2016 - acdis cdi salary survey.pdf · the number of respondents to acdis’ 2016 cdi sal- ......

an Association of Clinical Documentation Improvement Specialists publication www.acdis.org

2016CDI SALARY SURVEY

2 Salary Survey | 2016 © 2017 HCPro, an H3.Group brand

Salaries flat, but options open for career growthThe number of respondents to ACDIS’ 2016 CDI Sal-

ary Survey increased to more than 1,000—up from just over 800 in 2015. Unfortunately, the increased participa-tion didn’t correlate to a large bump in salary ranges.

Salaries of those in the $70,000–$79,999 range rose by just 2%, as did those earning $80,000–$89,999 (which grew from 15% to 17%). Those earning $90,000–$99,999 rose by a very slim 0.5%. Those earning $100,000 to $109,999 fell from 11% to 7% year-over-year, and those earning $110,000 or more crept up by 0.3%. Those earning less than $69,999 remained the same at about 26%, and the number of those earning $59,999 or less increased by a little over 2%. (See Figure 1.)

The $70,000–$79,999 range is where Janice Gaskins, RHIT, CCS, director of coding and CDI at Baptist Health in Lawtey, Florida, says the salaries of her nearly 15 staff members fall. It was, however, “only this year we were able to get our salaries up to that point,” she says.

Professional backgrounds

Although Baptist seeks both coding and nursing pro-fessionals to fill its open CDI positions, applications come principally from those holding registered nursing (RN) credentials, Gaskins says.

In fact, RNs made up 77% of survey respondents, consistent with last year’s findings, but up slightly from 2013’s survey, where 72% reported having the RN cre-dential. (See Figure 2.)

The second most commonly reported certification was ACDIS’ Certified Clinical Documentation Special-ist (CCDS) credential, at 45% for all respondents. When considering CDI specialists separately from related staff such as managers, that rose to 68%. For managers, 63% hold the CCDS. (See Figure 3.)

On the coding/HIM side, the number of Registered Health Information Administrator/Technician (RHIA/RHIT) credential holders decreased slightly year-over-year from 8% to 7%, but decreased significantly since 2013 when 11% of respondents held those certifications.

Those with the inpatient coding certification (CCS) have remained flat at 10% since 2013, as have those holding AHIMA’s Certified Documentation Improvement Profession (CDIP) certification at 5%. Those holding the AAPC’s Certified Professional Coder (CPC) credential fluctuated from 5% in 2013 to 3% in 2014 and 2015, then snuck back up to 5% this year.

Nevertheless, more of those holding the CDIP and CCS credentials (nearly 40% and 30% respectively) reported earning incomes of $110,000 or more. Less than 20% of those with RN, CCDS, or RHIA/RHIT cre-dentials reported earning that amount. (See Figure 4.)

Bear in mind, respondents were able to enter any and all certifications they hold, and those at the top of their CDI careers often possess multiple credentials. It’s not unusual to see RNs aspiring to earn their CCS as a mark of distinction or those managing CDI departments study-ing to take the CCDS or CDIP exams as an assertion of their knowledge and experience within the profession.

“Being at the top of your career and obtaining rele-vant credentials definitely helps make professionals more marketable and can help put an individual at the top of the list as someone capable of adapting to specialized roles within the department,” says Wendy Frushon Tsaninos, RN, CCDS, CCS, CMSRN, MSTD, an inde-pendent CDI specialist in Phoenix, Arizona.

Facilities need to recognize the level of experience and expertise associated with professional certification, says Gaskins. At Baptist, a teaching hospital, new staff—par-ticularly coders—receive mentoring and are required to obtain their CCS within a certain number of years. Those who review outpatient records should pursue related credentials, she says.

Staff members who come to a new position without already holding a CDI certification must obtain either the CDIP or the CCDS within two years. They need to sign an agreement form acknowledging this requirement, says Gaskins.

Employees who plan ahead can avail themselves of facility grants and other offerings to help pay for the cost


of training and sitting for exams. Those who pass their exam also become eligible for bonuses or pay increases, Gaskins says. If they do not pass, Gaskins’ team helps mentor and provide additional assistance so they can try again.

Demographics

When nurses transition to CDI roles, they expect to earn at least what they made as a bedside nurse, says Gaskins. Furthermore, many of these professionals have multiple years’ worth of experience, so they may be hired at a salary higher than what a starting nurse would make. Some CDI nurses, however, end up taking a cut in pay.

Many look to the role less as a chance for a pay boost, but more to move away from the rigors of bedside nurs-ing. This year’s survey mirrors past years in terms of CDI workforce demographics. Most (95%) are women aged 50 or older (60%). Gaskins’ team is slightly younger, in their late 40s and up, but they have been on the floor for more than 25 years, she says.

“A lot of nurses who are applying are seasoned and wearing out on the floor,” says Gaskins. “For them it’s not really about salary, but about getting off the floor.”

Those who’ve taken a salary cut aren’t necessarily happy about it, however. “CDI nurses should not accept subpar pay,” wrote one respondent. “Our effectiveness should be fairly compensated.”

“Our CDI department is all RNs,” wrote another. “We do not get paid on the same salary scale as bedside nurses despite our years of experience. I took a salary cut to move to CDI. These realities make it difficult to recruit experienced nurses to our department.”

Education levels

Most individuals working in the CDI field have a bach-elor’s degree (44.5%), followed by 30.5% of respon-dents who hold an associate’s degree or lower level of education.

Those in management roles, however, seem to have obtained higher education levels, with 20% of managers holding a master’s degree and 3.6% holding their doc-torate degree. (See Figure 5.)

Salaries follow suit: 28% of those with a master’s degree earn $110,000 or more, and nearly 40% of those with a doctorate degree earn that amount. (See Figure 6.)

“The time and financial commitments involved in obtaining an advanced degree may be worth it and entirely appropriate if the CDI specialist plans to stay in the field and have progressive roles for several years to come,” says Tsaninos. “More doors open to you when you have an advanced degree, from management to consulting to even positioning yourself better when in competition for roles.”

The complexity of the CDI role requires elevated expec-tations not only in terms of experience, but in education as well, Gaskins says.

“I wouldn’t hire someone without some level of college experience,” she says.

Traditional roles

In 2015’s salary survey, ACDIS asked participants to describe their role in the CDI profession as CDI reviewer, manager, physician advisor, or consultant.

According to this year’s results, 65% are CDI special-ists conducting concurrent record reviews and hailing from nursing backgrounds, while 7% perform that role but come from a coding/HIM background.

About 18% indicated they serve in a management role, with 16% indicating they serve specifically as a CDI pro-gram manager/director; only 2% serve in a directorship/manager role for another department such as HIM, qual-ity, finance, or case management. No physician advisors responded to this survey, and very few (3%) self-identi-fied as consultants. Figure 7 illustrates a breakdown of the core CDI roles year-over-year.

Managers earn the top salaries, with nearly 30% indicating they make $110,000 or more. Nurse-creden-tialed CDI specialists earn more than HIM/coding-certi-fied professionals, according to the survey; 30% of HIM specialists reportedly earn $59,999 or less and 31% earn $60,000–$69,999, compared with 10% and 18% of RN specialists earning that amount respectively. (See Figure 8.)


“It’s sad to see there is still the huge wage gap between nurses and HIM CDI professionals,” wrote one respondent.

At Baptist, coders and CDI specialists work closely together. Gaskins joined the team roughly four years ago, and learning the ropes wasn’t easy, she says. “I had to do a lot of research. I understood the concepts but not the practicality of the daily workflow,” she says. Now, she encourages a close working relationship between CDI and HIM and has helped establish effective pro-cesses, such as collaborative access to EHR documents and policies regarding how to handle coding/CDI DRG mismatches.

“We’re a team,” Gaskins says. “I’m very proud of them.”

Evolving opportunities

This year’s salary survey took an expanded look at roles and responsibilities to better identify the ongoing stratification of CDI’s station in the industry and capture the differences in reporting structures.

More CDI specialists indicated they have options for diversified roles, including:

■■ CDI preceptor/mentor (29%, up from 27% in 2015)

■■ CDI education lead (28%, up from 26%)

■■ Quality reviewer (27%, up from 22%)

■■ Denials manager/reviewer (9%, up from 6%)

The 5% increase in those who have an opportunity to conduct quality reviews illustrates an area of significant potential growth for CDI professionals and programs, as does the 3% increase in denials documentation review opportunities. (See Figure 9.)

Although Gaskins doesn’t have career ladders in place now, she plans to start stratifying objectives and offering new opportunities for employees once new hires get up to speed. Without additional roles and responsibilities, the program could become “difficult to manage,” she says, so Gaskins is looking into incorporating a possible CDI manager, team lead, and other positions to help out.

This year’s survey doesn’t show large leaps into alter-native settings—nearly 90% still work in short-term acute

care facilities. However, a slowly growing percentage (8%, up from 6% last year) listed “other” as their choice of work setting. Of those, many indicated they work in con-sulting, work remotely with a staffing firm, work across multiple facility types in a healthcare system, or work in outpatient areas such as physician practices and clinics. (See Figure 10.)

The focus of most CDI programs’ concurrent reviews remains CC/MCC capture, at 57% of responses (down from nearly 64% in 2014). This year, however, ACDIS asked whether documentation improvement regardless of outcomes was a priority, and 56% agreed. Severity of illness/risk of mortality (SOI/ROM) focus fell 7% year-over-year, from nearly 53% to 46%. (See Figure 11.)

The CDI team at Baptist has a multi-pronged approach, Gaskins says. It reviews all mortality records that do not have a level 4/4 SOI/ROM.

“It’s crucial,” she says. “As we’ve grown, we’ve taken that on, but really it’s a combination of both and an expansion of focus. If you think about SOI/ROM on all patients, then you’ll typically capture those CCs/MCCs if there are any. We want that chart to accurately reflect what’s going on with that patient. Period.”

Reporting structure

Most CDI programs continue to report to HIM (nearly 32%), followed by 18% who indicated their CDI program has its own manager/director. However, those reporting directly to a CDI manager/director fell 7% year-over-year, from 25% to 18%. Those reporting to case management continued to fall slowly—from 20% in 2014 to 16% last year, and to 14% in 2016. (See Figure 12.)

Baptist’s program may be unique in its reporting struc-ture, Gaskins says. Although technically deemed the coding department, CDI and coding report to the chief financial officer, while the HIM and EHR teams report up to IT, she says.

Years of experience

Advanced record reviews as well as advanced career opportunities often come as CDI programs and their staff mature, gaining proficiency with targeted reviews and expanding awareness regarding the interconnected


nature of medical record documentation throughout the healthcare system.

The plurality of facilities (20%) have had a CDI program in place for 7–8 years, followed in an almost even tie at 18% each for those with 5–6, 9–10, or 11 years or more of ongoing CDI efforts. In terms of personal experience, the plurality of respondents have between 3–4 years of experience in the role (25%), 1–2 years of experience in their current position (30%), and more than 11 years of experience at their current facility (42%). (See Figure 13.)

It’s difficult (if not extremely rare, says Gaskins) to find experienced CDI staff. Once hired and trained, facilities need to do all they can to retain them in a highly compet-itive market, she adds.

Those with more experience earn greater financial com-pensation for their work, generally speaking. According to the survey results, 21% of those with 11-plus years of expe-rience earn $110,000 or more, compared with just 13% of those with five years or less of experience. Nevertheless, the plurality of responses fell in the $70,000–$79,999 range regardless of time in the position. (See Figure 14.)

Growth in salaries could also be due to simple expan-sion of the industry and upward trends in compensation over time. Figures 15 and 16 illustrate overall CDI spe-cialist and CDI manager/director salaries year-over-year since 2013.

CDI specialists earning $90,000–$99,999 doubled from about 7.5% in 2013 and 2014 to roughly 13.5% in 2015 and 2016. Those earning $59,999 or less fell from about 20% in 2013 and 2014 to 11% in 2015 and 2016.

For managers, those earning $110,000 or more also nearly doubled, from roughly 14% in 2013 to nearly 30% in this year’s survey. Similarly, managers earning less than $59,999 dropped from 7% in 2013 to 1.5% this year.

“If you want people to stay with you, you’ve got to pay a competitive wage,” Gaskins says.

However, respondents aren’t feeling fairly compen-sated, even though 76% said they received a raise in 2016 (up from 73% the year before). Fifty-seven percent believe their salary hasn’t kept pace with the cost of liv-ing. (See Figures 17 and 18.)

“I am so sad to think that I may have to leave my job and the facility I love to be paid more with better bene-fits,” one respondent wrote.

Such feelings of dissatisfaction may be augmented by increased workloads. While nearly 55% of respondents said they work 32–40 hours per week, nearly 40% work up to 50 hours a week, and 6% work more than that. Furthermore, the majority of respondents (55%) don’t get paid for overtime.

In addition, survey results show roughly 33% of respondents have experienced a cut in their healthcare coverage, nearly 40% have weathered cuts to CDI con-tinuing education budgets, and 26% have had their travel budgets trimmed.

“The amount of money that each CDI may spend to keep up with ICD-10 and coding changes now comes directly out of their pockets, which, in the long run, only benefits the system and penalizes the CDI with less take-home pay,” wrote one respondent.

CDI specialists can turn to supplemental staffing as a way to increase their pay rate and even control their schedule (paid hourly by client vs. salary by hospital and working over 40 hours), Tsaninos says. Before pur-suing such an option, though, individuals should do their research and understand the complete picture of their benefits, compensation, and professional goals.

Benefits from supplemental staffing agencies or con-sulting work may not be as good as what a permanent employer can offer, she says, although such positions may be a good option for those looking for greater sal-ary progression than minimal annual raises.

“Temporary opportunities have different pay rates for each client. Agencies can differ in what they offer CDI staff who can travel versus those who only want to work remotely. If a CDI specialist is unhappy about sal-ary and has years of experience, supplemental staffing can serve an option to ‘priceline’ your salary,” Tsaninos says.

Staffing considerations

Many respondents, roughly 19%, serve facilities with around 200 beds. (See Figure 19.) Most programs with less than 100 beds have five staff members or less.


(See Figure 20.) Those planning on hiring additional staff members dropped slightly this year, from nearly 40% to just less than 35%. (See Figure 21.)

Geographic influence

It should come as no surprise that urban centers com-pensate employees at higher rates than rural areas, or that certain regions of the country pay better than others.

Those living in rural areas predominantly earn $59,999 or less (24%), while those living in suburban and urban areas predominantly earn $70,000–$79,999. Those earning top-tier salaries doubled for suburban and urban workers, from just 4% for those in rural areas to 8% and 9% respectively in the $100,000–$109,999 bracket, while those earning $110,000 was just 4% for rural area employees but 15% in both suburban and urban areas. Figure 22 illustrates the salary earned by most respon-dent who live in these areas.

Respondents living in the Pacific region (Alaska, Cali-fornia, Hawaii, Oregon, and Washington) earn the high-est wages, with 40% in the $110,000-plus salary range, followed by the Northeast (New England and New York), with nearly 23% earning the top salary slot. Most other regions followed overall norms, with the North Cen-tral, Western, and Southeastern regions earning about $70,000–$79,999. The overall lowest earners live in the South Central United States (Arkansas, Kansas, Louisi-ana, Missouri, Oklahoma, and Texas) and earn $60,000–$69,999. (See Figure 23.)

Remote opportunities

Opportunities for remote record reviews are increasing but haven’t yet taken hold, survey results show. Nearly

40% indicated that their program doesn’t have a work-from-home option, believing on-site CDI staff vital for physician engagement. Only 7% indicated their CDI pro-grams have full-time off-site/remote staff. (See Figure 24.)

Those who do work remotely seem to abide by two principles—100% remote, or one or two days at home. Survey results show 21% spend just 5%–10% of their time at home, followed by roughly 18% who spend 76%–100% of their time at home. Note that those responding “other” often indicated that remote reviews are not an option at their facility. (See Figure 25.)

Working for a staffing agency or working remotely can help offset the rising cost of living for some, says Tsaninos. Living in Arizona but working for a Boston facil-ity allows her to capitalize on the high salaries often allot-ted to those working in the Northeast while maintaining the lower cost of living associated with the Midwest, she says.

Career advice

No matter what career or professional advancement goals an individual holds, self-education, communica-tion, and networking often offer the best tools for growth, Tsaninos says. Personally, she’s attended conferences, written articles, and seen the fruits of those labors. During an assignment, Tsaninos negotiated a higher rate of compensation due to the reputation she’d built within the industry.

“It’s more of a word to the wise,” she says. “Your salary can increase by being a more active participant in the CDI community at large. More opportunities are bound to come one’s way by making oneself visible and show-ing passion for the profession.”


COMMENTS FROM THE FIELD

CDI professionals seek more compensationThose completing the 2016 CDI Salary Survey were

asked to provide additional feedback regarding their compensation. As in previous years, respondents are seeking additional bonus incentives based on their pro-ductivity or return on investment and wishing for better balance in pay across career disciplines. The following examples are from these open-ended responses.

Return on investment

■■ A good CDI can recover more revenue for a hospital than several good doctors. It’s time to acknowledge this and adjust salaries accordingly.

■■ In my opinion, since the CDI department pro-duces a large revenue annually, our salary should be commensurate with that reimbursement in the form of a substantial raise.

■■ The salary range for CDI should definitely be higher due to the fact that the CDI’s role impacts financial gain greatly for the hospital.

Nurses compensation

■■ Salary for CDI specialists is not enough, and there is not enough standardization in the field. I believe organizations recognize the value of CDI but that they do not quite understand what CDI is and how to best use it. Nursing, MDs, and HIM are dif-ferent specialties, and to find people with a mix of all should be adequately compensated. It is a very frustrating and stressful position and should be compensated as such. Trying to mesh the clinical world with the coding world is not an easy task when providers are not initially taught to do so, especially when CDI and coding staff have spent years gathering this understanding.

■■ CDI nurses should not accept subpar pay. Our effectiveness should be fairly compensated.

■■ We are no longer considered nurses and are con-sidered non-essential personnel.

■■ The CDI staff at our facility are on the same pay scale as the RNs. Here an RN is an RN is an RN regardless of the role. We receive raises through our contract with the union and step raises based on hours/years of service.

■■ We make considerably less than bedside nurses. After 25 years of nursing, I took a $3-an-hour pay cut to take the CDI position. Our department has not received a cost anal-ysis raise to make our salaries comparable to national and regional roles.

Coding/HIM compensation

■■ It seems that RN CDI salaries/opportunities in this facility are not commensurate with the regular coding staff.

■■ HIM specialists are underpaid; their salaries need to be reviewed based on their education and experience and at the same level as our RN CDI teammates.

■■ When I applied to my current position and attempted to negotiate a higher salary, I was told that my master’s in HIT had no impact. It was not a requirement. So how do I not use or separate my knowledge base acquired in a graduate pro-gram from my current job responsibilities? I asked HR how they expect to attract good talent with such poor salaries, but didn’t get a response. I’m tired of having my talents be exploited.

■■ The HIM-based CDIs in our department do the exact same job as the RN-based CDIs, yet we are paid less. The HIM CDIs have much more senior-ity in the CDI role, we developed the program, yet we are still paid less.

■■ Although I do the same as the RNs who have the same job description, I am paid less.

■■ I believe salary should be based on talent, skill, proven productivity, individual factors, and effectiveness on the job. Many sites pay HIM


professionals performing the same roles less than any RN, even when the coding professional may be senior, have more experience, more credentials, etc. This is inherently unfair. Same job should equal same pay.

Remote work

■■ Remote is the key to success and happiness. It just takes a great manager and director on-site to oversee the program and have team conference calls so everyone is on the same page.

■■ Consideration is being given to possibly working remotely two days a week or in bad weather. This would enable CDI to maintain relationships with physicians and would be a job perk for the employee.

Educational support

■■ Our facility does not pay our time to travel to/from off-site local ACDIS chapter meetings but will pay for the time actually spent in the meeting/conference.

■■ I’d appreciate it if we even got a budge in our edu-cational allotment. We currently have almost none. We have to pay on our own to attend the ACDIS national conference or our local chapter events.

■■ There has been no reduction of the compensation benefits noted in the survey because some of those items were eliminated in the past and never reinstated, i.e., travel, continuing education, meals, and entertainment (sorry, that one is just funny).

■■ Although our salaries have kept pace with industry standards, the amount of money that each CDI staff person may need to spend to keep up with ICD-10 and coding education now comes directly out of their pockets. This, in the long run, only benefits the system and penalizes the CDI with less take-home pay. As a manager, I am always looking for educational opportunities that are free, or low-cost, that I can provide for my staff.

Additional duties

■■ I work an average of 10 extra hours a week with-out compensation—no overtime pay, no additional time off. CDI specialists were salaried when it was discovered that this job required more than 40 hours a week to complete the workload.

■■ Our manager/director keeps adding more and more projects, job duties, and responsibilities to our plate. I am salary and already working more than 40 hours a week. Soon, I will be work-ing 45–50 hours a week to keep up with my responsibilities.

■■ I believe the average pay for CDI professionals should be increased based on the vast responsi-bilities that these individuals have and what they truly contribute to their place of employment.

Positive returns

■■ I have used this survey to fight for increasing salaries in our department. We were at least 5% below industry standards for our region, not including managerial or lead roles. We just recently submitted a new job description that reflected a more accurate representation of what this role is to our organization.

■■ As an RN and considering all the years and expe-riences I’ve had with different managers, I have to say that I have a superior manager and supervisor at my facility.

■■ We prevent lawsuits and coding errors. We pre-vent billing errors. We educate providers. We recover lost reimbursements. We facilitate peer to peers. We are administration as well as clinical experts. We serve a unique purpose, and wear many hats. We are CDI.

■■ When the value is truly looked at and combined with the changes coming (i.e., pay for perfor-mance), CDI is not going to be a luxury in any sense of the word. CDI will become a necessity!


Fig. 1 All CDI salaries year-over-year

$59,999 or less

$60,000–$69,999

$70,000–$79,999

$80,000–$89,999

$90,000–$99,999

$100,000–$109,999

$110,000 or more

0% 5% 10% 15% 20% 25% 30%

2016

2015

2014

2013

2012


Fig. 2 What are your credentials?

ACM

CCDS

CCM

CCS

CDIP

CPC

CPHQ

MD

MPH

RHIA/RHIT

RN

0% 10% 20% 30% 40% 50% 60% 70% 80%

2016

2015

2014

2013


All responses

CDI specialists

CDI managers

Fig. 3 Credentials by job title

ACM

CCDS

CCM

CCS

CDIP

CPC

CPHQ

MD

MPH

RHIA/RHIT

RN

0% 10% 20% 30% 40% 50% 60% 70% 90%


Fig. 4 CDI salaries by credential

$59,999 or less

$60,000–$69,999

$70,000–$79,999

$80,000–$89,999

$90,000–$99,999

$100,000–$109,999

$110,000 or more

0% 5% 10% 15% 20% 25% 40%

RN

CCDS

CDIP

CCS

RHIA/ RHIT

Fig. 5 Education levels by job type

Associate or some college

Bachelor’s degree

Graduate-level work or master’s degree

Master’s degree

Doctorate

0% 10% 20% 30% 40% 50% 60%

All responses

CDI specialists

CDI managers


Fig. 6 Salaries by education level

$59,999 or less

$60,000–$69,999

$70,000–$79,999

$80,000–$89,999

$90,000–$99,999

$100,000–$109,999

$110,000 or more

0% 5% 10% 15% 20% 25% 40%

Associate

Bachelor

Master

Doctorate

Fig. 7 Respondents’ roles in CDI

CDI specialist

CDI manager/supervisor

CDI consultant

Other

2015

2016

0% 10% 20% 30% 40% 50% 60% 70% 80%


Fig. 8 Salaries by job type

$59,999 or less

$60,000–$69,999

$70,000–$79,999

$80,000–$89,999

$90,000–$99,999

$100,000–$109,999

$110,000 or more

0% 5% 10% 15% 20% 25% 35%

All respondents

RN specialists

HIM specialists

CDI managers

Fig. 9 CDI specialist career ladder options

CDI education lead

CDI team lead

CDI denials manager

CDI quality reviewer

CDI preceptor

0% 10% 20% 30% 40% 50% 60% 70%

2015

2016


Fig. 10 Where do you work?

Acute care hospital

Ambulatory surgery center

Critical access hospital

Home healthcare facility

Inpatient rehab hospital

Long-term care hospital

Pediatric/children’s hospital

Other

0% 10% 20% 30% 40% 50% 60% 100%

2015

2016

Fig. 11 What is the main focus of your CDI program?

CC/MCC capture

Case-mix index

SOI/ROM

Core measures/quality

ICD-10-CM/PCS

Documentation

All payer

Other

2016

2015

2014

0% 10% 20% 30% 40% 50% 60% 70%


Fig. 12 To whom does your CDI department report?

Case management

Chief financial officer

Chief medical officer

CDI manager/director

HIM manager/director

Quality manager

Other

2014

2015

2016

0% 10% 20% 30% 40% 50% 60% 70%

As CDI specialist

At current position

At current facility

Of a facility’s CDI program

Fig. 13 Years of experience

Less than 1 year

1–2 years

3–4 years

5–6 years

7–8 years

9–10 years

11 years or more

0% 10% 20% 30% 40% 50% 60%


Fig. 14 Salaries by years of experience in current position

$59,999 or less

$60,000–$69,999

$70,000–$79,999

$80,000–$89,999

$90,000–$99,999

$100,000–$109,999

$110,000 or more

0% 5% 10% 15% 20% 25% 35%

> 11 years

5–11 years

< 5 years

Fig. 15 CDI specialist salaries year-over-year

$59,999 or less

$60,000–$69,999

$70,000–$79,999

$80,000–$89,999

$90,000–$99,999

$100,000–$109,999

$110,000 or more

0% 5% 10% 15% 20% 25% 30%

2016

2015

2014

2013


Fig. 18 Do you believe salaries have kept pace with the cost of living?

2013

2014

2015

2016

Yes

No

5% 10% 20% 30% 40% 50% 60% 70%

Fig. 17 Have you received a raise in the past 12 months?

2013

2014

2015

2016

Yes

No

10% 20% 30% 40% 50% 60% 70% 80%

$59,999 or less

$60,000–$69,999

$70,000–$79,999

$80,000–$89,999

$90,000–$99,999

$100,000–$109,999

$110,000 or more

0% 5% 10% 15% 20% 25% 30%

Fig. 16 CDI manager salaries year-over-year

2016

2015

2014

2013

0%

0%


Fig. 19 How many beds does your facility have?

50 beds or less

100–199 beds

200–299 beds

300–399 beds

400–499 beds

500–599 beds

600 beds or more

N/A

0% 5% 10% 15% 20% 25%

2015

2016

Fig. 20 Staff members by number of beds

Less than 100 beds

100–500 beds

More than 500 beds

5 or less

6–10

11–15

16–20

20 or more

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Fig. 21 Do you plan to hire new staff?

Yes

No

N/A2015

2016

0% 5% 10% 15% 20% 25% 30% 35% 40%

Fig. 22 What type of geographic area do you work in?

Rural (24%) $59,000 or less

Suburban (21%) $70,000–$79,999

Urban (23%) $70,000–$79,999


Fig. 23 What part of the country do you work in?

Northeast (22.8%)

$110,000 or more

Middle Atlantic (26.4%)

$90,000–$99,999

Southeast (30.4%)

$60,000–$69,999

South Central (28.1%)

$60,000–$69,999

Pacific (40.5%)

$100,000–$109,999

North Central (25.3%)

$70,000–$79,999

West (29.1%)

$70,000–$79,999


Fig. 24 Does your facility allow you to work remotely?

Fig. 25 How much of your time over the past year was spent working remotely?

No

Other

Not yet

Yes, full-time

Yes, part-time

Yes, by seniority

Other

76–100%

1–20%

30–40%

21–30%

41–50%

51–75%

5–10%

38.8%18.8%

7.0%

12.7%4.8%

15.1%

28.2%21.4%

4.8%

4.0%

17.6%

11%

5.8%

7.2%

2016 - acdis cdi salary survey.pdf · the number of respondents to acdis’ 2016 cdi sal- ......

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