Those of you who know me, know of my passion for sports, particularly college football and baseball. Of course, I especially enjoy coaching little league baseball. Sports are a fun pastime for me and teach me good lessons for work and for HFMA. I think the skills that you learn in sporting events or competition can be applied to the workplace and certainly HFMA.

Any successful sporting team (not that mine are successful), including the teams I coach, begin with good planning. As a coach, you have to plan your practices, constantly stay organized, possess good vision, and have a commitment to continually improve the skills of the players. You need all these attributes in order to be prepared for competition.

A coach needs to make sure that players improve. It doesn’t matter if you are coaching a first year player or a seasoned professional. There are great tools to utilize, just as in HFMA, to help with performance improvement. There are books, videos, computer programs, observing other teams, and other materials, which can be utilized for teaching baseball and improving your own coaching skills.

Believe it or not, even in little league baseball, we have a web page. I utilize the Web to communicate with other coaches, league directors, and my players. I also use them for gaining statistics about rival teams. The web page is also available to others who want to learn about my team. Our web page also has best practices for teaching skills to players. Technology has become a major factor in little league baseball.

It is imperative that you have discipline in everything you do, whether it’s at work or at home. A coach must use discipline in order to teach basic skills and gain respect from the players. In little league, kids respect their coaches for organization and for teaching them new or enhanced skills.

The biggest part of most sports is teamwork. The only way to win (succeed), no matter what sport or activity you are performing, is good teamwork. It is imperative to make sure everyone knows their job is important and adding value to the team. The way we teach teamwork in little league is making sure parents know that practice is mandatory, players must pull their weight, and utilize their level of skills to help the team become stronger. Another important factor to team building is to build positive attitudes. My team stays positive with each team member and avoids negative talking and activities.

Try to remember to balance all of the above with fun. At work and HFMA, you have to have fun at what you do. We have fun at ball practice by teaching different skills in a unique, innovative manner and by having competitive drills. As coaches, we make sure the kids are enjoying themselves and not taking things too seriously.

Every sporting team has goals. The major goal is to win or to do your best. Even if you win, it is also important to teach that when you lose, it’s okay and part of the learning process.

That’s basically what I want to do with HFMA this year. I want to encourage each of you to use HFMA to better your skills for work and help strengthen HFMA by becoming part of a team and volunteering. Of course, have fun, smile and enjoy the ride.

Celebrating more than 30 years of healthcare excellence, Northside Hospital offers a comprehensive array of medical specialties including Women’s Services, Cancer Care, Surgery, Emergency Services, Specialty Medicine and Outpatient Services.

Northside Hospital is a 444-bed, not-for-profit, full-service regional referral hospital serving more than 300,000 patients annually. Our primary service area encompasses Fulton, DeKalb, Gwinnett, Cobb, Forsyth and Cherokee Counties.

With more than 4,000 employees and approximately 1,500 physicians on its medical staff, Northside Hospital enjoys one of the largest medical work forces in the region for a non-system community hospital. Physicians on staff represent practically all specialties.

True to our mission, we are committed to the health and wellness of our community. As such, we dedicate ourselves to being a center of excellence in providing a "lifetime of care" to women and their families. We offer state-of-the-art technology, modern conveniences, highly skilled medical specialists and a compassionate, warm and caring environment.

For three years in a row, Northside Hospital has been voted most preferred for overall healthcare services in Atlanta in surveys conducted by the National Research Corporation (NRC), an independent research firm.

Northside Hospital is located in the heart of metropolitan Atlanta, now an international city and home to more than three million people. Northside was one of the first hospitals to be built in Atlanta’s bustling northern suburbs. It is strategically located less than 10 miles from Downtown Atlanta on Johnson Ferry Road near the intersection of Interstate 285 and Georgia 400, two of Atlanta’s major transportation arteries. Today, this location is an area often referred to as "pill hill" due to the presence of two other major hospitals and hundreds of physician offices.

Northside Hospital has built a reputation in the community for providing exceptional medical care in many specialties. Following is a list of those services Northside has proven strength in.

Ranked number one in the nation in the number of babies delivered (more than 14,800 in 1999), Northside Hospital provides the most comprehensive capabilities for a healthy mother and baby. To support the increasing need for these services, in May of 1999, Northside opened it’s new $42 million Women’s Center. The Center is one of the first and most comprehensive facilities of its kind in the country. Receiving local and national media attention, the Northside Hospital Women’s Center features Labor and Delivery, a Family-Centered Care (postpartum) unit, a High Risk Perinatal unit, Level III Special Care Nurseries, the Breast Care Center, a dedicated GYN inpatient unit and a specialty healthcare boutique "A Woman’s Place."

The Northside Hospital Cancer Center is one of the most comprehensive cancer programs in the Southeast. We also perform more mammograms than any other community hospital and treat more cases of breast and gynecological cancer. Additionally, our Bone Marrow transplant program is the only program in Georgia that has FAHCT accreditation and is one of only a handful of programs in the country to have the National Marrow Donor Program (NMDP) designation, allowing our patients access to potential donors from around the world.

Northside Hospital was home to the first surgeons in Georgia to perform outpatient surgery. Additionally, our surgeons helped to pioneer laparoscopic surgery in Georgia and annually perform more total surgeries than any other hospital in Georgia. With 27 surgical suites and a satellite outpatient surgery center, Northside surgeons are able to perform more than 30,000 surgeries annually.

In 1995, Northside opened a new 18,000 square foot, state-of-the-art, Level Two Emergency Department (ED). Treating more than 50,000 patients a year, the ED features 27 treatment rooms, HealthExpress (minor injury and illness), a clinical decision unit, streamlined admissions, bedside testing and 14 Board Certified Emergency Medicine physicians.

Designed and built with the patient in mind, the ED’s physical features include skylites that provide an abundance of natural light; warm soothing colors and artwork; and televisions and private phones in all treatment rooms to help alleviate patient anxiety.

Continuing to provide a broad array of services to meet the ever-increasing needs of our patients, Northside Hospital has launched and plans to launch many new programs and services. Recently we introduced our Back and Neck Care Program and our Stroke Care Center, enhancing the hospital’s capabilities in Neurosciences.

In 1999, we introduced our Digestive Health Program. This program is designed to provide high-quality, cost-effective services - diagnostic and therapeutic and preventive - in a multidisciplinary manner to individuals who suffer with digestive disorders.

Additionally, to provide the many women of Atlanta enhanced cardiology services, we will open the Northside Hospital Heart Health Center for Women in the summer of 2000. The Center will be the first hospital-based heart center in Georgia dedicated to the early detection and prevention of heart disease in women.

Northside Hospital also is expanding its outpatient services into the community. In addition to the Northside/Alpharetta Medical Campus, we have expanded in a number of other geographic locations. Near the main hospital campus, we recently opened the Northside Hospital Outpatient Center at Meridian Mark. To the Northwest, we offer services at the Northside-Cherokee Medical Office Building. To the Northeast, we offer services at the Northside/Johns Creek Medical Office Building. Additionally, we provide cancer treatment at the Northside/Roswell Cancer Center and the Northside/Dunwoody Cancer Center. Childbirth classes and other community education programs also are provided in numerous locations throughout North Atlanta.

In addition to the above mentioned geographic service delivery sites, Northside Hospital-Cherokee (formerly R.T. Jones Regional Hospital) in Canton became a significant part of the Northside Hospital delivery system in October 1999. The 84-bed, not-for-profit, full-service community hospital offers surgery, emergency, maternity and outpatient services.

As we look to the future, Northside Hospital is working hard to continue to provide the highest quality, compassionate, family-oriented care in the ever-changing healthcare environment. We are committed to providing medical care of unsurpassed excellence with enduring concern for the health and well-being of the communities we serve.

Participating in all major health plans, Northside Hospital serves patients from around the Southeast. More than 70 percent of Northside’s inpatients are referred from outside of its home county (Fulton) to receive the specialized care available at Northside Hospital.

Community outreach is a major focus for Northside. Providing health screenings, educational lectures and other community programs, the hospital reaches more than 20,000 people annually. Community support via sponsorships and partnerships also is very important. Northside currently is "Partner in Education" with 12 middle and high schools. Our Auxiliary puppet shows also reach thousands of elementary school students each year. In addition, our employees, physicians and other volunteers devote more than 14,000 hours a year to community service initiatives through the Northside Hospital Community a difference in early detection and/or prevention of disease. Ongoing and active partnerships exist with the American Cancer Society, American Heart Association, the American Red Cross, the Crohn’s and Colitis Foundation, the Komen Foundation, the Wellness Community and many others. These partnerships allow us to support the efforts of these groups to improve the health and wellness of our local community. Northside also often benefits via grants from some of these groups to further advance the care we provide.

"Northside Hospital’s rapid growth and progressive outlook have allowed us to keep pace with the communities health care needs," says Sidney Kirschner, president and CEO. "It’s a never-ending task serving this vital and dynamic area of ours. I know the community will call on us for even more service in the future. Northside Hospital is planning for that future today. We’ll be ready."

Written by Russ Davis, Director of Marketing of Public Relations at Northside Hospital

Lex Klamke, Immediate Past President, has learned that his first grandchild, expected in July, is a boy.

Terri Tillery, newly elected Board Member and Communications Council Chairperson, recently joined Chamberlin Edmonds & Associates, Inc., and its sister company, VISTA Financial Services, Inc., as Client Services Manager for their Georgia based clients.

Cynthia Perley, 2000-2001 Program Chairperson, has left the provider side to join MedPool.com, a California based company.

Art Bell, DCMS Coordinator, also resigned from the provider side when he left Sumter Regional in Americus to accept a consulting position with Superior Consulting. However, Jim Brown is returning from Florida to rejoin Sumter Regional and the Georgia Chapter. Welcome back!

As many of you may already know, Mary Dawson was named the Director of Patient Financial Services at DeKalb Medical Center, and Denise Headrick has joined the Dekalb Medical Center as Controller.

Steve Rowell has transferred in from South Carolina to accept the Patient Accounts Manager position at St. Francis in Columbus, Georgia.

Brad Gilreath proposed to Kerry Bell, Medical Staffing Resources, on a lake cruise in Zurich, Switzerland. Please join us in wishing them congratulations and good luck!

If you have news to share with the Georgia Chapter and its members, please send an email to carmen.sessoms@hboc.com.

Georgia HFMA continues to add new members to the chapter. Please make an effort to seek these people out and get to know them! For a head start, here are a few profiles on some our newest members. You may be surprised at what you have in common!

Employer and Position: Assistant Director, Patient Financial Services, Promina Health Systems

Favorite saying: "If it didn’t matter whether you win or lose they wouldn’t keep score." Ty Cobb

Hero and why: My father, because from an early age he taught us to obey the law, be respectful, always do the right thing, to never hate anyone or anything, and that you have to work hard for what you want in life because nothing’s free.

If not at work, you will find me: At home experimenting with food, cooking from cookbooks, or writing short stories.

Hero and why: My mother, Mary Johnson, She raised 6 children, put them through college, and obtain her own nursing degree with no outside assistance after my step father’s sudden death in 1978. She always encourages those around her and inspires them with love and faith.

Hero and why: Mrs. Strickland, my 6th grade English literature teacher. She showed you that you could make a difference.

Information gathered by Penny Corcoran, Vice President, Marketing and Sales, American Medical Review.

Have you ever wondered about those plaques other members get at our Institutes? Do you know what they are for or more important, how to get awarded one yourself? Read on and you too may be the recipient of one or all of the Founders Merit Awards.

The Founders Merit Award Series was created in 1960 as a way to recognize the contributions of time, talents, ideas and energy of the members of HFMA. HFMA grows through the efforts of its volunteers. Participation provides opportunities to grow in our profession in the healthcare financial industry and make HFMA a stronger organization for its membership. The Founders Merit Awards are part of a rating plan that assigns a range of points to activities each member participates in throughout the year. There are four awards in the series.

First, the Follmer Bronze Award. This award is named after William G. Follmer, who is credited with the creation of the American Association of Hospital Accountants (AAHA), now known as HFMA. It takes 100 Founders points to obtain this award.

Second, the Reeves Silver Award. This award is named after Robert H. Reeves, who was instrumental in creating the structure of AAHA. This award is given after the member reaches 200 Founder Points.

Third, Muncie Gold Award. This award is named after Fredrick T. Muncie, who was the first president of AAHA and assisted in organizing the first AAHA Chapter - First Illinois. This award is received after the member accumulates 300 points.

The Fourth and final award in the series, the Founders Medal of Honor, recognizes the member for significant service to the organization. This award must be nominated by the Chapter Board of Directors and can be awarded three years after the Muncie Gold Award and three additional years of active participation in HFMA.

The Founders Award Series rewards continuous active participation in HFMA both at the local Chapter and on the National Level. The Award system allows a maximum of 40 points to be accumulated during each fiscal year. This means that it will take a minimum of three years to obtain each level of the Award series. This promotes the continuous active participation.

Points earned during the year are tracked and reported by the Chapter’s Founders Contact or Data Base Chairperson to National by the 1ast of August each year. National tracks your points that are accumulated at the National level, such as, membership, certification, etc. The Chapter tracks the points for attendance at Local Institutes, workshops, Telnets, articles and publications and committee participation. Your points will follow you from one Chapter to another.

That is the history behind the Founders Award Series. Are you interested? Guess what, you are already accumulating points! That’s right, being an active member scores 2 points a year. So if you are a new member get involved and watch your points grow. If you are an established member keep up the work and you will soon be walking up to this year’s Georgia president of HFMA, Tim Beatty, to receive your Founders Award. Look to the next issue of the Scroll to get a detailed listing of what activities are awarded point values.

The Georgia Chapter of HFMA depends on YOU! You make the difference in the success of our Chapter. Being an active participant in HFMA is great for professional development and networking with our peers. Keep an eye on the Georgia HFMA WEB Page ( www.GeorgiaHFMA.org) for information on The Founders Award Point System.

If you have any questions concerning your total points, or you feel that you have not received points that you may have earned, please contact Rick Childs.

Written by Richard L. Childs, FHFMA, Director of PFS at Promina Heathcare System.

The HFMA Healthcare Hotline is offered as a service to keep you up to date on various topics. Current topics include HFMA Institutes, CPAR, Advanced CPAR, Reimbursement Updates and Forums. The Hotline is updated as new information becomes available. The Healthcare Hotline will give you 24 hour, seven day a week access to the topics that are available.

Is the Hotline easy to use? - All you need to do is dial a phone number, (404) 250-7507 or 1-800-388-4154. Choose the option for the topic that you want to hear and sit back and relax. Some selections will give you the option to leave a message. If the topic that you have chosen has this option, you will be instructed to leave a message after the tone.

What can I get off the Healthcare Hotline? - Topics include: Updated HCFA rulings, CPAR Test dates and sites, CPAR Coaching Sessions dates and sites, Advanced CPAR dates and sites, Upcoming Institute information, which will include dates, session topics and reservation prices and deadlines. This is only a small part of what the Healthcare Hotline can offer.

If you would like to see additional topics available on the Healthcare Hotline, please contact Kimberly Farmer at Northeast Georgia Health System either by email at kimberly.farmer@nghs.com or phone at 770-538-7159.

Charles H. Anderson President’s Award - The President’s Award is a discretionary award selected by the outgoing President and presented at the Spring Institute. The recipient is recognized for the significant impact they have had on that President’s year. Lex Klamke, 1999-2000 Georgia Chapter President, presented this award to Margaret H. Schley.

Ann P. Longshore Distinguished Service Award - In 1989 the Awards Committee established a Distinguished Service Award which recognizes an outstanding Chapter member for his/her efforts. Nomination for candidates are based upon the member’s service to the Chapter and are submitted by Chapter members to the Awards Committee with the recipient approved by the Board. The 2000 winner is Teresa Singley.

Sister Rose Margaret Schweers Most Valuable Member - An annual award is made for the Most Valuable New Member and the Most Valuable Member of the HFMA Georgia Chapter. The award is made for outstanding contributions for the betterment and growth of the Chapter. Each year, the Awards Committee selects an individual (with a first and second runner -up) based on Founders Merit Award Series point schedule for the Chapter Level. Audrey Brooks was awarded the Most Valuable New Member. Kathy Mobley was awarded the Most Valuable Member. Special recognition for the Most Valuable Member was also given to Liz Wilkey, first runner up, and Teresa Singley, second runner up.

CAL CALHOUN - Vice President/Financial Services for GHA, an association of hospitals and health systems, where his responsibilities include representing Georgia hospital members on financial policies, regulations and payments. The thing he enjoys most about his job is that it is always changing and he gets to work with a lot of interesting people from around the State. He has been in the healthcare field as well as a member of HFMA for the past twenty-six years. The education, networking, and trading jokes with Certified Public Accountants are among the reasons he joined HFMA, and he states, as a result, he no longer considers himself normal. Cal is a 1999-2001 Georgia HFMA Board Member, serving as Chairperson of the ProACTION Council.

Cal earned a BS in Economics from Auburn University in 1968, and in 1978 he completed the Certificate Program: Executive Graduate Program in Health Care Financial Management at the University of South Carolina. Cal is single, and when asked about his hobbies, he says he enjoys keeping his 1974 Datsun 260Z with 364,000 miles running! He bought the car new for $6,500 before his first year anniversary at his first job working for a hospital, and he says he intends on getting his moneys worth. In fact, he shared that he had spent less money on it than on engagement rings.

Among his pet peeves is the fact that he says kids know more about computers than he does, while he attributes his success to building consensus, respecting others opinions, and listening to Joe Parker. He feels staying awake helps too!

CATHY H. DOUGHERTY, FHFMA - Service Line Director, Revenue Management at Promina Gwinnett Health System, and is responsible for Patient Access, Patient Accounts, and Medical Records for the 479 bed health system. As part of her job, she enjoys the people that she works with and the chance they have to make a health care visit easier for a patient. She has been in the healthcare field for seventeen years, and became a member of HFMA fifteen years ago. Cathy first joined HFMA in South Carolina for networking opportunities, and says that is why she still remains a member, in addition to the vast amount of inexpensive education that she has access to through HFMA-and the fun! She is currently serving as a 1999-2001 Georgia HFMA Board Member, and is the Chairperson of the Membership Council.

Cathy has a BS in Business Administration. She is married, has a daughter, and two stepsons, along with three cats, a dog, and two cockatiels, and says it sounds like a kennel. Her hobbies are reading a book at the beach and beach music events. Her favorite movie is Gone With The Wind. Do we know if she is from the South?

Bad attitudes, resistance to change, and gossiping are some of her pet peeves. On the flip side, maintaining a good, honorable work ethic, plus loyalty and dependability are among her keys to success. The pursuit of excellence no matter the obstacle and a good sense of humor are included as well.

BILL EIKOST - Regional Account Executive with NCO Financial Systems, Inc., and has sales and marketing responsibilities for GA, AL, MS, SC and the panhandle of FL. Working with providers to find solutions is one of the things he likes most about his job. Bill has been in the healthcare field and joined HFMA eleven years ago. He told us he joined HFMA to network and stay current on issues affecting the financial side of the healthcare industry, but anyone who knows him, knows he agrees with Cathy about the fun! While he participates in HFMA in other states, we are fortunate to have him as a 1999-2001 Georgia HFMA Board Member, and he Chairs the Diversification/Collaboration Council.

Bill holds a BA in Business Psychology. He and his wife Jan share two children, Zachary age 4, and Avery age 2. He shared that his hobbies include sports, traveling, and being with friends and family. What about dancing? It’s probably no surprise that his favorite book is Fatherhood by Bill Cosby, and his favorite movie is Forrest Gump.

Bill’s pet peeve is people that focus on the negative more than the positive. Being honest, consistent, and having fun, and of course, attitude, are keys to his success.

TOM MORRIS, FHFMA - Patient Access Director for Children’s Healthcare of Atlanta, where his responsibilities include registration, admissions, scheduling, insurance verification, and financial counseling. Tom finds his work challenging, and likes to identify a needed output and then tries to devise a means to effectively and consistently produce that output. He also enjoys the people management aspects of his work such as developing his team and future leaders. He has been in the healthcare field for twelve years, and joined HFMA eight years ago. He credits Randy Cooper, a then colleague at NE Georgia Medical Center, with encouraging him to join as a means to increase his knowledge and exposure. Tom is a 2000-2002 Georgia HFMA Board Member, serving as Chairperson of the Forums Council.

Tom has a BS in Psychology, and is married with two children, Bethany age 7, and Noah age 3. He is currently enjoying the "Left Behind" book series, and his favorite movies are anything Star Trek, James Bond, or Tommy Boy.

His pet peeve is whining. He says he struggles with people who would rather gripe about a situation rather than just going ahead and fixing it. Tom tries to keep a positive attitude, and he likes to see that from others as well. This positive attitude is one of the things he credits as his keys to success, along with proactive follow-up and staying current in industry knowledge through things such as HFMA certification.

BETH FOOTE, FHFMA - Manager, Contract Services at Harkins & Henry, Attorneys at Law, and is responsible for managing client services. In addition, she manages the accounts receivable recovery staff at Healthcare Receivable Professionals, Inc. Developing her employees’ talents is one of the things she most likes about her job. Beth has been in the healthcare field for twenty years, and joined HFMA thirteen years ago. She joined for the affordable education, but says she has made some wonderful, life-long friends through the organization. She also appreciates a celebration of achievement, and feels it has been a joy to be a part of such excellence. Beth is serving as Chairperson of the Quality Council, and is a 2000-2002 Georgia HFMA Board Member.

She has a Bachelor of Fine Arts, and has two Boston Terriers - Bijoux and Tater. Her hobbies include reading murder mysteries, fishing, and dog training. Her favorite book is The Foundation Trilogy by Isaac Asimov, and Braveheart ranks as her favorite movie.

Lost dogs are what Beth says is her pet peeve, and when it comes to keys to success, she says Courage, Persistence, Integrity, and Faith are among hers.

TERRI TILLERY - Client Services Manager for Chamberlin Edmonds & Associates, Inc., and its sister company, VISTA Financial Services, Inc., and is responsible for their Georgia based clients. Having the chance to expand her knowledge, while at the same time, working with high energy, visionaries is just one of the things she likes most about her new job. In addition, working with the various provider clients intertwines relationships sometimes first forged through membership in HFMA. She has been in the healthcare field and a member of HFMA for thirteen years, and although she originally joined because her then boss said it was part of their company sales/marketing strategy, she quickly learned that it was so much more! The friendships and support that have come as an extension of membership, attendance at Institutes, and TEAMS participation have helped her tremendously, especially during the last year. Terri is a 2000-2002 Georgia HFMA Board Member, acting as Chairperson of the Communications Council.

Terri is single, has no children, and no pets. She says this may sound somewhat "free" of responsibility, but it isn’t! She enjoys spending time with her family and friends, and taking trips to family homes in the North Georgia Mountains-Hiawassee and at St. Augustine Beach in Florida, where they play cards/games, read, go boating, and do everything and sometimes nothing! Terri loves to read, and can’t pick a favorite book, but says the message in The Wizard of Oz makes it one of her favorites, if not, her favorite.

One of her pet peeves is that people don’t respect and appreciate others no matter what their differences. If she had to pick one key to her success, she says it would have to be that she has been true to herself, and honest and sincere with others.

HFMA offers four specialty societies for members who are looking for an HFMA experience tailored to their interests: the Patient Financial Services (PFS) Forum, the Chief Financial Officers (CFO) Forum, the Managed Care Forum, and the Compliance Officers Forum, HFMA established the forums to meet the specialized information, leadership, and networking needs of members in these niche markets. In exchange for annual dues, every forum member receives services and benefits tailored to their section of the healthcare industry.

Webster’s defines "forum" as "a public meeting place for open discussion." The most exciting feature of forum membership is the immediate access it grants you to peers who are facing the same workplace and career challenges as you are. Networking opportunities offer people the chance to meet face-to-face or on-line with two primary goals: building relationships and accessing others’ knowledge. Because there are four different forums, each representing a different section of the HFMA population, your networking opportunities are more likely to be concentrated among people who do what you do and struggle with the same problems you struggle with.

Through forum-member-only networking activities at major HFMA conferences, members gather and learn side-by-side at breakfast roundtables or socialize at forum receptions. By subscribing to members-only e-mail list serves, forum members can access the expertise of their colleagues to answer questions, bounce around ideas, or share strategies. Forum members also have access to a directory of their peers so they can find their forum colleagues all over the country.

Another key benefit of forum membership is custom-tailored information. By mail, fax, and e-mail, forum members are kept informed of key industry news that pertains directly to their responsibilities and professional interests. News about important legislative or regulatory developments, as well as analysis of the impact of these developments, is provided. Because each forum receives its own news and updates, members can be sure that the news they read is going to be applicable to them.

In addition, every forum has its own Web site, where on-line versions of news stories and analysis contain "hot links" to original source material, such as Federal Register notices, HCFA manuals, Office of Inspector General compliance guidance, and other critical resources that members need.

Forum members are entitled to free or discounted access to HFMA education, such as the HFMA audioteleconference series, the CFO Exchange, the annual Managed Care Conference, the Corporate Compliance Conference, and events at the Annual National Institute. In many cases, forum members themselves design these programs by serving on education planning committees along with HFMA National staff.

At this year’s Leadership Training Conference (LTC), dubbed "East meets West," more than 400 chapter leaders met in Dallas, Texas, on April 8-10 for two full days of learning and networking. That is more than 4,800 hours of volunteer talent and people power under one roof. Thank you to everyone who made this meeting a success.

Attendees had the opportunity to attend a variety of one-and-a-half day workshops. Faculty for these sessions included Patricia A. Siegel, CAE, and James S. DeLizia, CAE (Leadership Development), Louis Phillips, EdD (Education), and Mary Pretzer (Newsletter Editors).

HFMA’s dynamic, creative Chapter Advancement Team (CAT) presented an excellent series of sessions on strategic planning at their day-and-a-half Strategic Planning Workshop and treated chapter leaders with a hilarious look at a year in chapter president. CAT members are Robert L. Broadway, FHFMA, Deborah A. Sieradzki, Shelly L. "Woody" White, CPA, Joseph V. "J" Evans, FHFMA, and Shelley S. Lake.

Richard L. Clarke, FHMA, HFMA’s President and CEO, and Connie Cape, FHFMA, incoming HFMA National Chairman, Present the new national strategic plan to chapter presidents and presidents-elect. Cape’s keynote address challenged everyone to have the vision to "Imagine the Possibilities."

In addition to being the first LTC where east and west met as one group, this LTC was the first to include HFMA’s Board of Directors and the National Advisory Councils. As a result, the Sunday evening reception provided chapter and National leaders expanded opportunities to meet and discuss HFMA’s strategic direction.

In the early 1990’s, a demonstration project was established to develop Rural Health Networks. Seven states received grants to establish The Essential Access Community Hospital (EACH) and Rural Primary Care Hospital (RPCH) Programs.

RPCHs were to be defined as Limited Service Hospitals that would provide outpatient and limited short term impatient hospital care. The RPCH patients would then be released or transferred to a network EACH hospital.

To qualify for RPCH Designation, the hospital had to meet certain criteria, such as limiting their bed size to 6 acute care beds with an average length of stay of no more than 72 hours.

While the limiting criteria was sometimes difficult, the favorable Medicare Reimbursement was very inviting. RPCH Hospitals were to be paid on reasonable cost for all services (including lab and sometimes physicians) with no lower-of-cost-or charges restrictions.

One of the most sweeping changes in Medicare legislation occurred with the Balanced Budget Act of 1997. This legislation had a significant impact on virtually every type of healthcare provider.

One of the many changes dictated with the passing of the BBA of 1997 was the elimination of the original EACH/RPCH Program and the establishment of the Critical Access Hospital (C.A.H.) Program for all states. The C.A.H. Program is made possible through the Medicare Rural Hospital Flexibility Program (Flex Program). Per the provisions of the BBA, to be eligible for designation as a C.A.H. a facility must be a rural or not for profit hospital that is located in a state that has established a Medicare Rural Flexibility Program. The hospital must be at least 35 miles from any other hospital (15 miles in mountainous terrain or in areas of only secondary roads) or be certified by the state as a Necessary Provider of Healthcare Services to residents in the area.

The acute care bed size was increased from 6 beds to 15 beds. An exception was made for facilities with Swing Beds, which were to be allowed up to 25 beds, provided not more than 15 beds are used for acute care at any one-time. Length of stay requirements were increased from 72 hours to 96 hours. Medicare reimbursement was still to be on reasonable cost as with the EACH/RPCH Program with one exception, the elimination of the "All-Inclusive Rate" that included costs of physicians.

In late November 1999, Congress passed the Balanced Budget Refinement Act of 1999 (BBRA). This action was directly related to major concerns voiced by the Health Care Community over the severity of reimbursement cuts that were scheduled to occur for all Hospitals with the passage of the BBA of 1997. The BBRA of 1999 provided much needed relief to many healthcare providers. Some of the significant changes that have a direct impact on Critical Access Hospitals are:

EACH/RPCH and Critical Access Hospitals have always been reimbursed reasonable costs for outpatient lab services. Congressional intent through the BBRA of 1999 was to eliminate coinsurance on outpatient lab services that was paid on cost. Unfortunately the final legislative language inadvertently referenced sections of The Social Security Act referring to lab paid on a fee schedule. This unfortunate and admitted error has HCFA now positioned to interpret that lab services will be paid on a fee schedule for a CAH rather than the historic method of reasonable costs.

If this oversight is not corrected to the original congressional intent, this significant error will result in material payment reduction to CAHs. Efforts are now underway to get this issue resolved through additional legislation.

Rural hospitals with average length of stays of 96 hours and Inpatient average daily census of 15 acute care patients or less would initially be considered good candidates for CAH status. Other concerns would be proper education to the Medical staff and the community. Critical Access Status is certainly not for everyone. However, in these days of eroding Medicare Reimbursement, a review of this reimbursement methodology is definitely warranted. w

Submitted by Tom Walden, Principal, Crisp Hughes Evans, LLP. With Assistance: John Frank, Sr. Manager, Crisp Hughes Evans, LLP and Galen Ezzel, Sr. Manager, Crisp Hughes Evans, LLP

The CPAR program has been in existence for over 18 years with an incredible 2,085 graduates. These "hands on" employees have had limited opportunities for education. (The Advanced CPAR program was created two years ago in response to the growing demand from CPAR graduates for continuing education.) This resulted in the creation of the Advanced CPAR program. This program has been a huge hit. The program consists of five classes aimed at providing additional education. Attendance at all the five classes is the only requirement for a CPAR graduate to become an Advanced CPAR graduate. The two-hour classes cover these topics:

For the next twelve months we plan to offer these classes in a variety of locations and dates. Listed below are the tentative dates, locations and course offering(s):

These courses are reasonably priced. In fact, those courses held with the Georgia HFMA Institutes are free to those who have registered for the Institute. We encourage your support and participation for these programs. A mailing will be sent before each of these classes.

For more information on these courses, please call the Georgia HFMA hotline at 404-250-7507 or 800-388-4154.

Written by Teresa Singley, Patient Accounts Manager at Crawford Long Hospital and Luther Allison, Patient Accounts Director at Promina Southern Regional Medical Center.

The Chapter Officers/Board and TEAMS Members work very hard to be sure that the Chapter offers the services/educational topics that you, the members, desire. Without your input, they can not be sure that we are "on target" with these items.

Many of you are aware that the 1999 Survey was much shorter than previous years. This was NOT because we are not interested in your opinion. It was done intentionally because the National Office is changing the way that surveys are conducted. Due to the high cost of surveys and the failure of members to respond, National HFMA has determined that we need to find a more efficient/cost effective way to poll the members. Within the next year, the Ga. Chapter will be a "Guinea Pig" for this new process. You will hear more about this new survey as the details are finalized.

Out of our surveys to 200 of our 1200 members, we only got back about 45 surveys and this was after 2 reminders and then handing surveys out to the members at the Winter Institute.

This survey is very helpful to our chapter. We look forward to hearing from you in the Winter 2001 survey.

Past CPAR chairpersons have worked diligently to provide an educational program for all business office and registration personnel. The CPAR course of study is known as an elite certification program. By becoming CPAR certified, associates enhance their career both professionally and financially. The CPAR designation is widely sought by all prospective employers. Please encourage your associates to participate in this year’s CPAR Program. Study manuals and manager’s resource packets will be available August 2000. In addition please plan to attend the PFS breakfast for a CPAR overview at the Summer Institute at Hilton Head in August.

COACHING SESSIONS

EXAM SESSIONS

9/13 Medical Ctr. of Central GA

8:30 - 4:30

10/6 Medical Ctr. of Central GA

9:00 - 12:00

1:00 - 4:00

9/22 Northside Hospital

8:30 - 4:30

10/11 Northside Hospital

9:00 - 12:00

9/6 The Medical Ctr.-Columbus

8:30 - 4:30

10/11 The Medical Ctr.-Columbus

9:00 - 12:00

9/8 Athens Regional Med. Ctr.

8:30 - 4:30

10/18 Athens Regional Med. Ctr.

9:00 - 12:00

TBA Grady Hospital

8:30 - 4:30

10/27 Grady Hospital

9:00 - 12:00

9/22 Valdosta Site, TBA

8:30 - 4:30

10/27 Valdosta Site, TBA

9:00 - 12:00

Written by Mary Kay Tam, CPAM, Patient Accounts Director, Atlanta Medical Center.

The 2000-2001 Corporate Sponsorship Program for the Georgia Chapter is about to close. The current deadline is July 3rd but may be extended.

The Sponsorship Program has three levels of participation: Gold at $4,500, Silver at $2,500 and Bronze at $1,000.

If you are interested in becoming a Corporate Sponsor or would like additional information, please contact Chip Mann at 404-223-7423.

Recognition plaque, recognition in all Georgia Scroll issues, recognition at all institutes, one complimentary registration and two free guest tickets at each Institute, Recognition in Annual Membership Directory and 50% reduction - exhibitor fee.

Recognition plaque, recognition in all Georgia Scroll issues, recognition at all institutes, two complimentary registrations per year, one free guest ticket at each Institute, Recognition in Annual Membership Directory and 50% reduction - exhibitor fee.

Recognition plaque, recognition in all Georgia Scroll issues, recognition at all institutes, one free guest ticket at any one Institute, Recognition in Annual Membership.

The greatest challenge facing patient financial service (PFS) management today involves implementing and managing "best practices" for collecting information and payments throughout the revenue cycle. However, managers and supervisors "alone" cannot possibly conquer all of the multi-faceted challenges with "best solutions." A key success factor hinges on how well the various PFS teams are functioning as productive and efficient work groups, in a cohesive manner toward achieving departmental and organizational goals.

The level of productivity, efficiency and cohesiveness achieved by departmental work teams depends on the proficiency of managers as team designers. The On Purpose Team Model can guide PFS management in being architects of highly successful departmental work teams that achieve or even exceed their defined goals and objectives. What follows is a definition of Teams, specific characteristics of highly effective PFS work teams, the On Purpose Team Model, and guidelines for applying the On Purpose Team Model.

We define any team, including all the functional work groups that support PFS operations, as involving:

Over the years, during our experience working with hundreds of different type patient financial service teams, we have recognized a pattern of characteristics that highly productive, efficient and cohesive work teams hold in common:

In addition to these characteristics, we have recognized that four ingredients are also necessary to design and manage a highly productive, efficient and cohesive work team:

Each of these characteristics and ingredients represent components of a highly effective work team, and thereby form the basis for the On Purpose Team Model.

Your initial efforts (Phase I) should involve asking a series of questions to discern what is currently happening with each PFS team’s functional dynamics. Examples of such questions include:

Your follow-up efforts (Phase II) should involve re-examining team goals and objectives, including the order of priorities for actions under consideration (the team’s workplan). The most critical PFS operational processes or issues that should remain in focus at all times, typically include efforts to:

All levels of PFS management must adopt an On Purpose Team approach and assume an ongoing "coaching" role, to facilitate functional work teams of "internal consultants" that work productively, efficiently and cohesively together. How well management conveys the necessary team concepts, guidelines and incentives, to prevent their work teams from being drawn into the "activity trap", determines to a great extent the success of PFS operations and the viability of the organization. The term "activity trap" was introduced by Ulschak & Snow, as a highly inefficient interaction mode - often characterized by unnecessary actions, duplicate efforts, excessive details and/or other distractions. w

Article written by Sam Thrower, MBA, MHA, CHE, & Sharon Snow, MSN, MHA, Ph.D., of Thrower & Associates, Inc.

After months of struggling to regain his health after a lung transplant, Dwight Sims passed away at Emory University Hospital on June 25, 2000. He is survived by Angela, his wife of 27 years, and their daughter, Lee-Lee.

Dwight Sims was born in Albany, Georgia. After graduating from Georgia Southwestern State University, Dwight served our country in Vietnam. He went on to work at Phoebe Putney, St. Francis, and Newnan Hospitals. Since 1983, Dwight had also been an active HFMA member serving on the registration, UB92, and membership committees. At our Spring Institutes, Dwight was instrumental in organizing the golf tournaments.

Lex Klamke: Dwight was a very loyal and devoted friend. In fact he was one of my best friends over the past few years. I will miss him dearly!

Pat Tewalt: I have known him for 17 years and will always treasure his friendship.

Penny Butler (Pt Acct Rep): I will always remember him as a family man, dedicated boss, and always a gentleman.

Alaine Keller (Pt Acct Rep): I will always remember Dwight for his courageous spirit, his concern and care for each of his employees.

Kathy Wood (Medicare/Medicaid): Mr. Sims was a true gentleman and someone to be respected and admired.

Charity Chambers (Pt Acct Rep): Each morning Mr. Sims greeted each of us in our cubicles. He was concerned about his staff and their families.