measure success of role-based and blended education solutions for centricity™ business
TRANSCRIPT
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 [email protected]