Download pptx - Your Organization May be Ready for ICD-10 . . . Are Your Employees? How to Identify Your Team's Readiness for Change

Page 1June 17, 2013

Prepared for HIMSS Media ICD-10 Forum

Page 2June 17, 2013


HIMSS Media ICD-10 Forum

June 17, 2013

Your Organization May be Ready for ICD-10 . . . Are Your Employees?

How to Identify Your Team's Readiness for Change.

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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

Learning Objectives

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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 1995

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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, 2005

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ICD-10 Organizational Impact

• Physician Documentation• Physician Integration• Physician Performance

• Staffing Effectiveness• Assessment of Revenue

Impact• Process Improvement• Decision Support Reporting

Impact

• Documentation Analysis• ICD-10 Education• Process Improvement• Monitoring

Physician Office

Post Acute Services

• Front – Scheduling, Access Areas• Middle – Coding, CDI, Case

Management• Back – Billing, Reimbursement

Health Information

Management

ICD-10

Revenue Process

PhysicianOperational Planning

Information Technology

• IT Systems• Capability, Communication• Functionality• Vendor Preparedness

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Change Management:Key ICD-10 Project Stakeholders

Scheduling / Access Areas

Health Information Management

Information Technology

Decision SupportPhysician Advocate

Billing & Reimbursement

Human Resources

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Initiating Sponsors

Change Management: ICD-10 Sponsorship Tree

• Strategically legitimizes the implementation of change• Ensures strategic alignment, support , and inclusion

• Sanctions the change in relevant area of responsibility • Coordinates activity and defines consequences

• Orchestrates activities and consequences within their local area

Sustaining Sponsors

Change Recipients

Local Sponsors

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Chief Financial Officer

ICD-10 Team Resources Sample Sponsorship Tree and Structure

PFS Manager

Director of Revenue Management

Manager of IT Support

Director of Health Information Management

Director of Coding

Chief Information Officer Lead Sustaining Sponsor

Sustaining Sponsors

Training & Development

Manager

Marketing/ Community

Relations Manager

Coding Manager IT Analyst

Local Sponsors

Initiating Sponsors

Director of Patient Financial Services

Chief Compliance Officer

Practice Administrator

Patient Access/ Admissions

Manager

Decision Support Analyst

Revenue Cycle Manager

Marketing/Community Relations Director

Clinic Manager

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Loss of Effectiveness®

Identify the riskMeasure the

risk of change to the individual

Address/resolve the risk prior to

change

The LOE Index® determines the risk of change to the person, which ultimately impacts the success of change in the

organization.



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

Individual Symptom Organizational Symptom

Anxiety Decreased Morale

Frustration Loss of Productivity

Rejection of the Environment Increased Conflict

Retardation of Development Decreased Motivation

Refusal to Participate Increased Absenteeism

Withdrawal Increased Turnover



LOE Index® Results by Department

A D F G P R W AVG.1.00

1.20

1.40

1.60

1.80

2.00

2.20

2.40

2.60

Coding Information Systems Medical Records Patient Access Services

Patient Financial Services Transcription Utilization Review



LOE Index® Results by Leadership


1.20

1.40

1.60

1.80

2.00

2.20

2.40

2.60

Director Or Manager Front Line Employee Supervisor Or Team Lead



LOE Index® Results by Years of Service


1.20

1.40

1.60

1.80

2.00

2.20

2.40

2.60

0 To 5 Years 6 To 10 Years 11 To 20 Years 20 Years



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.”

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.”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.”



Change Management Work Stream Infrastructure

• Impact Identification• Knowledge Leveling• Data Gathering

Awareness & Assessment

• Sponsor Tree Definition

• Identification of Sponsors

• Communication Plan

Sponsorship • LOE Index • Analysis of Results• Action Identification

Effectiveness Assessment

• Converge Impact & Effectiveness

• Training• Communication /

Sponsorship

Path Forward

Change Management Work Stream Deliverables: Sponsorship Tree Definition and Identification Effectiveness Index Summary Results and Action Identification Enterprise Training Blueprint



Questions?



Contact Information

Denise Hall, RN, BSN Principal

[email protected]

Kristen Lilly, MHA, RHIA, CPHQ

Manager

[email protected]

Thank you for allowing us to share our thoughts and expertise with you.

Pershing Yoakley & Associates, P.C.

(800) 270-9629

www.pyapc.com