HIMSS Media ICD-10 Forum

Transcription

1 JANUARY 21, 2016 Your Organization May Be Ready for ICD Are Your Employees? How to Identify Your Team's Readiness for Change. HIMSS Media ICD-10 Forum

2 Learning Objectives DELIVERED THROUGH THE PYA EXPERIX COLLABORATION Learning Objectives Identify the organizational impact of ICD-10 preparation and implementation Develop a communication sponsorship tree Illustrate the Loss of Effectiveness (LOE) Index change readiness tool Learn preliminary steps of developing a change management work plan 2

3 Why Change Fails Organizational change initiatives continue to experience a failure rate approaching 70%. Sources: Standish 2009, IBM 2008, Raps 2004, Beer 2003, Miller 2002, HBR 2000, Senge 1999, Strebel 1996, Kotter

4 Organizational Change Organizational change causes a loss of stability, which results in the development of a predictable and measurable set of symptoms within an organization. When a significant number of these symptoms are present, an organizational loss of effectiveness will occur. Source: Grady,

5 ICD-10 Organizational Impact Front Scheduling, Access Areas Middle Coding, CDI, Case Management Back Billing, Reimbursement Health Information Management Documentation Analysis ICD-10 Education Process Improvement Monitoring Physician Office Revenue Process Information Technology Post Acute Services ICD-10 Staffing Effectiveness Assessment of Revenue Impact Process Improvement Decision Support Reporting Impact Operational Planning Physician IT Systems Capability, Communication Functionality Vendor Preparedness Physician Documentation Physician Integration Physician Performance 5

6 Change Management: Key ICD-10 Project Stakeholders Human Resources Scheduling / Access Areas Health Information Management Billing & Reimbursement Information Technology Physician Advocate Decision Support 6

7 Change Management: ICD-10 Sponsorship Tree Initiating Sponsors Strategically legitimizes the implementation of change Ensures strategic alignment, support, and inclusion Sustaining Sponsors Sanctions the change in relevant area of responsibility Coordinates activity and defines consequences Local Sponsors Orchestrates activities and consequences within their local area Change Recipients 7

8 ICD-10 Team Resources Sample Sponsorship Tree and Structure Initiating Sponsors Chief Financial Officer Sustaining Sponsors Chief Information Officer Lead Sustaining Sponsor Director of Health Information Management Marketing/Community Relations Director Chief Compliance Officer Director of Revenue Management Director of Patient Financial Services Director of Coding Manager of IT Support Practice Administrator Local Sponsors PFS Manager Coding Manager IT Analyst Clinic Manager Revenue Cycle Manager Decision Support Analyst Patient Access/ Admissions Manager Training & Development Manager Marketing/ Community Relations Manager 8 8

9 Loss of Effectiveness The LOE Index determines the risk of change to the person, which ultimately impacts the success of change in the organization. Identify the risk Measure the risk of change to the individual Address/resolve the risk prior to change 9

10 Loss of Effectiveness (LOE) Index Change Readiness Assessment People determine the success of any change Loss of Effectiveness (LOE) Index measures six defined symptoms that determine the risk of change to the person, which ultimately impacts the success of change in the organization 10

11 LOE Index Results by Department A D F G P R W AVG. Coding Information Systems Medical Records Patient Access Services Patient Financial Services Transcription Utilization Review 11

12 LOE Index Results by Leadership DELIVERED THROUGH THE PYA EXPERIX COLLABORATION A D F G P R W AVG. Director Or Manager Front Line Employee Supervisor Or Team Lead 12

13 LOE Index Results by Years of Service DELIVERED THROUGH THE PYA EXPERIX COLLABORATION A D F G P R W AVG. 0 To 5 Years 6 To 10 Years 11 To 20 Years 20 Years 13

14 LOE Index Qualitative Responses: Examples Communication It would be helpful to have a "heads-up" prior to implementing changes. At times, changes are made and put into place and then those who are supposed to follow through with these changes are informed. ~ Sometimes having more of a heads up to upcoming changes would be great. We have expressed this to our leadership before and they have made vast improvements to do so. End User Involvement The most important thing to me is to include the persons that the change will most affect in the process. Take their concerns into consideration before a final decision is made and the change is implemented. Training I believe there should be MANDATORY training classes for those that the changes are going to effect. This would result in less confusion when changes are implemented. ~ Training immediately prior to, during and after implementation. ~ More training in all departments to make the workflow more efficient. A better understanding of why things are done a certain way. 14

15 Change Management Work Stream Infrastructure Sponsorship Path Forward Impact Identification Knowledge Leveling Data Gathering Awareness & Assessment Sponsor Tree Definition Identification of Sponsors Communication Plan LOE Index Analysis of Results Action Identification Effectiveness Assessment Converge Impact & Effectiveness Training Communication / Sponsorship Change Management Work Stream Deliverables: Sponsorship Tree Definition and Identification Effectiveness Index Summary Results and Action Identification Enterprise Training Blueprint 15

16 Questions? 16

17 Contact Information Thank you for allowing us to share our thoughts and expertise with you. Denise Hall, RN, BSN Principal Kristen Lilly, MHA, RHIA, CPHQ Manager Pershing Yoakley & Associates, P.C. (800)