in education development Communication Need more educational opportunities Disorganization/unfamiliar w/duties Not having the right people in strategic roles Provider vs. Vendor ratios Succession planning Marketing efforts to aid membership, programs Members not held responsible Website needs upgrading Few CPE eligible meetings Social media

33 Greater St. Louis SWOT Threats Low provider turnout Budget cuts in local healthcare facilities Ease of access to education online/elsewhere Other chapters in area Low level of engagement University students from out of state traveling home Burnout of leadership and volunteers Apathy Healthcare professionals doing more with less-no time Decreased sponsorship Succession planning Communication Financial stability Lack of value to providers Decreased volunteering of providers Time commitments & cost Lack of camaraderie amongst the leadership

34 Greater St. Louis SWOT Opportunities Synchronized efforts btw members, programs, social & sponsorship committees Improve chapter satisfaction scores Relationship with local universities Improved communication via , website Video stream programs Getting more involvement for members Provider networking to better know vendors Thought leadership for all areas of healthcare Millennials beginning to rise in ranks Facilitate programs via different methods App for members Working with other associations Diversify membership Philanthropy Learn from other chapter successes Engage young professionals/students

35 SMART Planning

36 Greater St. Louis Strategic Plan Chapter Year

37 Session Evaluation Survey Monkey 37