metro ny hfma winter 2018 volume 48, issue 1 · skillpath corporate strategies. the day ended with...

Metro NY HFMA Winter 2018 Volume 48, Issue 1

www.hfmametrony.org

16.50 Educational Credit HoursNYS Education Department Sponsor License # 000337

HFMA Metro New York Chapter is approved as a New York State CPE Provider in the area of specialized knowledge and

applications. In accordance with the standards of the National Registry of CPE Sponsors the total credits have been rounded

down. CPE Credits have been granted on a 50-minute hour

President’s MessageMaryann J. Regan ..............................................................................................................................................

Editors’ MessageAlicia A. Weissmeier, Esq., CHFP and Christina Milone, Esq......................................................................Page 4

Chapter Officers and Board of Directors ......................................................................................................Page 5

Corporate Sponsors..........................................................................................................................................Page 6

Calendar of Events ...........................................................................................................................................Page 7

New MembersRobin Ziegler......................................................................................................................................................Page 8

Metro NY Spotlight on Mario Di Figlia, FHFMA ..........................................................................................Page 9

HFMA Metro NY Educational Roadshow. ...................................................................................................Page 10

Mid-Year Accounting and Reimbursement Update ConferenceTracey Roland and Allyson Kozak. ...............................................................................................................Page 11

Health & Wellness Event...............................................................................................................................Page 15

Joseph A. Levi 59th Annual Institute. .........................................................................................................Page 17

HFMA Metro NY Food Drive..........................................................................................................................Page 20

Women In Leadership Conference ...............................................................................................................Page 21

The 10 Steps to Leadership Excellence.. ...................................................................................................Page 24

Transforming Your Revenue CycleKristin Greenstreet..........................................................................................................................................Page 26

Metro NY Spotlight on Donna Skura ...........................................................................................................Page 29

Ease the Transition to Value-Based Care with Insight-Driven OutcomesRose Higgins ....................................................................................................................................................Page 30

Irish Cultural Night .........................................................................................................................................Page 34

Metro NY HFMA/Marvin Rushkoff Scholarship........................................................................................Page 35

Trends in Healthcare Philanthropy and the Use of Separate Foundations ...........................................Page 39Walter J. Dillingham, Jr.

Committee Listings 2017-2018...................................................................................................................Page 46

www.hfmametrony.org Page 1

CONTENTS

I hope that all of you enjoyed a wonderful holiday season. It is difficult to believe that we are in theyear of 2018! While we hold Metropolitan New York Chapter traditions dear, the Chapter hasmoved forward with some new initiatives that I hope will continue in the years to come. TheChapter leadership has accomplished much in the first half of our chapter year by providing qualityeducation and networking opportunities to you, our members.

We hosted several successful Community Outreach events coordinated by Josephine Vaglio whocontinues to give her time to provide healthcare information to community seniors. The FinanceCommittee continues its mission to provide healthcare finance professionals with timely relevanteducation. Both the Annual Accounting & Audit seminar and the Annual Reimbursement Updatewere successful and well attended events. The Webinar Committee hosts one-hour lunchtimewebinars, which are a great way to gain knowledge on various finance and revenue cycle topics at no cost. Please look forupcoming webinars on Claim Denials, Cybersecurity, Ambulatory Care and Outcome Based Contracting to name a few.Please see the HFMA Metro NY Chapter website calendar and event flyers for the webinar schedule. This year’sKnowledge is Power dinner in December focused on health and wellness. As healthcare finance leaders we have access toincredible clinical expertise on many healthcare topics and this is another example of how the Chapter provides value to ourmembership.

The Managedcare Committee hosted our first Payor Networking event in NYC with more than 25 health plan representativesin attendance. We hope to coordinate a future event to continue to engage the health plan community to participate inHFMA initiatives and educational events.

I am proud to continue with the development of the Mentor and Mentee program with Christina Milone and the programcommittee members, where I believe our mentee members are experiencing the benefits of HFMA. Many have attendedevents over the past several months and have become active volunteers in various committees. I believe that by engagingthese early careerists and providing them with an opportunity to network with industry experts it will build the confidence todevelop into future leaders. I look forward to spending more time with the mentees at a future CFO breakfast andnetworking events.

As you may know, National HFMA sets forth annual Chapter goals. One such goal encourages us to develop and implementnew programs, networking events, and/or communications to the target market segments of Physicians, Women inLeadership, Early Careerists or Health Plans. I am proud to have selected a Women’s seminar to meet our Chapter’sinnovation goal. On January 18th we hosted a Women in Leadership Conference; the day began with a presentation frompublished author, Dr. Suzanne Steinbaum, Cardiologist, Director of Women’s Heart Health at the Vascular Institute, LenoxHill Hospital followed by Dr. Terri Cooper, Chief Inclusion Officer, Deloitte & Touche as well as two amazing panels ofextraordinary women. The first panel of financial healthcare leaders included Palmira M. Cataliotti, Lourdes Martinez,Carolyn Sweetapple, Lauren Yedvab and was moderated by Wendy Darwell, where all panelists shared stories of inspiration,their career paths, personal support systems and advice for success. The second panel of business entrepreneurs alsoprovided stories of inspiration as well as their individual passions and how they give back to others in need. The last sessionof the conference, 10 Steps to Leadership Excellence, was conducted by Vicky Kothari, a very engaging trainer fromSkillPath Corporate Strategies. The day ended with a well-attended networking reception where attendees shared highlightsof the day and met with new colleagues. The attendees were asked to bring gently used business attire, where more than500 pieces of clothing were donated to the Dress for Success Program in Brookhaven. This inaugural event was Chaired byCatherine Ekbom and a Planning Committee which included board members, executive leadership, mentees and both maleand female colleagues from the Metropolitan New York Chapter. I thank this committee for organizing a very impressiveconference that no doubt exceeded our attendees’ expectations.


PRESIDENT’S MESSAGE

The 59th Joseph A. Levi Annual Institute will be held on March 8 - 9, 2018 at the Uniondale Marriott Hotel. Chairman AlexBalko, Co-Chair Cathy Ekbom, Vice Chairs: Kiran Batheja, Wendy Leo, Bob Jacobs, and Andrew Weingartner along withthe entire Annual Institute Committee have organized a phenomenal program complete with traditional and new sessioncontent. In addition to the popular CFO and Managedcare panels we will host a CEO panel on day two following themotivational speaker, J.B. Bernstein, the legendary sports marketing pioneer and inspiration for the film, Million DollarArm. This year we are pleased to honor both Phyllis Lantos and Robert Shapiro with Industry Service Awards toacknowledge their incredible impact on healthcare finance and for their individual support of the HFMA Metropolitan NewYork Chapter. I am looking forward to this pinnacle event which is only a few short weeks away.

This year’s cultural event, Irish Night was held on February 10th and it was a great success, with 190 attendees. The eveningwas filled with friends, family and colleagues who enjoyed good food and entertainment, which included Irish Step dancers.A special thank you to Colleen O’Connell, Kiran Batheja and Wendy Leo for coordinating such a fun evening! The SpecialEvents Committee is planning one more event before the end of the 2017-2018 chapter year; please look for upcominginformation about this event in the coming months.

I would like to take this opportunity to express my sincere gratitude to our generous Corporate Sponsors and committeevolunteers. It is with their support that we put forth exceptional educational programs and networking events for ourmembers. I would also like to thank the entire leadership team and committee leads for your time and dedication to theChapter and your efforts to continuously improve the quality of our initiatives.

Thank you,

Maryann J. ReganMetropolitan New York Chapter President


PRESIDENT’S MESSAGE


EDITORS’ MESSAGE

Happy Winter! We are well into the New Year and all of the cold and snowthat January and February brings. What the weather cannot hamper are theamazing educational and social events of our HFMA Metro Chapter.

After a busy holiday season, our Chapter kicked into full gear with the firstevent of 2018, the Women in Leadership Conference. The event was arousing success and held in the wonderful NYUWinthrop Research &Academic Center. Please take special note of the recap in this newsletter asit fully describes this hugely successful and well-attended event andprovides our readers with “The 10 Steps to Leadership Excellence.”

The New Year also found our hospital EDs packed with patients suffering from this year’s flu epidemic. The New YorkTimes reports that this year’s outbreak of influenza is turning out to be the worst in nearly a decade, with more than 3000hospitalized in New York City alone. According to the Centers for Disease Control and Prevention, while the flu season mayhave peaked a couple weeks ago the infection rates remain elevated. Unfortunately both of us fell victim, one with A andone with B, as did a significant portion of our office, causing the publication of this edition of Newscast to be delayed.

Flu season or not, it is always a very busy time for our Chapter. This year’s successful Health & Wellness event was held atLa Parma Restaurant and explored heart health, nutrition, fitness and just overall well- being. Rounding out February wasthe Chapter’s Cultural Night where Irish culture was explored through food and dance at the Irish American Society ofNassau, Suffolk &Queens in Mineola, NY. Keep your eyes open for a wonderful photo montage of the event in the springedition of Newscast.

The cover of this edition of Newscast features the Joseph A. Levi 59th Annual Institute program. The Annual Institute will beheld March 8 – 9 at the Long Island Marriott in Uniondale. This year’s agenda is packed with educational presentations byNational and Local Healthcare leaders, presentations to Robert Shapiro and Phyllis Lantos for their amazing contributions toour Chapter, and social & networking events for the membership making this event one not to miss.

In this issue of Newscast, you will find articles on a wide range of topics, with the primary focus on revenue cycle. With thehealthcare landscape reality changing the theme continues to be innovation and adaptation. This issue highlights thisthrough articles on Transforming Your Revenue Cycle, Trends in Healthcare Philanthropy and the Use of SeparateFoundations, Ease the transition to Value-Based Care with Insight-Driven Outcomes, and a Review of the Mid-YearAccounting and Reimbursement Update Conference.

We hope you continue to enjoy our Metro “Spotlight” feature. This edition we spotlight our President-Elect, Mario Di Figliaand our Treasurer, Donna Skura. We also want to express our congratulations to Mario on obtaining FHFMA status thisyear.

We hope you enjoy the rest of the winter season…unfortunately Punxsutawney Phil saw his shadow so according to legend,we’re in for six more weeks of winter. Regardless, the first day of spring remains March 20…we can’t wait to see the firstcrocus sprout!

Looking forward to seeing you all at the 59th Annual Institute!

Alicia and Christina

PAST PRESIDENTS2015-2016 Meredith Simonetti, FHFMA2014-2015 Wendy E. Leo, FHFMA2013-2014 David Evangelista2012-2013 Palmira M. Cataliotti, FHFMA, CPA2011-2012 John I. Coster, FHFMA2010-2011 Edmund P. Schmidt, III, FHFMA2009-2010 Cynthia A. Strain, FHFMA2008-2009 Mary Kinsella, FHFMA2007-2008 Gordon Sanit, CPA, FHFMA

EX-OFFICIOAll Past Presidents of the

Metropolitan New York Chapter, HFMABea Grause, R.N., J.D.,

President, Healthcare Association of New York StateKenneth E. Raske,

President, Greater New York Hospital AssociationKevin W. Dahill,

President & CEO, Nassau-Suffolk Hospital Council

Metro NY HFMA Newscast Spring ScheduleElectronic Publication Date 4/27/18Article Deadline for Receipt by Editor 3/30/18

OFFICERS 2017-2018President Maryann J. ReganPresident-Elect Mario Di Figlia, FHFMAVice President Diane McCarthy, CPA, FHFMATreasurer Donna SkuraSecretary Sean P. Smith, CPAImmediate Past President David Woods

BOARD OF DIRECTORSClass of 2018

Martin Abschutz, CPA, CGMA Shivam Sohan, FHFMA Christina Milone, Esq. Andrew R. Weingartner, FHFMAJames Petty, FHFMA

Class of 2019Alex S. Balko James LinhartChristian N. Borchert, CRCP-1 Tracey A. RolandCatherine Ekbom

Newscast CommitteeEDITORS:

Alicia A. Weissmeier, Esq., CHFP Christina Milone, Esq.

COMMITTEE VICE CHAIRS:Marty Abschutz, CPA, CGMA James G. Fouassier, Esq.

COMMITTEE MEMBERS:Kiran Batheja, FHFMAJoel DziengielewskiPaulette DiNapoliPhil HoltzmanTina Jaggi

Mary Kinsella, FHFMAGinette Laliberte

Wendy Leo, FHFMAAndrew Natkin

Edmund P. Schmidt, III, FHFMAKen Sheridan

John Scanlan, FHFMACynthia Strain, FHFMA


CHAPTER OFFICERS AND BOARD OF DIRECTORS

BDO USA, LLPBetz-Mitchell Associates, Inc.Ernst & Young, LLPExperian Health/PassportJzanus, Ltd.KPMG, LLPMedical Liability Mutual InsuranceMed-Metrix

Miller & Milone, P.C.POM Recoveries, Inc.PricewaterhouseCoopers, LLPPromedicalRSG, Inc.RSM US LLPRTR Financial Services, Inc.Tritech Healthcare Management, LLC

CBHV - Collection Bureau Hudson Valley, Inc.

CBIZ KA Consulting Services, LLCConnance Crowe Horwath LLPFust Charles Chambers LLPGroup J

Healthcare Retroactive Audits, Inc.Health/ROIJzanus Consulting, Inc.Lexmark International, Inc.PhyCare Solutions, Inc.Professional Claims Bureau, Inc.

AllscriptsAvadyneComputer Credit, Inc.Deloitte Services LLPe4 Services, LLCGrassi & Co. CPAsMcBeeMCS Claim Services, Inc.

MDSMullooly, Jeffrey, Rooney & Flynn, LLPNassau-Suffolk Hospital Council, Inc.Navigant Consulting, Inc.Reimbursement Alliance Group, LLCSCIO Health AnalyticsWashington & West, LLCVeralon


2017-2018 CORPORATE SPONSORS

PLATINUM

GOLD

SILVER

IMPORTANT DATES

March 8-9, 2018 JOSEPH A. LEVI ANNUAL INSTITUTE Long Island Marriot Uniondale

FREE WEBINARS

March 15, 2018 1:00PM BLOCKCHAIN IN HEALTHCARE: TRANSFORMING AGENT IN REVENUE CYCLE

March 21, 2018 3:00PM OUTCOMES-BASED CONTRACTING: EMPOWERING PROVIDERSTO CREATE FINANCIAL TAILWINDS DURING PARADIGM SHIFT

April 3, 2018 1:00PM UPDATES IN HIPAA/PRIVACY LAW

April 4, 2018 12:00PM DRUG PRICING STANDARDIZATION FOR HOSPITALS ANDHEALTH SYSTEMS

April 25, 2018 1:00PM VISION BY DESIGN-LEADING COMPREHENSIVE ORGANIZATIONAL TRANSFORMATION

HFMA Seminars provide timely, in-depth strategies and metrics to help you keep pace

with the healthcare finance topics you care about the most. View all upcoming HFMA

Seminars and register at www.hfma.org/seminars.


CHAPTER MEMBER NEWS

The Metropolitan New York Chapter of HFMA Proudly Welcomes the Following New Members!

By Robin Ziegler, Membership Committee Chair

MetroNY HFMA is pleased to welcome the following new members to our Chapter. We ask ourcurrent membership to roll out the red carpet to these new members and help them see forthemselves the benefits of HFMA membership. Encourage them to attend seminars and otherChapter events. We ask these new members to consider joining a Committee to not only helpthe Chapter accomplish its work, but to expand their networks of top notch personal andprofessional relationships. See the list of MetroNY HFMA Committee Chairs, along with theircontact information, listed in this eNewsletter.

OCTOBER 2017

Melanie Ramirez JZANUS Consulting, Inc.

Jasmine TysonJZANUS Consulting, Inc.

Carlos GilProvidence

Faria ZakariaProvidence

Jeanmarie PiotrowskiProvidence

Vivek GangaramaniProvidence

Robert DavideProvidence

Brian SacksteinBerdon LLP

Christine Marie TyburczyNorthwell Health

Robert PatteriConnex Partners

NOVEMBER 2017

Derek Lam

Laura KielczewskiErnst & Young LLP

Andrew Chambers Northwell Health

Geryn Ligator

Michael HassRSM

Andriana M. EvansNorth American Partners in Anesthesia

Ali Alagha

Kathryn AndrewsNYU Langone Medical Center

DECEMBER 2017

Eliza Sprague

Sara Desiderio

Brittany LoucasSouth Nassau Communities Hospital

Anmol A. NadkarniTown of Babylon

Lindsay P. RechenNorthwell Health

Michael OldroydSagacious Consultants


NEW CHAPTER MEMBERS


FHFMA, Director, Finance Reimbursement Northwell Health

The simple question posed to me that led me to a career in Healthcare was……………

Reading an article as an adolescent I learned that Medicare was created in the year 1965, and this fact stuck with me for my entire life being that I was born in that year. When I graduated college my first position was as a Medicare Auditor with Empire Blue Cross Blue Shield. I had a conversation with Charles J. Zucare, Assistant Vice President of Provider Reimbursement and he told me how important our jobs as auditors were to protect the Medicare Trust fund. I am now in my 29th year in healthcare and it has been a very rewarding journey.

Three words that best describes HFMA: LEADERSHIP EDUCATION COLLABORATION

Serving as our chapter’s President-Elect and as an officer on the executive board provides me an opportunity to help shape healthcare education to our members. I take great pride in making sure our education programs provide high quality and relevant information in this ever-changing healthcare world that we live in the 21st century.

Hopes for the Industry: My hope for the industry is we find some stability. For the last 4 decades I have seen dramatic changes in healthcare, and the delivery systems have changed numerous times to go along with all of the new regulations. My hope is the Metropolitan New York Chapter HFMA can be counted on by our industry as the premier source of healthcare information to help meet these challenges.


HFMA Metro NY Educational Roadshow The HFMA Metro NY chapter is looking for speakers willing to participate in the Roadshow program by sharing their knowledge with groups at various facilities. Speakers would commit to at least 3 presentations for the calendar year and the presentations should last approximately 1-1 ½ hours. The content should be current, relevant and educational (not promotional or sales) in nature. If you are interested, please submit your proposal to [email protected].

Roadshow 2018 Heading your way


Our HFMA Metro-NY Chapter held the “Mid-Year Accounting and Reimbursement Conference” on Friday, September 15, 2017 at the Uniondale (NY) Marriott. There were over 100 attendees at this important event. The first presentation of the morning was provided by Mr. David Menashy, Vice President for Reimbursement and Payment Policy, Montefiore Medical Center. Mr. Menashy’s session was entitled, “Succeeding under Value Based Payments, In a Time of Challenge: A Montefiore Update.” Mr. Menashy discussed the important milestones and challenges for Montefiore over the last several years. His system serves communities in the Bronx, Westchester, Rockland and Orange, New York. In the Bronx, the poverty level is at 32%. Mr. Menashy explained how the government payers (Medicare and Medicaid) reimburse hospitals significantly less than their costs. Because of reimbursement cuts and other regulatory challenges, Montefiore’s operating margin decreased from $105 million in 2013 to $18 million in 2016. Mr. Menashy discussed the Affordable Care Act (ACA) and one of its provisions, Section 3133 “Improvements for Disproportionate Share (DSH) Payments,” and how it is resulting in a negative financial impact to hospitals located in states that went through Medicaid expansion, including New York. He mentioned that 92 of the 110 New York Medicare DSH Hospitals (over 80%) are experiencing an adverse impact. Montefiore is expected to lose $80 million from this ACA provision. During 2017, Medicare DSH allocations are based on “low income” (Medicaid and SSI) volume. However, in 2020, the allocations will be based on charity care and bad debts. During his presentation, Mr. Menashy also provided the “PROs & CONs” of transitioning from fee for service (FFS) reimbursement to value based payments (VBP). FFS is when each provider is paid for doing work in isolation versus VBP is when providers are at risk for the amount and cost of services provided. VBP is expected to produce efficiencies and more coordinated care and any savings generated is shared between the provider and insurer. The second morning presenter was Mr. Larry Goldberg, Senior Advisor, Reimbursement Alliance Group, LLC. Mr. Goldberg’s presentation was titled, “The Final Fiscal Year 2018 Medicare Update: Inpatient Final Rulings.” Mr. Goldberg’s session provided the audience with a thorough understanding of the legislative and regulatory changes and their impacts on various organizations, including inpatient acute care hospitals, rehabilitation, psychiatric and skilled nursing facilities and hospices. The wage index factor is a primary driver as to how healthcare providers are reimbursed by Medicare. In many states, including New York, the wage index factor has a significant impact on providers’ Medicaid reimbursement. There were two main changes related to the wage index in the final 2018 rulings that Mr. Goldberg covered. First, the labor share of the standardized amount

Mid-Year Accounting and Reimbursement Update Conference


(reimbursement rate) is decreasing from 69.6 percent to 68.3 percent for labor markets with wage index factors greater than 1.0. This is going to have a negative impact on the hospitals who have wage index factors exceeding 1.0, which includes several hospitals in New York. For labor markets with wage index factors below 1.0, their labor share will remain at 62%. The second change is that in order to claim an “other wage related cost,” the cost of the benefit must be reported on the employees’ W-2 and contractors’ 1099 forms. In addition, Mr. Goldberg explained how for DSH / Uncompensated Care Payments (UCP) purposes, Medicare is beginning to use the Worksheet S-10 to reimburse hospitals. After the networking lunch, Ms. Lourdes Martinez, Partner/ Director at Garfunkel Wild, P.C. began the afternoon session with a “Legal Update: Hot Legal Topics in the Hospital Reimbursement and Compliance World.” Ms. Martinez shared an overview of the DSH Allina cases (I, II, & III). As part of Allina III, on August 4, 2017, the Washington D.C. District Court denied the Department of Health and Human Services’ (D.H.H.S.’) motion to dismiss hospital litigants’ claims related to the calculation of the Medicaid fraction. The District Court indicated that it would be appropriate to hear the Medicaid fraction claims, even if the hospitals did not previously raise such claims during Allina I. Ms. Martinez also discussed the Administrative Law Judge (ALJ) backlog of appeals. As of June 2017, there were 607,402 appeals awaiting ALJ’s review and they are projected to grow to over 950,000 over the next few years. Unfortunately, the ALJ annual capacity is to review approximately 90,000 cases. Ms. Martinez also provided an update on the New Safe Harbor Protection for Complimentary Transportation Programs and the necessary requirements. In addition, she discussed how the Office of the Inspector General (OIG) Work Plan is going to be updated monthly (vs. annually). On August 23, 2017, the Office of Medicaid Inspector General (OMIG) released statistical results from its 2 ½ year effort to evaluate providers’ compliance programs. Large deficiencies were cited by the OMIG, especially related to providers’ written policies and procedures, training, education and communication. The second afternoon session was called “Tax Update: 990’s as a Strategic Report for Mission Enhancement.” This presentation was conducted by Mr. Angelo Pirozzi, CPA, Partner and Ms. Kristin Ruffini, CPA, Senior Manager, BDO. The pair discussed the importance of the Form 990 and how the mission of each hospital should be drafted in a way that captures the attention of potential donors and other users. The mission statement identified must be consistent with what is presented on the organization’s website. The BDO team explained what is needed in order for a hospital to maintain its tax exempt, 501 (c) (3) status. Examples of the requirements include conducting a Community Health Needs Assessment (CHNA) at least once every 3 years and adopting an implementation strategy. In addition, establishing a written financial assistance policy (FAP) and limiting the amounts charged to a FAP eligible person are critical. They stressed how the IRS reviews approximately 1,000


hospitals each year and they shared what the IRS is looking for, including the CHNA being posted on the organization’s webpage. Following the afternoon networking break, the Healthcare Association of New York State (HANYS) team of Ms. Elyse Oveson, Director of Federal Relations and Mr. Bob McCleod, Director of State Fiscal Policy provided a session entitled “Washington Update On The ACA: Where Do We Go From Here?” They discussed the ACA repeal and replace initiative and how the American Health Care Act (AHCA) would have impacted our healthcare, both on a national level and in New York. If the AHCA was enacted, the projected loss of health insurance coverage would have been 23 million nationally, with as many as 2.7 million in New York. The AHCA would have transitioned Medicaid away from an entitlement program, shifting $4.7 billion annually in Medicaid costs to the individual states. The HANYS team also shared the 2017 Congressional Calendar and the following must-pass items in Washington, DC: Hurricane Relief, Debt Limit and Fund Federal Government. In addition, they highlighted the significant adverse impact that the use of the Worksheet S-10 would have in New York for Medicare DSH Hospitals. As it relates to Medicaid DSH, the ACA and subsequent legislation mandated federal Medicaid DSH reductions that will total $43 billion nationally, starting in 2018 through 2025. The CMS proposal to reduce significant payments under the 340B Drug Discount Program was addressed by HANYS. Beginning with Calendar Year (CY) 2018, CMS plans to reduce payments by 28.5% for separately payable, non-pass through outpatient prospective payment system (OPPS) drugs purchased under the 340B program. HANYS is working closely with the American Hospital Association (AHA) and NYS delegation, as they believe the CMS proposal does not address the real issue of rising drug prices. The last session of the seminar was led by Ms. May Boucherak, Director and Mr. Joseph Cassano, Manager, KPMG. The KPMG team provided “The State Audit Update – HCRA, ICR & DSH.” During the HCRA discussion, the following common data issues were covered:

1. When the payor name field(s) in the universe of data does not indicate the specific payor that remitted payment and/or contains generic information.

2. Providers have difficulty distinguishing between copayments, deductibles and coinsurance.

3. Providers do not maintain historical, account level information. During the DSH audit discussion, 2014 timelines and lessons learned from prior DSH audits

(2013 & prior years) were reviewed. During the 2013 DSH audits, 26% of hospitals included non-allowable charges and payments and 12% included insufficient supporting documentation. The 2015 ICR Key Audit Findings were also explained by the KPMG team. Examples included: hospitals were not able to provide support for their overhead statistical allocations and they failed to properly report dual eligible days and/or discharges.


Tracey Roland Principal Member of Reimbursement Alliance Group, LLC President of INTEGRITY Tracey Roland is a Principal Member of the Reimbursement Alliance Group, LLC and President of INTEGRITY Regulatory and Reimbursement Services, LLC. She is based out of Garwood, New Jersey. Tracey has over 20 years of health care experience with an extensive background in revenue enhancement and federal and state regulatory issues for Hospitals and Health Systems. Tracey is a frequent presenter at both northeast and national healthcare conferences. She reviews and prepares Medicare and Medicaid cost reports, performs hospital consolidation and acquisition analyses, evaluates managed care reimbursement and files appeals & re-opening requests. Tracey represents hospitals in negotiations with third party intermediaries during entrance and exit conferences and throughout the appeal process. In addition, she serves as a liaison between her health care clients and Congress.

Allyson Kozak Financial Analyst, INTEGRITY & Reimbursement Services, LLC Allyson Kozak is a part time Financial Analyst with INTEGRITY Regulatory and Reimbursement Services, LLC. She recently graduated from Adelphi University with a MBA in Finance (December 2016). She had previously earned her BA in Accounting from Adelphi University.


KNOWLEDGE IS POWER

HEALTH

—— EVENT ——

December 7, 2017 La Parma Restaurant 707 Willis Avenue

Williston Park, NY 11596 6:30PM – 9:30PM

Knowledge is Power is a Health and Wellness event that explored Heart Health, Nutrition, Fitness and Well Being. The event provided a clinical perspective in adult and adolescent obesity and provided strategies to combat this issue through nutrition and fitness routine.


16.50 Educational Credit HoursNYS Education Department Sponsor License # 000337

HFMA Metro New York Chapter is approved as a New York State CPE Provider in the area of specialized knowledge and

applications. In accordance with the standards of the National Registry of CPE Sponsors the total credits have been rounded

down. CPE Credits have been granted on a 50-minute hour


GENERAL INFORMATIONThe 59TH Joseph A. Levi Annual Institute Program is intended to provide current practical information to �nancial professionals about policies and

trends affecting major segments of the healthcare industry.

REGISTRATION INFORMATIONRegistration is considered a guarantee of payment and no refunds are issued.

Substitutions are permitted on an equal fee basis. If the substitute does not qualify for the rate paid they are responsible for the difference.

Registration Fees on or before January 22, 2018

Certi�ed Member: $345Member: $345

Non-Member: $445

Registration Fees after January 22, 2018Certi�ed Member: $345

Member: $395Non-Member: $495

*Please note that on-site registrations will incur an additional $50 fee.

New Registration Process for 2018 Annual InstituteThis year all individuals who are planning to attend the 59th Annual Institute will register

using our new event registration website:

1. Visit https://metro-ny-hfma-annual-institute.eventbrite.com 2. Select your Ticket type and click Checkout3. Fill in the registration questionnaire and click Complete Registration

We look forward to seeing you at the 59TH Joseph A. Levi Annual Institute!

HOTEL INFORMATIONThe Long Island Marriott

101 James Doolittle Blvd, Uniondale, NY 11553 • (516) 794-3800

HFMA has reserved a limited number of rooms at the group rate of $171 per night. Rooms can be booked using the hotel website www.longislandmarriott.com and entering the

group code “hjhhjha” or by calling 1-800-228-9290.

Please note that you are responsible for making your own hotel reservations, including changes and cancellations.

You must book your room by Wednesday, February 21, 2018 to secure this rate.

VENDOR FAIRAll registrants will be able to share valuable ideas and information throughout the event.


JOSEPH A. LEVI 59TH Annual Institute

THANK YOU TO THE 2018 ANNUAL INSTITUTE PLANNING COMMITTEE

ChairpersonAlex Balko

Co-ChairpersonCatherine Ekbom

Vice ChairsKiran N Batheja, FHFMA

Robert JacobsWendy E Leo, FHFMA

Andrew R. Weingartner, FHFMA

Committee MembersRobert BraunDaniel Colucci

Mario Di Figlia, FHFMADavid Evangelista

Albert M Farina, CPAJames L Linhart

Diane McCarthy, CPA, FHFMAChristina Milone, EsqLaurie Radler, FHFMA

Maryann ReganEd Schmidt, FHFMA

Meredith Simonetti, FHFMADonna Skura

Sean P. Smith, CPAShivam Sohan, FHFMACynthia Strain, FHFMA

David WoodsRobin Ziegler

DRESS CODEBusiness dress is suggested for all sessions.

CPE ACCREDITATIONParticipants will receive a certi�cate of attendance at the completion of each program re�ecting the number of instructional hours earned. CPE requirements may differ by jurisdiction; therefore, participants should consult their reporting jurisdiction. All HFMA Metro NY education programs

earn points toward HFMA Certi�cation and Certi�cation maintenance requirements.

SCHEDULE CHANGESOccasionally, it may be necessary to re-schedule or change programs. Registrants will receive advance notice of such changes. Metro NY Chapter of HFMA cannot be responsible for any

penalties incurred as a result of such changes.

For up-to-date chapter or conference information, visit our chapter website at www.hfmametrony.org


FOOD DRIVE This year, the Annual Institute committee is inviting you to “give back” to those less fortunate in the communities that we all serve. On both days, there will be an area set up for donations of canned food. For every food donation made, attendees will receive a raffle ticket, and the winner will receive a prize. Bring canned food both days, and you will have two chances to win!

Give back at the


Women In Leadership Conference

Metro NY HFMA

About HERe

The HERe initiative is an effort that aims to inspire not only women but men invested in the professional development of women leaders in the health care field with the tools and resources they need to succeed. We hope to inspire one another, learn together, and connect with colleagues across the industry.

“Be Inspired”

“

www.hfmametrony.org

NYU Winthrop

Research & Academic Center

101 Mineola Blvd

Mineola, NY 11501

January 18, 2018


Women in Leadership Conference On January 18th, 2018, the Metro NY HFMA chapter sponsored their 1st Women in Leadership Conference. Nearly 100 attendees participated in this inaugural event with a quarter of them non-chapter members and of the members, 40% have been so for less than 5 years. Clearly newer members came to be inspired! Quote from a Survey respondent: “I was so inspired by each and every speaker. Each one was more exciting than the next. THE ENTIRE conference encouraged me and REMINDED me that I am strong, capable, able, willing and NOW REJUVINATED to go after whatever it is that I want to pursue. It inspired me to empower those around me. Thank you for a FABULOUS day!”

Organizers did a tremendous job of preparing a motivational day at the NYU Winthrop Research Academy. Not only was the day designed to inspire women through multiple panels and speakers, but it included a clothing drive for the local Dress for Success program. Boutique Manager, Diane Lovizio, and Team Member, Fran Bird made multiple trips transporting the large quantity of donated professional garb to their store.

Changing the schedule during the event improved the event flow by starting with the dynamic Dr. Suzanne Steinbaum, Cardiologist, Director, Women’s Heart Health at the Vascular Institute, Lenox Hill Hospital. She shared her personal mission and the milestones that led her there. The chapter leaders are helping spread Dr. Steinbaum’s message by providing each attendee with her book, Heart Book: Every Women’s Guide to a Heart Healthy Life.

Respondents of the survey especially appreciated Terri Cooper, Phd, Chief Inclusion Officer, Deloitte & Touche: “Terri provided me with a lot of great ideas to bring back to my organization.” While titled, Girls Who Code, Terri enlightened the audience on a whole host of subtle inequities in the work place that when properly addressed, lead to a more productive and cohesive work environment. It is interesting to note that according to Dr. Cooper, the millennial workforce deeply values organizations’ inclusion policies and practices but if not tangibly viable, 30% are willing to work elsewhere. Terri also pointed out that companies with more female board members achieve 66% higher performance rates!

The attendees experienced two panels at the conference- one made up of healthcare professionals and the other of business entrepreneurs. The inspiring stories that came from these panelists were fascinating, heartfelt and relatable. All eight women followed their individual passions which led to their career successes. When asked about how they did it, most credited having exterior support for their interior goals. Many gave praise to their families and some to mentors. In fact, all the healthcare panelists mentioned the value of mentors in their career trajectories. The audience was challenged to find their next mentor to help them achieve the next rung in their ladder.

About HERe The HERe initiative is an effort that aims to inspire not only women but men invested in the professional development of women leaders in the health care field with the tools and resources they need to succeed. We hope to inspire one another, learn together, and connect with colleagues across the industry. Continue the conversation by following us Twitter and joining our LinkedIn group

What I loved most was how the first panel dealt with healthcare which we were all able to relate to. And although the second panel discussed entrepreneurship, I felt a similarity and connection between the two panels.

- Jamy Pinto, HFMA Mentee


The Leadership Panel, moderated by Wendy Darwell, VP/COO of the Nassau Suffolk Hospital Council consisted of Palmira Cataliotti, CPA, FHFMA, CFO, NYU Winthrop, Lourdes Martinez, Partner/ Director, Garfunkel Wild, PC, Carolyn Sweetapple, Phd, RN, CPA, Executive Director, South Oaks Hospital and Lauren Yedvab, MHA, Deputy Executive Director, Lenox Hill Hospital.

Quotable Quotes from this panel:

Palmira Cataliotti- “Excel at what you do. Communicate. Gain emotional intelligence. You have to be able to communicate your expertise.”

Carolyn Sweetapple- “The sense of accountability as women makes us more successful. Getting to the next level requires an effective network. Accept help and reciprocate when you can.”

Lauren Yedvab- “Does your resume portray leadership? Education never holds you back: volunteer, certify & participate.”

Victoria Kothari, Trainer at SkillPath Corporate Strategies shared 10 Steps to Leadership Excellence. While the 10 steps she discussed are gender neutral, she conveyed them with the female audience in mind. Challenged with defining personal leadership style, thinking about how to listen and communicate- attendees were given some very sound advice for improving their leadership skill.

The successful day concluded with a networking event held in the Research Center. It offered a respite after a day full of friendly advice and personal stories. Hearing attendees share their stories and which speakers they thought were the most inspirational was a true testament of how well this event was received! NYU Senior Director, Debra Menaker said that this event had “excellent quality & content shared by successful people in a relatable and personable way.”

Congratulations to the organizing committee and the chapter leaders who supported this event all the way!! Thank you to NYU Winthrop and chapter sponsors for supporting this event!

- Christian Borchert, CRCP-I, Class of 2019, General Education Chair - Jamy Pinto, PFS Coordinator, NYU Winthrop Hospital, HFMA Mentee - Jeanette Gonzalez, PFS Analyst, NYU Winthrop Hospital, HFMA Mentee - Matthew Kamien, CPC, Payment Adjudication Representative, SNCH, HFMA Mentee

What was your favorite part of the seminar?

Vicky from the leadership training, she had me so engaged!

- Anna, Jamaica Hospital


The TThTheThe 10 SThe 1The 10The 10 The 10 Steps The 10 StThe 10 SteThe 10 StepThe 10 StepsThe 10 Steps tThe 10 Steps to LeThe 10 Steps toThe 10 Steps to The 10 Steps to LThe 10 Steps to LeaThe 10 Steps to LeadeThe 10 Steps to LeadThe 10 Steps to LeaderThe 10 Steps to Leadership The 10 Steps to LeadersThe 10 Steps to LeadershThe 10 Steps to LeadershiThe 10 Steps to LeadershipThe 10 Steps to Leadership ExceThe 10 Steps to Leadership EThe 10 Steps to Leadership ExThe 10 Steps to Leadership ExcThe 10 Steps to Leadership ExcelThe 10 Steps to Leadership ExcellenceThe 10 Steps to Leadership ExcellThe 10 Steps to Leadership ExcelleThe 10 Steps to Leadership ExcellenThe 10 Steps to Leadership ExcellencThe 10 Steps to Leadership Excellence

1. Define a Great Leader It all starts with communication Make your actions match your words Be willing to question the process Tell others you appreciate their work

2. Define your Leadership Style Ask yourself these questions

Do you work well with others? Do you find satisfaction in teaching others? Am I approachable?

3. Discover How to Match Your Leadership Style to Your Group and Its Challenges

“Best communicators match their message to their receiver’s style”

Successful Leadership

Adapts to dynamic work environment Applies the right approach to the right situation

Adaptive Leadership

Assigns right task to right people Knows individuals strengths and weaknesses

4. Learn the Successful Leader’s Approach to Creative Thinking and Sound Planning Consider details without letting them block your big picture. What type of thinker are you?

Deductive Thinkers – Wants the point first and details second Inductive Thinkers – Wants details first and the point second Common Combination – Deductive listener but an Inductive speaker

5. Handle Tough Choice – Decision- making Skills for Effective Leaders Find sound solutions instead of the “ perfect idea” Use your intuition as an internal communications resource

“Listen, follow up on tasks that we give out to the staff, so that employees understand what we expect of them.”

- Myrta Gonzalez Credit Collection Manager NYU Winthrop Hospital


Profit from your imagination – brainstorm your way to the most effective answer

6. Take the Steps to Build a Successful Team

“Good coaches bring value and enthusiasm to an organization and increase team performance.”

Offer a positive climate for your team to grow and mature Provide recognition of individual success Listen to team suggestions and concerns

7. Gain Greatness When You Learn to Empower Your Group Convince your team they have the personalities and power to succeed Provide the feedback that enables team members to see and overcome their shortcomings Encourage team input and consensus

8. Get a Grip on the Latest Performance – management tools Keep friendship from blocking your leadership goals Get better results from dropping traditional performance reviews Develop individuals and your goals will nearly take care of themselves

9. Manage the Motivators That Equal Great Performance Create shared goals to improve employee motivation Avoid putting team members on the spot and minimize any defensiveness Praise your employees! It increases job satisfaction

10. Minimize and Solve Performance Problems Early

Read the signs. Poor performance rarely comes without warning

Switch from punitive to corrective leadership to make the biggest impact Don’t ignore potential problematic employees Use discipline to improve problem behavior: Create a progressive discipline plan

“A lot already applies; we have an open door policy. Delegating, asking for feedback, results in open conversation and ideas. It creates a better team environment.” - Kim Shelley, Admitting Manager Jamaica Hospital Medical Center

“I am going to practice active listening, to act – not react.” - Rose Dicaterino, Assistant Director NYU Winthrop Hospital

“Sit, take time and listen.” - MaryEllen McGowan VP Revenue Cycle Management NYU Winthrop Hospital C


The rapidly changing healthcare environment has required healthcare providers to put a new focus on patients, transparency, the choices consumers now have at their fingertips, and self-pay collections. The truth is that we are still reeling from changes that took place in 2014. The introduction of ICD-10 in October 2014, the changes to Medicaid and CHIP (Children’s Health Insurance Program) that took effect in January 2014 as a response to the Affordable Care Act, and the evolution of accountable care organizations and population health have created reimbursement challenges across the healthcare industry that are still problematic for most providers.

The need for change

With an unprecedented focus on reduced costs and capital needs, more hospital and health system leaders are looking at their information technology systems and are realizing that they are not prepared for the changes that are underway. Additionally, CMS regulatory changes, managed care guidelines, rising administrative costs, and the competitive retail health market are putting more pressure on financial stability than ever before.

Positioning for the future is difficult when we don’t know what is on the horizon. Much has been written about moving from “Curve One” to “Curve Two” -- essentially, the move from volume to value. How billing is handled during that transition and knowing the different billing nuances from acute care to home health, or skilled nursing, outpatient/inpatient rehabilitation, assisted living, or the physician office is key to healthy reimbursements.

What does this mean to revenue cycle?

What is clear is that maintaining the “status quo” is not an option. The changing payment models, new system implementations and performance metrics, and the rise of population health has made it imperative for healthcare organizations to evolve with the industry. The new view of revenue cycle includes:

A focus on the patient as a customer Financial and clinical integration Population health & care/revenue-driving campaigns Integrated IT solutions Organizational development and shared services Data analytics Strategic partnerships

Where to start?

The transformation begins with a focus on what changes need to be made to the revenue cycle to provide improves financial performance in the short-term. Simultaneously, providers need to be preparing for the shift to Curve Two.

The key to success is infrastructure. The revenue cycle strategy must evaluate the people, processes and technology needed to effectively support payment model shifts. Population health, referral management, and patient-focused customer service options must also be reviewed. And critical to the process is a comprehensive revenue cycle information technology and strategic partnership strategy.

Transforming Your Revenue Cycle


It can be done The most successful healthcare providers have been able to find synergies between acute, physician, and post-acute revenue cycle functions. Processes were defined, standardized and consolidated, where appropriate. Once centralized, they established metrics and expectations for all functions, clinical documentation improvement was implemented, information technology updated and EMR optimized. When all systems come together with a patient-focus and proper support is given to the physicians and clinicians partnering within the healthcare organization, revenue cycle management -- even in a transformational era – is possible.

Establishing key metrics and tracking during the process will provide leaders with the data to make changes as trends develop and market conditions change. Prioritizing short-term and long-term goals keeps teams on track and forwardthinking, while allowing for flexibility for adaptations during the process.

Kristin Greenstreet National Business Leader Revenue Cycle Management Navigant Consulting, Inc. About the author Kristin Greenstreet is a managing director and the national business leader for revenue cycle with the healthcare team at Navigant Consulting, Inc. She has extensive experience in the management and the completion of revenue cycle improvement initiatives including financial and operational assessments, prioritization of strategic revenue cycle initiatives, and process/tool implementation. Ms. Greenstreet’s experience spans acute, physician practice and post-acute services. As a black belt in Lean Sigma, Ms. Greenstreet also focuses on the strategic design and implementation of leading practice models that encompass improved efficiency, financial performance and customer satisfaction. Ms. Greenstreet also has extensive project management office experience with large health systems and has served as the leader for the design and implementation of shared service models, mergers/acquisitions, ICD-10 preparation and the impact of upcoming reform on revenue cycle approaches.


© 2017 Lexmark and the Lexmark logo are trademarks of Lexmark International, Inc., registered in the United States and/or other countries. All other trademarks are the property of their respective owners.

How much are manual processes costing your hospital?

Drive down costs and boost efficiencies with Lexmark hospital-grade multifunction printers and solutions built for healthcare.

} Point of Care Scanning for HIMSS Stage 7 - Take days out of your revenue cycle by scanning critical

documents at the point of care and routing them directly to HIM.

} Downtime assistant - Downtime reports available at Lexmark MFPs with walk-up authentication.

No need to have a dedicated printer or PC, store forms, waste time and paper.

} Pharmacy order assistant - A smarter alternative to fax with delivery you can count on. Simplify

review, collaboration, routing with a web-based interface.

} Full-spectrum security - Lexmark devices have network and device security features built-in.

Document security and authentication make your data even safer.

If you’re ready to maximize your technology investments and streamline your paper-based process without sacrificing patient safety or security it’s time to talk to Lexmark.

Gail ZwermanLexmark Healthcare Account [email protected]

Lexmark is consistently recognized as an industry leader in Managed Print Services.

17N

A75

42


Director of Managed Care Episcopal Health Services

The simple question posed to me that led me to a career in Healthcare was……………………………

I started my career in healthcare in 1981 at South Nassau Communities Hospital where I saw an ad in Newsday and thought it would be neat to work at the hospital where I was born. I was hired by Bill Allison and worked for Joe Quagliata and John Collins from 1981 to 1986. I was fortunate and grateful to work for 3 industry leaders. With over 30 years in healthcare working on both the provider and payor side I have encountered many wonderful people.

Three words that best describes HFMA: CHALLENGING BENEFICIAL REWARDING

Volunteering for our chapter provides an opportunity to help and to provide educational programs in an industry that has evolved & continues to evolve at a rapid pace. There are so many opportunities and a variety of roles and functions whether chairing a committee or assisting at the Annual Institute each a facet that keeps our chapter thriving and growing. I thank Liz Carnevale for getting me involved with HFMA, it starts with one board meeting and before you know it you are chairing committees.

Hopes for the Industry: Ideally that we improve access to primary care and education on the value of proper nutrition, physical activity and better life choices. I would like to see more regulation on the cost of pharmaceuticals which continue to lead in healthcare spend and of course better transparency between Payors and Providers!


�

��

��

The transition to value-based care continues to be a headline story across the healthcare industry. While many other aspects are shrouded in uncertainty, the trend of providers taking on more financial risk for the populations they serve is unmistakable.

Current estimates from the Health Care Payment Learning & Action Network (HCP-LAN) show that roughly 25 percent of healthcare dollars are tied to value-based contracts today. By 2020, it’s expected that we will reach the tipping point, where more than 50 percent of healthcare dollars are reimbursed through these types of contracts.

The need to focus on outcomes is also being given additional urgency by more savvy and cost-conscious consumers, largely as a result to the increase of high-deductible health plans (HDHPs). In the past, most patients didn’t worry about the cost of care because their out-of-pocket expenses were relatively low. “The insurance company is paying for it,” was a familiar mantra. Now that they are feeling the financial pain more directly, however, patients have an elevated interest in both the results that are being achieved and how much they are being charged to attain those results. With so much at stake, and so many providers already facing razor-thin margins, this is not the type of transition that can be muddled through by trial and error. Decisions must be data-driven, and the organization must be able to look beyond its borders to see how those decisions affect, and are affected by, other providers within the continuum if it hopes to be successful in a value-based world. Starting point Before diving into the new, providers must first look at the present to ensure they understand the organization’s structure and readiness to transition into value-based reimbursement.

It starts with understanding the level of risk the organization has already accepted, i.e., how much of its reimbursement is tied to outcomes – especially in terms of populations. Is it just starting down that path, or is the transition well underway? Having risk-based contracts isn’t enough, however. One must fully understand how the organization is doing under those arrangements in order to steer the organization toward improvements, adjustments or a new course. Considering many factors, such as: Is it being paid accurately?

Is it being paid for the services delivered and contracted for? Is value-based care being delivered in a way that is efficient and effective while achieving the quality of care desired? The answers to all of these questions lie in data the organization already has access to – clinical, financial, and ideally claims data. Moving forward, however, will require something more.

Ease the Transition to Value-Based Care with Insight-Driven Outcomes


Improving and expanding data views The challenge with only using clinical, financial, and claims data is they all tend to be backward looking. They are great for determining what is happening in an organization, but not so good at saying why – or more importantly how to change those outcomes by changing behaviors in providers and patients. To expand the understanding of true performance, the human motivations behind the outcomes should be added to the mix by using socioeconomic and psychographic data. With this expanded data set, the organization can gain a 360-degree view of providers and patients. Blending or layering the data, and then viewing it through many different lenses delivers a more holistic and realistic view of various populations, providing the insights needed to drive behavior change and ultimately improve value-based outcomes. Creating a 360-degree view One way this outside data can be used is to gain a better view of the risks of patients and populations. While the organization may not have known much about the individual, it can use socioeconomic and psychographic data to build a more complete view including risk factors. In some cases, providers may want to create personas among populations in order to identify patients that share similar characteristics, such as where they live (Zip+4 data), income and education levels, age range, and other factors. Having insight into education levels, resources available, barriers, etc. can help drive the development and execution of more effective care management programs. Of course, obtaining the needed is one thing. The art is in knowing how to sequence the data properly, i.e., which factors should be given more weight under what circumstances, in order to predict outcomes more accurately. This is where having the right combination of next-generation analytics and domain expertise becomes critical. Addressing the future through analytics As mentioned earlier, healthcare analytics are typically used in a retrospective manner to help organizations understand what has already happened. While this historical base is important, if that’s all the analytics do they are of limited value because the past cannot be changed. To succeed in value-based care, healthcare organizations must be able to use what they know to create higher-level insights to predict, understand, and change behaviors. That is where the real value lies when it comes to improving care and financial outcomes. This is best accomplished through predictive and prospective analytics. Predictive analytics take what has already occurred and use it as the basis to suggest possible outcomes if certain changes are made. In other words, if you do X, Y will most likely occur. It shows the potential outcomes of different actions.


Prospective analytics take that one step further by allowing you to model a potential course of action based on including a review of the possible outcomes, i.e., given your goals, you should do Y. These types of analytics can be used in many ways to understand and affect the behaviors of patients and providers. For example, if the proper socioeconomic and psychographic data is fed into the analytics process, it can create a better understanding of who a patient is and what motivates/drives him/her. It will also show what barriers exist, such as an elderly patient being unwilling to make a left-hand turn across six lanes of traffic in order to fill a prescription, or a patient non-compliant with taking their medications because they reside in a high rise where their mailbox is too small to receive their mail order medications. All of that information can then be taken into consideration to target the right patients for the right care programs in order to be the most effective. The same principles can be applied to improving provider performance as well – another critical risk factor under a value-based care system. Understanding provider prescribing patterns, decisions, performance, etc. can help highlight areas in which opportunities exist to modify behaviors and reach desired goals and outcomes. Key areas to use analytics for heighten value-based outcomes While there is no doubt achieving value-based care is a difficult route to travel, there are a few ways data and analytics can be used to ease the journey. Manage Population & Financial Risk The first use, and most common use, is to manage population and financial risk more precisely. Predicting and managing risk is by no means a new concept for providers. However, when resources are limited and there is a mountain of competing priorities, it is critical to use data and analytics to identify the patients with the greatest impact ability and intervenability (willingness to actively participate in care plans). Pinpointing those patients who are at high risk for an emergency or inpatient visit and who will deliver the greatest financial savings if care gaps are closed, will help leaders make data-driven decisions around prioritizing precious resources.

Improve Quality Measure Compliance The second is to use data and analytics to focus on the quality of care being delivered across the organization and understand where opportunities to improve patient outcomes exist. One method is to segment and prioritize patients with the greatest risk of negative outcomes, but also focus on those within the group that are the most impact able, i.e., closing their care gap(s) will deliver the greatest financial outcomes. Many patients may have care gaps, but closing those gaps will affect the outcomes of some more than others. By focusing limited resources on the patients with the greatest impact ability, healthcare organizations will see the greatest return on their value-based care investments. Providers can also lean on insights from analytics to proactively and effectively manage chronic conditions, or even to look across provider performance drive quality measure compliance.


Optimize Network Performance Finally, the data and analytics can be used to drive network optimization. For example, knowing the risk of a particular population helps the organization understand what its costs, utilization and demand might be so it can manage its resources more effectively. The data can also help the organization determine where care is being delivered and if it being delivered efficiently. As part of that analysis, determining where leakage is occurring (and why), helps organizations to stave off the associated costs through patient and provider outreach and consider potential strategies for expanding their network as warranted.

Moving forward Abraham Maslow once said, “In any given moment we have two options: to step forward into growth or to step back into safety.” In the case of value-based care, every organization maps their own journey. They define their unique goals, targets and path to get there. Regardless of where organizations are on their journey, they will need to look at their business differently than they did before. Safety is only a matter of having the confidence to work toward the goals you laid out for your organization. Analytics can be your north star to help you navigate, grow confidence and step towards new grounds to benefits patient outcomes.

By Rose Higgins President, North America SCIO Health Analytics With over twenty five years in healthcare, Ms. Higgins brings considerable experience and expertise in working with both payers and providers in addressing the challenges of a changing healthcare landscape. Prior to joining SCIO Healthcare Analytics, Ms. Higgins was the SVP & GM for Population and Risk Management at McKesson, Ms. Higgins led the cross portfolio strategies for McKesson Technology Solutions (MTS) related to accountable care, population health and engagement management and execution of the company’s Population Management strategy. Ms. Higgins has been central to the exploration and development of solutions that address emerging market opportunities specifically those addressing the challenges posed by healthcare reform and a rapidly evolving technology landscape.

As President, North America at SCIO Healthcare Analytics, Ms. Higgins is responsible for P&L management including new analytics, services, technology, program and product development, financial planning, operating and capital budgeting, and customer relations.

Ms. Higgins has a B.S.N Degree in Nursing from Duquesne University and a Masters of Public Management from Carnegie Mellon University.


Held

Look for More Details and Photos in the Spring Edition of Newscast


Metropolitan New York Chapter HFMA

Marvin Rushkoff Scholarship

Members of the Metropolitan NY Chapter HFMA, spouse and/or dependents are eligible to apply for the

Marvin Rushkoff Scholarship.

By January 1st each year the Marvin Rushkoff Scholarship application will be posted to the Chapter’s website. Applications must be delivered in complete form and received by the designated committee chair on or before June 1 to be considered for awarded. Two (2) $1,000 scholarships are awarded on an annual basis to qualified applicants. Awards are for one year only and require a new application each year to be considered for the scholarship.

**Members of the Executive Committee/their dependents and spouses are not eligible. **Members of the Evaluating Committee/their dependents and spouses are not eligible.

Eligibility Requirements: Member in good standing with National HFMA and Metro NY Chapter. Must be a Member or spouse or dependent of a member. Must be attending an accredited college or university. Must provide proof of acceptance. Must be a matriculated student


Metropolitan New York Chapter HFMA Marvin Rushkoff Scholarship The Metropolitan NY Chapter of HFMA is pleased to announce the reinstatement of our chapter scholarship award. The scholarship is as outlined below: There will be two (2) $1,000 scholarships awarded each year to qualified applicants. Eligibility Requirement: Members of the Metropolitan NY Chapter HFMA, spouse and dependents of member of Metro NY Chapter. The member must be in good standing with National HFMA and the Chapter. Member in good standing is defined as a member whose dues are current or is identified as a member in transition with National HFMA and has NO outstanding AR with the Metro NY Chapter. Must be attending an accredited college or university and show proof of acceptance. Must be a matriculated student. Application will be posted to the website by January 1st of each year and must be received by the designated committee chair on or before June 1st of each year. Only completed applications will be accepted and considered for award. Announcement of winner(s) will take place at the Annual Business Meeting Awards are for one year only and will require a new application each year to be considered for the scholarship. Members of the Executive Committee /their dependents and spouses are NOT eligible. Members of the evaluating committee/ their dependents and spouses are NOT eligible. Evaluation of Application: The committee chair will receive all applications. Each application will be binded by the scholarship chair prior to distribution for evaluation and voting. The evaluating committee will consist of the scholarship chair, co-chair and executive committee. The scholarship chair and co-chair will refrain from voting, the executive committee will be the voting members and winner(s) will be chosen by majority. Applications will be weighted based on the following criteria: Essay 60% Community/Professional Experience 25% Field of Study 10% GPA of most recent semester completed 5% The committee will meet to set criteria within each category in order to weight each application fairly and evenly.


Metropolitan New York Healthcare Financial Management Association Marvin Rushkoff Scholarship Application

Application MUST be received on or before June 1st Applications will be accepted via mail or by email

HFMA Member Information: Member Name: ________________________________________________________________________ Member Address: _____________________________________________________________________________________ Membership # _________________________ Applicant Information: Applicant Name: _______________________________________________________________________ Address: _____________________________________________________________________________ Relationship to Member: ________________________ Email Address___________________________ College/University Attending: ____________________________________________________________ (Proof of Enrollment must be attached) Matriculated Student: Yes No Anticipated Graduation Date: ______________ Major (if known) ______________________________________________________________________ Anticipated Degree: Undergraduate: Associates Bachelors Graduate: Masters in _____________________________________ PhD: ___________________________________________________ Does your employer supplement your education with tuition reimbursement: Yes No Education Background: Highest Level of Education Completed as of application: _______________________________________ Name of School Currently Attending: ______________________________________________________ GPA: _________________ Degree: _________________ Major: __________________________ as of last completed semester) (i.e.: high school diploma) (if applicable)

Documentation must be provided supporting GPA


Professional Career/ Work Experience: Employment history to be attached and labeled as attachment: A Community and Professional Activities: Please describe your civic and professional activities and contributions to your community, profession, HFMA or other organizations. Attach and label as attachment: B Essay In 350 words or less submit an essay describing your education and or professional goals and how this scholarship will assist you in achieving such goals. Essay must be typed and double spaced. References: Please furnish three letters of reference. Please submit these letters with your application do not have them submitted under separate cover. Remember only fully completed applications will be considered for scholarship. Applicants Signature: ______________________________________________ Date: _______________ All applications must be received on or before June 1st. Return application to: Cindy Strain, FHFMA c/o Island Pulmonary Associates, PC 4271 Hempstead Turnpike Bethpage, NY 11714 Attn: HFMA Scholarship Or via email to: [email protected] Receipt of application will be provided via email only.


Over the past few decades, there has been significant change in the U. S. nonprofit healthcare sector as many smaller community hospitals have closed or become part of larger healthcare systems. One area that has not changed is the importance of philanthropy for hospitals and healthcare systems. Philanthropic dollars, while a small part of total hospital revenue, remain crucial for hospitals as they seek to establish and enhance new patient services and fund capital projects in these challenging times. Many hospital systems utilize separate fundraising foundations to implement their fundraising strategies. But as nonprofit hospitals continue to merge and change, what is the appropriate strategy for these separate foundations? Is it best to have one parent foundation for the entire system? Or is it best to have separate local foundations? For a more national perspective, see the article in the March 2018 HFM Magazine. Our full research report puts a spotlight on hospital foundations in New York State. We started the analysis by reviewing the complete universe of hospitals in New York, which was provided by the American Hospital Association. We excluded public hospitals, VA hospitals, rehabilitation hospitals, psychiatric hospitals, large university hospitals and hospitals with annual revenues less than $25 million. From this overall list, we were able to study the hospital IRS Form 990s, review their websites and in some cases, contact the hospitals to get updates on their foundation strategies. We researched 160 hospitals in New York, which includes a total asset ranking of all the hospital foundations and specific observations and research on each foundation. As part of the research on these 160 New York hospitals, we found that 81% of these hospitals have access to a hospital foundation, with 62% using a local foundation and 19% using a parent foundation. We found that approximately 20% of the hospitals did not use a foundation for their fundraising. Almost 80% of these foundations have come into existence since 1981 and are a key fundraising tool for many hospitals. Based on the most recent data provided, we estimate that there is over $5.8 billion in total foundation assets, with the average foundation total assets at $52.8 million and the average local foundation total assets at $13.3 million. We looked at both parent foundations and local foundations. Hospital Mergers Impact Foundation Model One of the trends that continue is the ongoing consolidation of hospitals in the U.S., and this can be observed in many of the communities in New York as systems become larger. As these mergers and affiliations continue, one of the decisions that system management will need to make is how to structure their philanthropic foundations. There are two main strategies for the hospitals: to have a parent hospital foundation or local hospital foundation. The parent model is where the hospital system uses one central foundation to represent all of the regional hospitals. A local model is where the local hospital maintains its own foundation. In New York State, we researched approximately 160 (see Table 1) hospitals and found 62% of the hospitals followed a local foundation model, while 19% used a parent model.

Trends in Healthcare Philanthropy and the Use of Separate Foundations

New York State Revisited Walter J. Dillingham, Jr., Wilmington Trust


2

We also found that 20% of the hospitals did not use a foundation and did their fundraising through a hospital development department. Table 1: New York Hospital Foundation Models: Parent Model versus Local Model

# of Active Hospital Foundations

# Hospitals in Study

Hospitals using local Foundations

Hospitals Using Parent Model

Hospitals Not Using a Foundation

110 160 100 30 32 62% 19% 20%

Source: Ranking of foundations that provided their IRS Form 990, annual report, audited financials or were interviewed. *One Hospital system had 3 separate foundations. We included a summary of both the local foundation model and the parent foundation model in Table 2. There are pros and cons for each of the models. The parent model is cost effective and efficient because there is one foundation structure and staff that can oversee the foundation operations from one location. It provides for a more consistent marketing strategy. It also can manage all of the investments in one pool. On the other hand, the parent model often removes the local hospital name from the foundation and may be less effective fundraising to the local hospital communities. Local donors may perceive that the funds are leaving the local community and being used by the hospital system, not the local hospital. Table 2: Hospital Foundation Models: Parent versus Local Model

Parent Foundation Model Local Model Foundation Name: Parent name Local hospital name Address: Parent address Local hospital Mission/Message: One foundation Local hospital Board: One central foundation board Separate local foundation board Staff: One foundation staff for system Separate local foundation Staff Website: One foundation website for system Separate foundation website Examples: Northwell Health Foundation (New

Hyde Park) HSS Foundation (New York City; Hospital for Special Surgery)

Finger Lakes Health Foundation (Geneva)

Mercy Hospital Foundation (Buffalo; Catholic Health System)

Friends of Bassett Healthcare Network (Cooperstown)

Olean General Hospital Foundation (Olean); Upper Alleghany Health System)

Source: IRS Form 990, annual reports, websites. The local foundation model allows the local hospital to maintain its local fundraising efforts with the local team and local foundation brand. The donors can continue to give as they have always done in the past, even though the local hospital may have a new parent or affiliation. But the local model can be inefficient as there could be overlapping staffs, different messages and inefficiencies (i.e., each foundation may have its own investment manager and investment committee).


3

A Snapshot of the Largest Hospital Foundations in New York We also rank the top five parent model foundations and the top 10 local model hospital foundations, which are listed in Table 3 and Table 4. The largest parent foundations are New York Presbyterian Fund, Inc. (New York-Presbyterian Hospital, NYC) and The Mount Sinai Medical Center, Inc., (The Mount Sinai Health System Inc., NYC). Some of the largest hospital parent foundations seem to be used more as an investment structures than as fundraising marketing structures, and there is little mention of them on the websites. Here is a snapshot of these foundations: Table 3: Ranking of Largest New York Hospital Foundations-Parent Model

Rank Hospital System Foundation Date Foundation Started

Total Assets (IRS Form 990)

1 New York- Presbyterian, NY, NY

New York Presbyterian Fund, Inc. 2000

$2,390 million (12/31/15)

2 Mount Sinai Health System, Inc., NY, NY

Mount Sinai Medical Center, Inc. 1967 $1,514 million

(12/31/14) 3 Northwell Health System,

Great Neck Northwell Health Foundation 1988 $235 million

(12/31/14) 4 Upstate University Health

System, Syracuse Upstate Foundation 1976 $140 million (12/31/15)

5 Kaleida Health, Buffalo

Kaleida Health Foundation 1999 $61 million

(12/31/14) Source: Ranking of foundations that provided their IRS Form 990, annual report, audited financials or were contacted. We also ranked the largest local hospital foundations in New York in Table 4. The largest foundation is St. Francis Hospital Foundation, which was founded in 1988, and had total assets of $153 million. Other larger foundations include Winifred Masterson Burke Foundation and Roswell Park Alliance Foundation. It is interesting to note that the top five parent foundations represent almost 74% of the overall foundation assets in New York State. Table 4: Ranking of Largest New York Healthcare Foundations-Local Model Rank Hospital Hospital Foundation Date Foundation

Started Total Assets (IRS

Form 990) 1 St. Francis Hospital,

Roslyn St. Francis Hospital

Foundation 1988 $153 million (12/31/14)

2 The Winifred Masterson Burke Rehabilitation

Hospital, White Plains

The Winifred Masterson Burke

Foundation Inc. 1915 $97 million

(12/31/14) 3 Roswell Park Cancer Institute,

Buffalo Roswell Park Alliance

Foundation 1991

$94 million (3/31/15)

4

NYP Columbia University Medical Center, NYC

Columbia Presbyterian Medical Center Fund

Inc. 1960 $83 million

(6/30/15)


4

5 Hospital for Special Surgery, NYC

Hospital for Special Surgery Fund Inc. 1984

$53 million (12/31/14)

6 Beth Israel Medical Center, NYC

Beth Israel Medical Center Foundation 2009

$51 million (12/31/14)

7 Brookhaven Memorial Medical Center,

Brookhaven Brookhaven Memorial

Hospital Foundation

1984 $47 million

(12/31/14)

8 Rochester General Hospital, Rochester

Rochester Regional Health Foundation 1988

$38 million (12/31/14)

9 Vassar Brothers Medical Center,

Poughkeepsie

Vassar Brother Hospital Foundation

1990 $36 million (12/31/14)

10 Olean General Hospital, Olean Olean General Hospital Foundation 1996

$27 million (12/31/15)

Source: Ranking of foundations that provided their IRS Form 990, annual report, audited financials or were contacted. Investment Considerations for Hospital Foundations While hospital foundations provide an effective fundraising tool, they also act as an investment management vehicle, which can provide professional investment management and administration of planned giving and endowment funds. Foundations should seek to grow their assets because as the assets grow, the annual spending dollars increase for the benefit of the hospital. Overall, we estimate in Table 5 that there are over $5.8 billion of total assets invested in hospital foundations in New York State. We were able to ascertain the total assets for each of the foundations in New York, and we estimated that the overall average foundation is $52.8 million; the average local foundation is approximately $13.1 million if you exclude the eight of the parent foundations. The foundation total assets ranged from approximately $250,000 to $2.2 billion. Many of the foundations report having restricted endowment assets as part of their overall pool of funds, which means that their foundations are comprised of funds that donors have restricted and are perpetual in nature. Table 5: Hospital Foundation Endowment Statistics-New York State Hospitals

Total Foundation Assets $

Average Foundation Assets $

Average Foundation Assets Local Model $

Average Growth of Foundation Assets %

Average Permanent Restricted Assets in Foundation $

% of Foundation s with Recent Capital Campaigns

% of Foundations Using Short- Term Investment Strategy

# of Foundations investing in Alternative Investments

$5.8 billion

$ 52.8 million

$13.3 million

5.6%

$ 8.8 million

24%

19%

10%

Source: IRS Form 990, websites, annual reports.


5

As with any long-term pool of assets, making sure the appropriate objectives, spending and liquidity requirements, and risk tolerance are defined and considered is of great importance. Creation or revision of an investment policy statement codifies this work. Further steps related to asset allocation and the specific investment choices that comprise portfolio construction round out an effective and comprehensive investment program. Hospital foundations can also have assets that have multiple objectives, which include short-term, intermediate term and long term objectives (endowments). These multiple pools should be detailed in the investment policy statement and should be reflected in the structure of the investment program. We also found that 19% of the foundations seem to be utilizing only short term, conservative investment strategies. This may be because the foundation is operated as a flow-through foundation, where all fundraising is utilized by the hospital in the near team. But it could also signify that the foundation has not taken the time to develop its investment policies. Some foundations may be invested too conservatively and may want to consider more robust investment plans if appropriate, which match their risk profile and time horizon. Each state has a legal and regulatory framework for its resident nonprofits that have investment implications. An example is New York’s Prudent Management of Institutional Funds Act (NYPMIFA), which has the specific requirement that all nonprofits adopt a written investment policy.

Steps for Finance Officers to Consider in Merging or Adding a New Hospital Foundation:

Step 1: Develop a Foundation Subcommittee of foundation stakeholders that include trustees, leadership,

finance, development, communications and legal experts.

Step 2: Review the current foundation mission and operating strategy. Include a review of any new

hospital foundations that have joined the system. Step 3: Review the costs/benefits of a parent foundation model, local foundation model and hybrid foundation model. Do a foundation peer analysis to see how other hospitals have implemented their foundation strategy.

Step 4: Review any governance requirements, such as the need to work with the state attorney general’s office if a hospital foundation is merged or changed.

Conclusion New York hospital foundations continue to be a very important fundraising structure for most hospitals and total assets are over $5 billion. Our research shows that New York hospital foundations continue to be important vehicles for the hospitals and over 81% use a foundation to enhance their fundraising and endowment management strategies.


6

Merging the foundations into the parent foundation can enhance the operating efficiencies of the foundations. But having a parent foundation can also challenge the local hospital fundraising as the local donors may be confused on where their philanthropic dollars will be allocated. There are pros and cons for each model and each system needs to assess their specific situation. The fundraising and endowment management strategies also need to be fully reviewed.

==================================================

Please read the full article: Trends in Healthcare Philanthropy and the Use of Separate Foundations: New York State Revisited https://trust.guidestar.org/trends-in-healthcare-philanthropy-new-york-state Walter J. Dillingham, Jr., CFA, Managing Director, is an endowment, foundation and healthcare specialist at Wilmington Trust and is part of a specialized team that focuses on helping nonprofit organizations through a full service, value-added approach. He can be reached at [email protected].

CFA, Managing Director Wilmington Trust

By Walter J. Dillingham, Jr.


© 2

017

Erns

t & Y

oung

LLP

. All

Rig

hts

Rese

rved

. ED

Non

e.

Protect margins?

Protect patients?Finding the right balance between cost and quality health care is a constant challenge. EY can help.ey.com/advisory #BetterQuestions

COMMITTEENAME CHAIR CO-CHAIR VICE CHAIR 1 VICE CHAIR 2

Advisory CounCil Meredith simonetti, FHFMA david Evangelista Cynthia strain, FHFMA Wendy leo, [email protected] [email protected] [email protected] [email protected] (631) 465-6877 (718) 206-6930 (516) 796-3700 (516) 454-0700

59tH AnnuAl Alex Balko Catherine Ekbom Andrew Weingartner, FHFMA Wendy leo, FHFMAinstitutE [email protected] [email protected] [email protected] [email protected]

(516) 632-3965 (516) 745-0161 (516) 240-8147 (516) 454-0700

Auditing John scanlan, FHFMA Edmund schmidt , FHFMA gordon sanit, CPA, FHFMA [email protected] [email protected] [email protected](718) 283-3911 (347) 834-6947 (516) 918-7065

BylAWs sean smith, CPA Edmund schmidt, FHFMA [email protected] [email protected](516) 562-6013 (347) 834-6947

CEntrAl robin Ziegler Annie lemoine Chrissy Kern taylor reganrEgistrAtion [email protected] [email protected] [email protected] [email protected]

(516) 326-0808 (516) 326-0808 ext 3312 (516) 723-7525 (631) 831-0684

CErtiFiCAtion/ James Petty, FHFMA Kiran Batheja, FHFMA Art Cusack CErtiFiEd MEMBErs [email protected] [email protected] [email protected]

(516) 876-6022 (917) 603-7670

CoMMunity Josephine vagliooutrEACH [email protected]

(516) 248-2422

Continuing CArE Christina Milone, Esq. Meredith simonetti, FHFMA david [email protected] [email protected] [email protected](516) 296-1000 (631) 465-6877 (718) 206-6930

CorP CoMPliAnCE/ destin Harcus, CPA, PMP Matthew schwartzintErnAl Audit [email protected] [email protected]

(646) 453-1252

CPE’s John scanlan, FHFMA Edmund schmidt, [email protected] [email protected](718) 283-3911 (347) 834-6947

dCMs/ Wendy leo, FHFMA robin Ziegler diane McCarthy, CPA, FHFMABAlAnCEd [email protected] [email protected] [email protected] (516) 454-0700 (516) 326-0808 (516) 349-4643

ExEC. CoMM. Maryann regan Mario di Figlia, FHFMA& PlAnning [email protected] [email protected]

(516) 576-5601 (516) 876-1386


COMMITTEES 2017-2018


FinAnCE/ tracey roland James linhart Kwok Chang Alex Balko rEiMBursEMEnt/ [email protected] [email protected] [email protected] [email protected] (908) 377-5122 (212) 979-4324 (516) 632-3965

FoundErs AWArds Paulette [email protected](718) 518-2064

gEnErAl EduCAtion Christian Borchert, CrCP-i Andrew Weingartner, FHFMA shivam sohan, FHFMA robert [email protected] [email protected] [email protected] [email protected]

(516) 240-8147 (516) 562-6000 x7399

innovAtions/ Catherine Ekbom laurie radler, rn, FHFMA, CiPP/us diane McCarthy, CPA, FHFMA Colleen o'ConnellWoMEn in [email protected] [email protected] [email protected] [email protected] ConF (516) 745-0161 (917) 286-3902 (516) 349-4643 (516) 576-1922

invEstMEnt Mario di Figlia, FHFMA Alex Balko James linhart tracey [email protected] [email protected] [email protected] [email protected](516) 876-1386 (516) 632-3965 (908) 377-5122

KnoWlEdgE is Catherine Ekbom laurie radler, rn, FHFMA, CiPP/us diane McCarthy, CPA, FHFMAPoWEr sEriEs [email protected] [email protected] [email protected]

(516) 745-0161 (917) 286-3902 (516) 349-4643

lEgAl AFFAirs Christina Milone, [email protected](516) 296-1000

MAnAgEd CArE James Fouassier robert gucciardo Coreen [email protected] [email protected] [email protected](631) 638-4012 (631) 465-6234 (516) 576-1711

MEMBErsHiP MsP robin Ziegler Kiran Batheja, FHFMA [email protected] [email protected](516) 326-0808

MEntoring Christina Milone, Esq. Bob Jacobs Wendy leo, FHFMA Maryann [email protected] [email protected] [email protected] [email protected](516) 296-1000 (516) 616-0200 Ext. 201 (516) 454-0700 (516) 576-5601

Mis dan Corcoran Juby george-vaze, rn, CCM, MBA[HEAltHCArE [email protected] [email protected]] (516) 576-8000 (914) 420-2385

nEWsCAst Christina Milone, Esq. Alicia A. Weissmeier, Esq., CHFP Marty Abschutz, CPA, CgMA James [email protected] [email protected] [email protected] [email protected](516) 296-1000 (516) 296-1000 (732) 906-8700 Ext 109 (631) 638-4012


COMMITTEES


noMinAting david [email protected](212) 979-4566

rEvEnuE CyClE/ leah Amante susane lim Cecilia Bartley Catherine EkbomPAtiEnt FinAnCiAl [email protected] [email protected] [email protected] [email protected] (516) 576-5638 (631) 465-6458 (516) 576-5645 (516) 745-0161

PPdd Wendy leo, [email protected](516) 454-0700

WEBMAstEr And Cynthia strain, FHFMA shivam sohan, FHFMA Andrew Weingartner, FHFMAPErsonnEl [email protected] [email protected] [email protected] (516) 796-3700 (516) 562-6000 x7399 (516) 240-8147

rEgion 2 david Evangelista Mario di Figlia, FHFMA Maryann reganCoordinAtor [email protected] [email protected] [email protected](FAll inst) (718) 206-6930 (516) 876-1386 (516) 576-5601

rEgion 2 Maryann regan Mario di Figlia, FHFMA Kiran Batheja, FHFMA shivam sohan, FHFMACollABorAtion [email protected] [email protected] [email protected] [email protected]

(516) 576-5601 (516) 876-1386 (516) 562-6000 x7399

roAdsHoWs Mario di Figlia, FHFMA Christina Milone, Esq. Jason [email protected] [email protected] [email protected](516) 876-1386 (516) 296-1000 (212) 297-4549

sPECiAl EvEnts Kiran Batheja, FHFMA John Coster, FHFMA gordon sanit, CPA, [email protected] [email protected] [email protected]

(516) 240-8147 (631) 495-6596

sPonsorsHiP Wendy leo, FHFMA Kiran Batheja, FHFMA [email protected] [email protected](516) 454-0700

WEBinArs shivam sohan, FHFMA donna skura sean smith, [email protected] [email protected] [email protected] x7399 (516) 572-4498 (516) 562-6013

yErgEr AWArd dana Keefer Michele Manuel Marty Abschutz, CPA, CgMA Jonathan [email protected] [email protected] [email protected] [email protected]

(212) 857-5269 732-906-8700 ext 109 (212) 274-7230


COMMITTEES

metro ny hfma winter 2018 volume 48, issue 1 · skillpath corporate strategies. the day ended with...

Documents