Content Provided by the CSA Excellence Presentation Series

Content Provided by the CSA Excellence Presentation Series

AHIMA Leadership Competencies

Today s Work Practices Current work practices have evolved over time, been designed to support regulation and compliance, typically vary by person, by unit, by organization, etc. and have resulted in: Workarounds Variation Duplication Delays Rework Errors Future processes will have to be coordinated across the continuum, patientcentered, evidence-based, metrics-driven, accountable and transparent Healthcare Mgt Review June 2010 2011 Maestro Strategies, LLC

Delivery System Redesign Flip the Triangle Hospitals Specialty Care Preven tion Hospitals Specialty Care Prevention & Primary Care Prevent health conditions from becoming chronic conditions Manage chronic health for 45% of Americans with one or more of the conditions 75% of total medical costs Reduce errors and waste in the system Reduce incentives for high cost, low value, procedurebased care 2011 Maestro Strategies, LLC

A Glimpse Into the Future TODAY Fragmented Care Organized Around Providers Payment for Volume Facilities Focused Physician Accountability Paper Episodic, Hospital-Based Care Models Inconsistent, Variable Practices Data Silos Manual Quality Measure Abstraction FUTURE Coordinated Care Organized Around Patients Payment for Value Information Focused Care Team Accountability Electronic Longitudinal, Multi-Site Care Models Efficient, Evidence-Based Care Robust Information Exchange Automated Data Extraction 2011 Maestro Strategies, LLC

Transformation Leadership Vice President Clinical Transformation Clinical Champions Chief Innovation Officer CMIO CNIO Dyad CEO/MD Page 9 2011 Maestro Strategies, LLC Chief Quality Officer Chief Knowledge Officer Enterprise Program Management Change Management Process Redesign Project Management Reporting Problem Tracking Best Practice Repository Evidence Library Standards Localization Methods CIO/CMO As we look at doing more with less, the solution is to ask how we do things differently. That s where chief innovation or transformation officers come in. They look at things with different eyes Joanne Conroy MD, AAMC

The Profession, the Industry and the Association

Core Competencies Adheres and Advocates for the AHIMA code of ethics, and any other appropriate codes of conduct, values honesty, integrity and transparency. Demonstrates Commitment to the mission, vision, values and strategy of AHIMA Acts as a Team Player/Collaborator

Core Competencies Respects Diversity and Fosters Inclusion Presents a Positive Professional Image

AHIMA s Nine Competencies for Association Leadership 1. Visionary Leadership & Strategic Planning 2. Business & Resource Management, Expertise & Acumen 3. Critical Thinking, Analysis & Problem Solving 4. Organization Innovation & Transformation 5. Team Leadership 6. Development of Others 7. Negotiation Skills 8. Interactive Communication, Presentation & Technology Skills 9. HIM Practice

Visionary Leadership & Strategic Planning

Business and Resource Management, Process, Expertise, and Acumen

Critical Thinking, Analysis & Problem Solving

Organizational Innovation & Transformation

Team Leadership

Development of Others

Negotiation Skills

Interactive Communication, Presentation & Technology Skills

HIM Practice

AHIMA HIM Core Model POLICY R E S E A R C H Data Capture, Validation & Maintenance Health Information Governance and Stewardship Information Analysis, Transformation & Decision Support Health Information Resource Management and Innovation Quality and Patient Safety Information Dissemination & Liaison S T A N D A R D S EDUCATION

Adaptive leadership is the practice of mobilizing people to tackle tough challenges and thrive

Adaptive leadership is an iterative process Observe Interpret Intervene

Leadership For Change Demands Inspiration And Perspiration

Distinguishing technical problems from adaptive challenges Kind of change Problem definition Solution Locus of work Technical Clear Clear Authority Technical and adaptive Clear Requires learning Authority and stakeholders Adaptive Requires learning Requires learning Stakeholders

Distinguish Leadership from Authority Leadership Emerges from anywhere in the relationship systems May or may not include authority Individuals and groups mutually inspire and energize each other Authority Determined by one s place in the organization Dominance of an individual over an others Charged with mobilizing others and accountable for outcomes

Leader Is Not A Title Or A Role, But Rather How One Approaches Relationships, Decisions And Activities

Leadership is a Relationship Process

Professional Development and Recognition AHIMA Credentials RHIA RHIT CCA CCS CCS-P CDIP CHDA CHPS CHTS

Questions