Course catalogue

Healthcare organizations transitioning to value‑based care are realizing that fully engaging patients is essential for improving outcomes and achieving financial sustainability, yet many still struggle to identify effective engagement strategies. Insights from HFMA’s Thought Leadership Retreat highlight emerging approaches—including digital tools, chronic care support, and end‑of‑life engagement—while acknowledging persistent obstacles that providers must overcome to enhance patient participation.

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This course will provide an overview of how managing labor and productivity can drive operational execution and efficiency management for leaders. By learning the three key leadership strategies for managing labor and productivity, you will gain actionable steps for leading productive teams and organizations.

Learning Objectives

After completing this course, you will be able to:

• Identify the fundamentals of labor management. 
• Assess leadership strategies for managing labor dollars and productivity. 
• Apply leadership strategies for managing labor to support financial operating and strategic plans.

Course Outline

• First Leadership Strategy: Fundamentals of Labor Management
• Second Leadership Strategy: Managing to Productivity Targets – ​C-Suite Members and Senior Leadership Teams
• Third Leadership Strategy: Developing Action Plans
• Assessment and Evaluation

CPE Information

• CPE Award Amount: 1.0 (estimated)
• Program Level: Basic
• Program Prerequisites: None
• Recommended Experience: Mid-level managers, directors or other individuals who have leadership responsibility within healthcare delivery.
• Advanced Preparation: None
• Instructional Delivery Method: QAS Self-Study
• Field of Study and Topic in hours: Specialized Knowledge - 1.0 
• CPE Sponsor: HFMA is registered with the National Association of State Boards of Accountancy (NASBA), as a Quality Assurance Service sponsor of continuing professional education. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding QAS program sponsors may be submitted to the NASBA through its website: www.learningmarket.org

Healthcare finance leaders need to exert influence, drive positive change, and establish strong relationships with stakeholders. In this course, you will delve into the concept of authentic influence and its relevance in healthcare finance leadership. Through practical examples, you will explore the three secrets of influential leadership, equipping yourself with valuable tools to enhance your ability to influence stakeholders authentically.

Learning Objectives

After completing this course, you will be able to:

• Describe authentic influence and its significance in healthcare finance leadership.
• Explore three key strategies for becoming an influential leader. 
• Discover brain-based strategies to establish trust and credibility as a leader.
• Apply influential leadership strategies to common challenges in the healthcare finance industry.

Course Outline

• Influential Leadership Basics
• Secret 1 - Clarity
• Secret 2 - Audience
• Secret 3 – Plan
• Assessment and Evaluation

CPE Information

• CPE Award Amount: 1.0 (estimated)
• Program Level: Basic
• Program Prerequisites: None
• Recommended Experience: Mid-level managers, directors or other individuals who have leadership responsibility within healthcare delivery.
• Advanced Preparation: None
• Instructional Delivery Method: QAS Self-Study
• Field of Study and Topic in hours: Specialized Knowledge - 1.0 
• CPE Sponsor: HFMA is registered with the National Association of State Boards of Accountancy (NASBA), as a Quality Assurance Service sponsor of continuing professional education. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding QAS program sponsors may be submitted to the NASBA through its website: www.learningmarket.org

Released: October 2023

The surge in claim denials from payers is creating an unsustainable burden on healthcare systems, forcing them to rework and resubmit an overwhelming volume of denied claims. Already struggling with rising costs and administrative complexities, health organizations are looking for a proactive solution for denials management. Join us for an in-depth presentation as we uncover strategies to prevent claim denials at the source and streamline the revenue cycle. Original Live Webinar Date: April 24, 2025

Learning Objectives:

• Identify common claim denial causes and address them at the source
• Apply best practices for upstream denial mitigation using accurate documentation, coding compliance, and process optimization
• Explore in-workflow denials management solutions that integrate seamlessly into the EHR

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Date: Wednesday, August 26, 2026, 12:00 PM – 1:00 PM CST

The University of Colorado Medicine has built a unified, data-driven model to strengthen primary care performance across its value-based contracts. In this session, CU Medicine’s centralized Office of Value-Based Performance drives systemwide alignment, improves care delivery, and maximizes revenue opportunities.

The presenters will walk through CU Medicine’s matrixed population health structure, the collaborative model used across system and clinic-based primary care, and the centralized resources that support contract performance. They will highlight key revenue drivers, lessons learned, and practical strategies attendees can apply within their own organizations. Notable outcomes of this work, include achieving shared savings across all value-based models , increasing annual wellness visits and launching an initiative to quantify the value of FTEs—a structured approach to calculating how individual roles contribute to success in value-based care.

Speaker

Learning Objectives

• Understand how a centralized value-based performance structure can improve primary care revenue and contract outcomes.
• Identify key operational strategies that drive shared savings across value-based models.
• Learn how to quantify the contribution of FTEs to value-based care success and apply a similar framework within your organization.

CPE Information

• CPE Award Amount: 1.0 (60-minute segment)
• Program Level: Basic
• Program Prerequisite: None
• Advanced Preparation: None
• Delivery Method: Group Internet Based
• Topic: TBD
• Field of Study: Specialized Knowledge

CPE Sponsor- Healthcare Financial Management Association is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.nasbaregistry.org.

In order to receive CPE credit for this session, you must participate in 50 minutes of the presentation for this one hour program. You must also respond to the 4 polling questions that
will appear during the session and complete the online evaluation within 2 business days after the webinar.

For more information regarding refund policies, as well as any program concerns, please contact our offices at 800.252.4362 or, inquiry@hfma.org.

Original Live Webinar Date: Wednesday, May 6, 2026, 1:00–2:00 PM CST

Building on our June 2025 HFMA session, this webinar focuses on the change management mechanics that enabled Northwell to scale depression screening from a specialty pilot to enterprise adoption. We will share a practical, repeatable framework and the tools used to drive uptake across diverse ambulatory practices, executive sponsorship alignment, stakeholder and resistance mapping, targeted communications, role-based training, workflow burden reduction, and measurement-driven reinforcement through dashboards and iterative feedback loops. Attendees will leave with a “pilot-to-enterprise” playbook that can be applied to other ambulatory population health initiatives that require sustained behavior change at scale.

Speaker

Learning Objectives

• Translate pilot success into an enterprise rollout plan using a structured change management framework and staged implementation approach.
• Apply stakeholder and resistance mapping techniques to reduce implementation friction, protect front-line capacity, and accelerate adoption.
• Build a measurement system that sustains adoption by pairing leading indicators (adoption/process) with lagging indicators (outcomes/financial impact).

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