Strategic Planning for HFMA

Healthcare Financial Management, Jan, 2000 by Richard L. Clarke

Six months ago, HFMA's Board of Directors established a strategic planning committee led by Chairman-elect Connie Cape, FHFMA, CPA. The committee's charge was to gather information from a variety of sources, and to recommend strategic initiatives for the next three to five years. The thoughts of HFMA's National voluntary leadership and regional and chapter leaders, as well as responses to a variety of surveys, including one contained in my September 1999 "Viewpoint" column, also were provided to the committee.

All feedback to date has reaffirmed that HFMA's primary efforts should focus on furthering the professional development and careers of individuals engaged in healthcare financial management. This purpose is consistent with HFMA's charter and organization as a personal membership association.

It has been noted, however, that it also is vital for HFMA to demonstrate its value to healthcare organizations and thereby benefit the healthcare industry. Since organizations that employ members pay for a majority of member's dues and for some of the services provided to members, HFMA is obligated to make clear to those organizations the direct benefit they receive when their staff members are HFMA members. Therefore, the purpose of the Association should be broadened to demonstrate the value it provides to organizations and the healthcare industry as a whole.

All feedback to date also indicates that the education HFMA provides is its greatest strength. The collection and dissemination of information and technical knowledge also is ranked as a strength. Interestingly, Association leaders and other feedback sources said that the opportunity for personal and vendor networking was a greater HFMA benefit than my "Viewpoint" survey respondents indicated. Those who are actively involved in HFMA may tend to benefit from and therefore value networking more than those who are not as actively involved. It is clear, however, that for those who are involved, networking is an important benefit of membership in HFMA.

Feedback also indicates that education is where HFMA should continue to invest to improve its capabilities. It is clear from the opinions voiced that the way to improve the professional development and careers of individuals, and to have an impact on organizations and the healthcare industry, is to ensure the Association's education and training are of the highest quality. Another area where improvement is needed is in the collection and dissemination of information and technical knowledge.

When asked how education and training should be delivered, respondents to my "Viewpoint" survey slightly favored live seminars and audio teleconferences over electronic alternatives, such as the Internet and technology-based training. For the collection and dissemination of data and information, respondents clearly favored electronic alternatives to print media.

In discussions with the Association's National, regional, and chapter leadership, another strategic issue became clear--senior financial executives are critical to ensuring the success of the Association at all levels. These individuals often control or have influence over budgets for membership dues, education, and training for other HFMA members in their organizations. They often evaluate the return on investment of such expenditures on behalf of their organizations and encourage or discourage active participation of others in Association voluntary leadership activities. And, support from advertisers, sponsors, and other organizations with which the Association partners is enhanced by the membership of senior financial executives. Clearly, the Association must continue to attract and retain these individuals.

HFMA's Strategic Planning Committee also has determined that technology increasingly will change the way in which the Association provides services for and communicates with its members. It therefore is vital for the Association to develop a comprehensive technology strategy.

Chapters also are and will continue to be a critical component of the service development and delivery system. Working with regional and chapter leaders, the Association must help these volunteers excel in their leadership roles to meet member and customer needs at the local level.

The committee will continue to gather and evaluate feedback and craft recommendations for Board consideration by March 2000. If you would like to add your thoughts to the feedback provided to the committee to date, please e-mail your comments to strategy@hfma.org or mail them to me at HFMA's Westchester office.