Measure Success of Role-Based and Blended Education Solutions for Centricity™ Business

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Agenda

Welcome

Introductions

Project Scope

Business Requirements

Innovative Education Services

Education Strategic Management Tools

Key Performance Indicators

Questions and Answers

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Introductions

Karen PerkaPrincipal Education ConsultantGE Healthcare

Amy AndradeSenior Director of Revenue Cycle OperationsChildren’s Mercy

Jennifer RalstonInformation Systems, Manager PFS ApplicationsChildren’s Mercy

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Although new technology may offer a clear return on investment, employees can resist or underutilize it unless sufficient time is devoted to explaining its

capabilities and benefits. In addition, the delivery of training needs to be flexible to fit shifting work

schedules and lifestyles.

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Turnover Costs

Healthcare organizations continue to be challenged with hiring costs and productivity loss as a result of high turnover rates.

According to PWC Saratoga’s 2013/14 Human Capital Effectiveness Report:

The voluntary turnover rate for hospitals increased from 8.95% in 2011 to 9.50% in 2012

The first-year turnover rate for healthcare providers was 27% in 2012, 4 percentage points higher than the average of 22% across all industries

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Knowledge is Power

Our Education services are designed for individuals or groups to acquire, refresh and increase proficiency in using Centricity Business.

We leverage a broad set of tools and techniques to build a customer-centric education program, driven by key performance indicators.

We have developed more than 100 courses with the learner in mind, so that your staff can access the training they need, helping to ensure optimal utilization.

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Project Scope and Business Requirements

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Project Scope

New revenue cycle management implementation project, including a front-end patient access interface, Centricity Business implementation, customer goals, and key performance indicators (KPIs)

ADT & Charge Interfaces into Centricity Business

Visit Management

Transaction Editing System

Combined Business Office

Financial Assistance Manager

Business Intelligence

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Children’s Mercy Business Requirements

Enhance revenue

Reduce costs

Reduce denials

Eliminate lower-level paper work in the billing process

Improve the patient experience

Improve overall efficiencies (training and employee satisfaction)

Improve reporting throughout the organization

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Children’s Mercy Education Requirements

Align education solutions with Children’s Mercy business requirements

Promote end-user adoption for a new revenue cycle management system

Streamlined and effective training delivery

“Leave no learner behind” strategy

Sustainable education program post go-live

New-hire usability

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Innovative Education Services forChildren’s Mercy

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Course content spans functional, technical, and process education curricula, enabling staff to build expertise relevant to their specific role.ROLE-BASED

CURRICULUM

BLENDED LEARNING

Trainers deliver courses that specify the benefits for end users to drive and increase adoption and utilization.Installation

Blended learning solutions provide an opportunity to hear and act upon the Voice of the Customer. Self-paced eLearning, base-line, and customized ILT (Instructor-Led Training) learning solutions provide a focused delivery to meet the challenge of maintaining operational rigor.

OUTCOME-FOCUSED

PERFORMANCEMANAGEMENT

Student Enrollment & Learning Management System (LMS), allowing for training plan management and tracking performance history.

Innovative Education Services

Features

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Role-based Instructor-Led Curriculum

• 13 course tracks

• eLearning Prerequisites

• WebEx recorded classes

• Customer contextual learning content

• Scenario-based training delivery

• Scenario-based course assessments used to measure knowledge transfer

• Reduction of ILT training time

• Reduced impact to operational rigor

Self-paced (eLearning) Curriculum

• 16 courses

• Innovative instructional design

• Small chunks of learning content

• Promotes sustainable education program

• Increases usability for implementation and post go-live new-hire training

• Reduce ILT training by 40%

Student Enrollment & Learning Management

System (LMS)

• Student Enrollment Access Database

• LMS eLearning course completion assessments

• LMS ILT course completion assessments

• LMS Student pass/fail tracking

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Integrated Approach

Education, Process, and Implementation

Integration across strategic project components and delivery

Education services aligned to installation phases

Process analysis a work-driver for education, implementation design, testing, and Web Framework menus

All teams coming together

Education and Implementation IntegrationEducation and Implementation Milestones:

GO LIVE Integration

Testing Build Phase

Design

Phase

Post Live

Training

Scope

Phase

Education

Planning

Session

Curriculum

Design

Courseware

(including eLearning)

Development

Training

for the Testers

Training

for the Super Users

End User

Training

Go Live

Support

Pathway to Education Planning

Pre-Design

Training

Session

Post Live

Training

Assessment

Build

Phase

Integration

Testing

Simulation

Testing

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Integrated Approach: Education, Process, and Implementation

Process Consultation

18 Department Reviews

Operational Workflows

Pain Points

Metrics, Measurements & KPIs

Return on Investment (ROI)

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Integrated Approach: Education, Process, and Implementation

Implementation

Web-Based Framework Design

Security Design and Build

Testing Coordination

Training Delivery

eLearning Learning Labs

Instructor-Led Classes Refresher Training

Knowledge Transfer and Organizational Return on Investment (ROI) Measurements

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GE Healthcare Centricity Business Education Strategic Management Tools

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Education Strategic Management Tools

Staff Inventory

Course Catalog

Courseware Planning Timeline

End-User Training Calculator

Student-Enrollment Access Database

Children’s Mercy Learning Management System (LMS)

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Staff Inventory & Process Analysis

Children’s Mercy Staff List

Compile staff list for student enrollment

Process Analysis

Process analysis of each department and “a day in a life” description of workflows and pain paints for each area within the Revenue Cycle Operations group.

Curriculum Development

Translates into ----->

Instructor-Led Training Courses

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eLearning Training Courses

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Courseware Development

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Courseware Development Timeline

GEHC Course Developer

V1 - GEHC Due Date

V1 - GEHC to

Customer Due Date

Date Delivered

V2 - GEHC to

Customer Due Date

Date Delivered

V2 -Customer

to GEHC Due Date

Date Delivered

Final Draft Delivered

Date

Intro to the Web FrameworkCB: Getting Started X. Yuan 12/5/2013 12/6/2013 12/8/2013 5/1/2014

Patient Services and InquiryPatient Services X. Yuan 12/5/2013 12/6/2013 12/10/2013 5/1/2014

Accessing PatientsAccessing Patients X. Yuan 12/5/2013 12/6/2013 12/8/2013 5/1/2014

Working with GuarantorsWorking with Guarantors X. Yuan 12/5/2013 1/10/2014 1/10/2014

Visit ManagementVM Intro and Patient Actions K. Perka N/A 5/1/2014

Hold Bills Worklist K. Perka 12/18/2014 12/19/2014 1/22/2014 5/1/2014

Visit Notes K. Perka 12/18/2013 12/19/2013 1/22/2014 5/1/2014

Alerts Manager K. Perka 1/8/2014 1/9/2014 1/23/2014 5/1/2014

Transaction Editing System (TES)

Document

End-User Training Calculator

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Centricity Business Applications

*Note: Time estimates are based in hours

1 2 3 4 5 6 7 8 9 10 11 12 13

Deactivating MRNs and Moving Visits 1Virtual Bed Board 3VM Case Management 0.5 0.5 Manage Transfers 1CBO Billing Activities 2 0.5 1 2CBO Deleting Charges/Charge Correction 0.5 0.25 0.5 4

Centricity Business Applications

*Note: Time estimates are based in hours

Courses# of Students

Class Duration in Hours

Class Duration (days)

Student Capacity

# of Classes Needed

# of Teaching

Days # of

Instructors

# of Business

Days

CBO Basics 93 16 2 14 7 14 1 14PFS Insurance Followup 47 4 0.5 12 4 2 1 2PFS Specialty Billing 22 4 0.5 12 2 1 1 1PFS Cash Posting 14 4 0.5 8 2 1 1 1PFS Customer Service 20 8 1 10 2 2 1 2PFS Credit Balances 12 4 0.5 10 2 1 1 1

Student Enrollment Database

Combines staff list, course catalog & training calendar

One point of access for all student enrollment and integration with the Learning Management System

Managerial and staff reports showing who is enrolled in what course with identified prerequisites

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Key Performance Indicators

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Key Performance Indicators

Sustainable Education Program

Implementation training

New hire usability

Targeting performance objectives of each role, based on workflows

Curriculum tailored to design customizations including policy and procedure

Knowledge support at every step of implementation and beyond

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Key Performance Indicators

Enhance Revenue

Charge Edits for cleaner claims

Charge edit metrics on edit resolution times and issue tracking

A/R management metrics on account resolutions managing by exception

Measure collection dollars pre and post go-live to quantify proactive collection processes using system work lists

Measure days in A/R pre and post go-live

Measure gross collection pre and post go-live

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Key Performance Indicators

Reduce Costs

Measure the number of statements produced pre and post go-live

Measure reduction of patient calls pre and post go-live

Reduce Denials

Measure volume of denials pre and post go-live to quantify cleaner claims

Track denial codes by payer to analyze payer rejections

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Key Performance Indicators

Eliminate Lower-Level Paper Work in Billing Processes

Measure the number of self-pay accounts returned from the outsourced partner for patients that have insurance coverage

Track the number of interface issues to ensure a down-trend in rework and entering data in two systems

Improve the Patient Experience

Reinforce that the patient is known throughout the organization and create a seamless patient encounter with easy access to patient and guarantor information

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Key Performance Indicators

Improve Overall Efficiencies

Measure learning implementation outcomes by course completions, pass/fail marks, and for new-hire training measure length of time new staff are able to matriculate into department operations

System communication processes using user-defined alerts for quicker employee resolution

Improve Reporting Throughout the Organization

Track report calls to IS pre and post go-live

Track report activities in Data Services pre and post go-live

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Children’s Mercy and GE Healthcare Implementation Project Team Strengths

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Project Team Strengths

Strong customer project leadership

Customer project leadership empowered to make decisions

Customer and GE Healthcare commitment to succeed

Forward thinking teams

Eager for change

Use Return on Investment (ROI) metrics to quantify success

Circle back to business requirements to tie in ROI

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Questions

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Want to learn more aboutCentricity Business Knowledge Solutions?

Contact:

Karen Perkakaren.perka@ge.com