Ahimajournal 2014 08 DL
Ahimajournal 2014 08 DL
Ahimajournal 2014 08 DL
A HIM A2014
E L ECT I
ON
Page
56
e Table)
(at the Head of th
E
HOW TO BECOM
A L E A DE R A ND
R
DECISION-MAKE
IN HE ALTHCARE
Welcome
TO THE DIGITAL EDITION OF THE
JOURNAL AHIMA
OF
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NAME
1
Cover
18
10
Presidents Message
Using Our Influence to Lead for the
Greater Good
12
pg. 26
In the theater of HIM, information governance is a
coming attraction thats generating ample buzz.
Features
22
Bulletin Board
17
Inside Look
HIM Must Shoot for the Moon
62
Calendar
26
63
Keep Informed
64
Volunteer Leaders
34
68
72
Addendum
Less for the Executive,
More for the Entry-Level
40
46
50
54
56
pg. 40
The myth that SNOWMED CT can be used in place of ICD-10 has
again reared its ugly head.
4/Journal of AHIMA August 14
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http://journal.ahima.org
Approaching the IT-asa-Service ModelSome
healthcare providers are
turning to IT-as-a-Service as
a way to supplement their IT
staff. The move is necessary
in order to better support high
maintenance EHRs and ensure
health information privacy
and security remains intact.
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ASSISTANT EDITOR/
ADVERTISING COORDINATOR Sarah Sheber
ASSOCIATE EDITOR
CONTRIBUTING EDITORS
Mary Butler
Meryl Bloomrosen, MBA, RHIA, FAHIMA
Sue Bowman, MJ, RHIA, CCS, FAHIMA
Angie Comfort, RHIT, CDIP, CCS
Angela Dinh Rose, MHA, RHIA, CHPS, FAHIMA
Julie Dooling, RHIA
Katherine Downing, MA, RHIA, CHP, PMP
Deborah Green, MBA, RHIA
Jewelle Hicks
Lesley Kadlec, MA, RHIA
Paula Mauro
Anna Orlova, PhD
Kim Osborne, RHIA, PMP
Harry Rhodes, MBA, RHIA, CHPS
Maria Ward, MEd, RHIT, CCS-P
Diana Warner, MS, RHIA, CHPS, FAHIMA
Lydia Washington, MS, RHIA
Lou Ann Wiedemann, MS, RHIA, CHDA, CDIP, CPEHR,
FAHIMA
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JOURNAL OF AHIMA MISSION
The Journal of AHIMA serves as a professional development tool
for health information managers. It keeps its readers current on
issues that affect the practice of health information management.
Furthermore, the Journal contributes to the field by publishing work
that disseminates best practices and presents new knowledge.
Articles are grounded in experience or applied research, and they
represent the diversity of health information management roles and
healthcare settings. Finally, the Journal contains news on the work
of the American Health Information Management Association.
EDUCATIONAL PROGRAMS
The Commission on Accreditation for Health Informatics and
Information Management Education (www.cahiim.org) accredits
degree-granting programs at the associate, baccalaureate, and
masters degree levels.
AHIMA recognizes coding certificate programs approved by the
Approval Committee for Certificate Programs. For a complete list of
AHIMA-approved coding programs and HIM career pathways go to
www.hicareers.com.
Journal of AHIMA (ISSN 1060-5487) is published monthly, except for the combined issue of November/December, by the American Health Information Management Association, 233 North Michigan
Avenue, 21st Floor, Chicago, IL 60601-5800. Subscription Rates: Included in AHIMA membership dues is a subscription to the Journal. The annual member subscription rate is $22.00 for active and
graduate members, and $10.00 for student members. Subscription for nonmembers is $100 (domestic), $110 (Canada), $120 (all other outside the U.S.). Postmaster: Send address changes to Journal
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Periodicals postage is paid in Chicago, IL, and additional mailing offices.
Notice of Policy
Editorialviews expressed in articles contributed to the Journal of AHIMA are those of the author(s) and do not necessarily reflect the policies and opinions of the Association, editorial review
board, or staff. Articles are not to be construed as endorsing any particular product or service. Advertisingproducts, services, and educational institutions advertised in the Journal do not imply
endorsement by the Association.
Copyright 2014 American Health Information Management Association Reg. US Pat. Off.
nuance.com/go/AHIMA2014
Clinical documentation
solutions that work.
Designed from the clinicians point of view, Nuances end-to-end clinical
documentation solutions use speech recognition to quickly and accurately
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Empower your physicians, nurses, and coders with a fully-managed,
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Presidents Message
In a healthcare ecosystem where volume-based models are shifting to valuebased ones, organizations will depend
more and more on the use of informatics to drive decisions. Our success will
depend on our ability to drill down to the
level of detail required to support evidence-based medicine and better business decisions.
As HIM professionals, our fundamental understanding of information governance positions us as a key resource
in facilitating related best practices for
our organizations. Greater access to secure data will be a catalyst for improving
overall population health. We are acutely
aware of how ICD-10-CM will help shape
population health and the great benefit
consumers and organizations will derive
from making the switch from ICD-9-CM
to ICD-10-CM/PCS.
At this point you are probably thinking
this is old news, right? I have addressed
all of the issues outlined above before,
and each of them are threaded into the
pillars of AHIMAs strategic planinformation governance, informatics, innovation, public good, and leadership. (Note:
leadership is the driving force behind the
success of the other pillars.)
But leadership isnt about obtaining a
degree, a credential, or even a position.
Its not management, a career path, or
even self-promotion. Its about using influence to achieve common goals for the
greater good.
As professionals, its imperative that
we break down silos and rivalries. We
know that the walls of HIM are barely
noticeable today and that there is no
value in territory. To gain influence you
have to build relationships and earn
trust. Educator and author Stephen R.
Covey, PhD, said, The job of a leader
is to build a complementary team where
every strength is made effective and ev10/Journal of AHIMA August 14
WHY
DO
OVER
13,000
TECHNOLOGY
We Process
3 MILLION
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Pages
of Medical Records per
SERVICE
4,300
DAY
4000
3000
1000
YOUR
FACILITY
Over
of experience
in the
protected
health
information
industry
KNOWLEDGE
to help keep
your facility
compliant
2000
Since
1976
37
YEARS
HIPAA-trained
Professionals
BOOTH
831
18
control
objectives
to achieve
SSAE 16 SOC1
audit certification
SECURITY
Learn why HealthPort
members trust us at
healthport.com/why
ity improvement in hospitals is starting to pay off, but much work remains
to make sure that all Americans have
access to high-quality care in every
setting, said AHRQ Director Richard
Kronick, PhD, in a press release.
US patients are receiving recommended medical services 70 percent
of the time, the report said. This percentagewhich shows the number
of individuals who did not delay or
defer recommended medical serviceshas remained the same since
2009. The study showed that rates of
some hospital-acquired infections are
beginning to drop while processes to
prevent hospital readmissions are
improving, such as adolescent vac-
83%
Source: HIMSS Analytics. 2014 HIMSS Analytics Cloud Survey. June 2014. www.himssanalytics.org/research.
The Mayo Clinic has already developed an app to integrate with HealthKit. When a patient undergoes a blood
pressure reading, for example, the
integrated app is automatically able
to check whether that reading is in
that patients personalized healthcare
parameters threshold, according to
a statement from Apple Senior Vice
President of Software Engineering
Craig Federighi. And if not, it can contact the hospital proactively.
Some experts have raised concerns
that in a market already largely controlled by Epic, providers could start to
feel pressure to adopt systems that are
compatible with the new Apple system.
HealthKit looks to move the information gathered by wellness apps beyond
a silo existence, giving consumers a
comprehensive picture of their health,
according to Federighi.
86th
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Thought Leader
Karen DeSalvo, MD, MPH,
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ahima.org/convention
#AHIMACON14
MX9727
Inside Look
e Table)
(at the Head of th
By Lisa A. Eramo
OME A
HOW TO BEC
DECISIOND
N
A
R
E
D
A
E
L
ALTHCARE
MAKER IN HE
just physicians. Some of these purchasing and operational decisions are made based on the best workflow for the clinician,
but HIM needs to incorporate standard requirements for good
documentation, Weaver says.
HIM professionals should also play a key role in acquisition
decisionsthat is, the decisions to purchase other facilities or
physician practices. Reed says organizations must defer to HIM
to answer questions such as Do the other organizations charts
meet compliance standards? and How does the other organization fit into the acquiring organizations mission and goals?
These questions will be incredibly important as accountable
care organizations, which allow different healthcare entities to
partner in the care of patients in order to reduce costs, continue to grow and providers become more consolidated as part of
larger healthcare systems.
Given their expertise theres no reason why HIM professionals shouldnt function at the top level in todays healthcare organizations, says Leslie Fox, MA, RHIA, CEO of Care Communications, based in Chicago, IL. In order to really be able to
influence more strategic decisions, you need to work alongside
the other C-suite professionals, she says. Every organization
should have a chief information management officer [CIMO].
I think its time. Fox says HIM professionals need to step up
and into this CIMO role as data becomes more important in
healthcare.
Still, experts agree that being a strong leader doesnt necessarily mean that one must serve in a specific leadership role such
as vice president, president, or even CIMO. You can be a leader
without being in a leadership position, Weaver says. You can
be a subject matter expert and someone who other people can
rely on.
HIM subject matter expertise is just as important as being able
to demonstrate strategic alignment to the business of healthcare, says Sean Stowers, director of learning services at Pearson
Learning Solutions. AHIMA is working with Pearson Learning
Solutions to develop a series of leadership courses that aim to
advance the careers of HIM professionals.
The courses will focus on faculty development, which educational professionals can use to help develop curriculum and
create a motivating environment; business and career courses,
which focus on business functions, career success, and critical
thinking; workforce education courses, which focus on areas
like communication, innovation, and accountability; and workplace learning courses in areas like leadership, negotiation,
managing teams, and coaching. The more that HIM professionals can embrace the idea that the sanctity of the data has
meaning for the healthcare organization or the payer, the more
theyll be able to adopt that strategic mindset, Stowers says.
HIM professionals have much to learn from other professions
that have already undergone similar transformations and tread
the path to leadership, says Stowers. If you look at the rise of the
IT initiative and the time when IT really became the imperative,
youre really talking about Y2K, he says. That was the late 90s
when there were big massive systems changes. Stowers says IT
professionals moved into the spotlight because they possessed
the technical knowledge necessary to achieve this major conJournal of AHIMA August 14/19
version. HIM can learn from this experience and use the healthcare data revolution to achieve greater recognition as well.
In the late 80s, organizations didnt even have an IT department, says Doug Harward, CEO of Training Industry, Inc.
Now, in many organizations and companies the chief technology officer or chief information officer is one of the most powerful functional leaders.
Ironically, there is often tension between IT and HIM. This
tension sometimes results in the omission of HIM from certain
conversations or initiatives, Reed says. Consider the federal governments meaningful use EHR Incentive Program. Although
IT can implement the technical requirements for meaningful use, the act of reporting and releasing data out of the EHR
to meet the Centers for Medicare and Medicaid Services program requirements falls under HIMs domain. HIM professionals must advocate for the value that they bring to the table and
learn to work together with IT as well as all departments within
the organization, Reed says.
Its important to acknowledge that being a leader doesnt also
necessarily equate to serving on a specific committee or attending a specific meeting, Fox says. Its about being present in the
organization all the time engaging in conversations, she says.
You have to have a voice, but its up to you to have that voice
and to make your voice heard.
Fox says that in many organizations, decisions are made long
before the actual meeting in which theyre formalized. HIM professionals must be involved in these discussions from the beginning, she adds.
I dentify your organizations specific pain points. Superb leaders know how to address pain points in a highly
articulate and efficient manner. For some organizations,
the pain point is the conversion to ICD-10-CM/PCS. For
others, its meaningful use, or an EHR implementation, or
a whole host of other initiatives going on in healthcare today. HIM professionals must scope out the pain point and
then identify specific ways in which they can contribute to
solving that pain point, Weaver says.
Identify these pain points by having direct and open
conversations with hospital executives. HIM professionals can ask their CEO to identify the organizations shortterm and long-term visions and goals and then brainstorm
ways in which they can help meet these goals, Fox says.
regulations that affect strategic goals and initiatives. E-mail relevant articles to members of the C-suite regularly. Ensure that
others, including the C-suite, understand the importantand
evolvingrole of HIM, Reed says.
Improve
documentation,
and watch your
revenue soar.
HOW TO
Lead Your
Organization in
Compliance,
Ethics, and
Customer Service
HEALTH INFORMATION MANAGEMENT PROFESSIONALS CAN HELP
ORGANIZATIONS CREATE A CULTURE OF COMPLIANCE
By Ben Burton, JD, MBA, RHIA, CHP, CHC
PLEASE PRESS
FOR MORE INFO
TODAYS HEALTHCARE ORGANIZATIONS must field a constant bombardment of both new and evolving regulations that
dictate how, when, or where patients may receive care. The
changing regulatory landscapecombined with the fact that
the government is recovering $16 for every dollar spent to combat fraudis forcing healthcare entities to search for better ways
to keep current with these standards, minimize the likelihood
an employee or department will engage in non-compliant activity, and reduce fines that may be imposed should the organization be convicted of violating the law.1 As a result, healthcare
organizations are increasingly choosing to create a corporate
compliance program.
in compliance. Healthcare entities that are larger or more complex may choose to appoint numerous local compliance officers
who report to one chief compliance officer.
Notes
1. Gamble, Molly. U.S. Recovers $16 for Every $1 it Spends
Fighting Civil Healthcare Fraud. Beckers Hospital Review.
October 22, 2013. http://www.beckershospitalreview.
com/legal-regulatory-issues/u-s-recovers-16-for-every1-it-spends-fighting-civil-healthcare-fraud.html.
2. United States Sentencing Commission. Chapter Eight
Sentencing of Organizations: Part B Remedying Harm
from Criminal Conduct, and Effective Compliance and
Ethics Program. 2012 Guidelines Manual. November 1,
2012. http://www.ussc.gov/Guidelines/2012_Guidelines/
Manual_HTML/8b2_1.htm.
3. Office of Inspector General. Corporate Integrity Agreements. https://www.oig.hhs.gov/compliance/corporateintegrity-agreements/index.asp.
4. United States Sentencing Commission. Chapter Eight
Sentencing of Organizations: Part B Remedying Harm
from Criminal Conduct, and Effective Compliance and
Ethics Program.
5. Office of Inspector General. Compliance Guideance.
https://www.oig.hhs.gov/compliance/compliance-guidance/index.asp.
6. AHIMA. HIM Career Map. Health Information Careers.
http://www.hicareers.com/CareerMap/.
7. United States Sentencing Commission. Chapter Eight
Sentencing of Organizations: Part B Remedying Harm
from Criminal Conduct, and Effective Compliance and
Ethics Program.
8. Department of Health and Human Services. Breach Notification for Unsecured Protected Health Information.
Federal Register 74, no. 162. (August 24, 2009): 45 CFR
164.530. http://www.gpo.gov/fdsys/pkg/FR-2009-08-24/
pdf/E9-20169.pdf.
9. Office of Inspector General. Work Plan for Fiscal Year
2014.
http://oig.hhs.gov/reports-and-publications/archives/workplan/2014/Work-Plan-2014.pdf.
Ben Burton ([email protected]) is director of health information
and compliance at InterMed.
Journal of AHIMA August 14/25
INFORMATION GOVERNANCE
A LOOK AT HEALTHCARE INFORMATION GOVERNANCE
TRENDS THROUGH PRACTICAL CASE STUDIES
Initiatives Driving IG
WITH THE CURRENT environment of incentives and requirements for adoption and implementation of health information technology becoming more complex, the need
to ensure the quality and integrity of healthcare information
has become even more important.
Some of the programs and initiatives driving the need for
information governance include:
ICD-10-CM/PCS implementation
Accountable care organizations
Meaningful use EHR Incentive Program
E-discovery
A desire to realize the full benefits of EHR implementation
Outpatient Visits
Staff
Inpatient Beds
20,000
300,000
4,000
600
600,000
70,000,000
300,000
20,000
200,000
10,000,000
40,000
5,000
34,000
5,000
500
high rate of patient matching errors in the enterprise master patient index
Need for updating access controls that ensured appropriate security levels for those caring for patients
Need for better security of protected health information
in order to comply with stricter regulatory requirements
While these organizations focused initial efforts on patient
data and EHRs, future initiatives within these organizations will
also include the implementation of additional processes that
support some of the other IG business drivers cited above.
IG Challenges Identified
The organizations that were studied reported many challenges
that led to the development of an IG program. There were challenges associated with the management of health information
in the electronic environment because of problems like duplicate patients that had gone unnoticed in the paper environment, as well as a lack of staff training on appropriate use of the
documentation tools in the EHR.
Challenges noted in setting up an IG program included creating a culture of change, ensuring that communication was
reaching staff at all levels of the organization, and prioritizing
incoming requestssuch as report requests, requests for new
technology, or upgrades to existing systemsto ensure that the
work that was most important was completed first.
Once the challenges had been identified, change management was addressed through organization-wide and department level meetings to explain the program to staff and solicit
their feedback. To ensure that the most important work was
completed quickly, the IG teams prioritized the requests they
received based on such criteria as organizational need, regulatory requirements, and the alignment of the product or process
with strategic goals, budgets, or staffing. Communication had
been difficult because many entities within the same organization viewed themselves as independent and often desired to
remain autonomous. These challenges with communication
were addressed through the development of organization-wide
scorecards that shared the goals and results of the IG program
with all staff at every location within the organization.
28/Journal of AHIMA August 14
IG Goals Identified
The goals of the information governance programs included
developing processes to ensure better coordination of care
throughout the entire organization; a desire to maintain a competitive advantage in the geographical regions that were being
served; and ensuring that the organizations were analytics-driven, leading to better performance and outcomes.
The act of managing information at the individual entity level
was not allowing these organizations to capitalize effectively on
the economy of scale that could be realized through a centralized governance process, the case study revealed. The organizations said prior to the IG program they were not nimble and
could not respond quickly enough to information requests. They
also had difficulty obtaining accurate information for reporting.
A shared IG goal was to be able to rapidly respond to requests
for information and ensure that it was reliable and complete.
These organizations recognized a need for formal information
governance initiatives. They hoped to benefit by using trustworthy information to improve decision making, patient care, and
safety. They needed to be able to protect sensitive data while at
the same time allowing necessary access to eliminate impediments for staff that made it difficult to accomplish job duties.
Clinical staff desired better and more accurate information on
outcomes, and financial leadership needed more precise information to ensure the organizations could meet financial goals.
Team or Subgroup:
Technology, Systems,
and Processes (may
include ad hoc groups)
Executive Leadership
IG Core Team
(IT, HIM, Business
Office, Finance, Risk,
Clinicians, Nursing,
Legal, Compliance)
Team or Subgroup:
Policies, Procedures,
and Workflow (may
include ad hoc groups)
Department Leaders/
Data Stewards
For most organizations, a program charter or similar document was drafted and approved, and a core committee with
representatives from appropriate business areas was then
assembled. Activities were undertaken to finalize processes
based on the unique strategic needs and capabilities of each
organization.
The core committee was characterized by executive leadership with representation from HIM, clinical areas including
nursing staff as well as physicians and staff from the business
office, risk management, legal, finance, IT, quality, and compliance areas. The core team functioned as the approval body
for any new policies, technology recommendations, and report requests. The core team was also responsible for oversight
of the resolution of any identified problems or information-related issues that were identified by subgroups or department
leadership.
The executive leadership ensured that all necessary resources
were allocated and that team goals were aligned with organizational strategy.
Common functions of the IG core team included:
O versight of the processes and policies related to information access, security, and confidentiality
Information integrity and quality
Information design and capture
Technology review and recommendations
Record content and information management
Information analysis, use, and exchange
In addition to core IG committees meeting regularly, sub-
groups from operational areas were commonly utilized to assist when needed to develop policies, review report requests, or
evaluate proposed technology. The subgroup members would
make recommendations to the core team regarding the purchase of additional technology, needed system modifications,
design of new workflows, development of new order sets or documentation flow sheets, etc. This allowed the end users to be
involved in the design or purchase decisions related to the new
tools. Additional staff members were also brought in to participate on these various subgroups at the request of the core team.
As a supplement to the core team and subgroups, these organizations often designated individual department leaders as
data stewards for their respective business units, with those department leaders then reporting up to the IG core committee.
The data stewards role included:
Creating and maintaining policies and procedures such
as defining access requirements or developing new workflows for their areas of responsibility
Monitoring reports as published in scorecards with responsibility for implementing any necessary improvements
Resolving any data integrity or quality issues
Providing communication to staff related to IG initiatives
Identifying existing data or information sources
Recommending and testing any new technology in their
respective area of responsibility
Each organizations program design was reflective of its structure. The organizations typically utilized existing staff to fulfill
Journal of AHIMA August 14/29
going support, and communication of the goals of the information governance programs in all of the organizations studied.
IG Benefits Realized
Some of the benefits reported in the case studies due to the implementation of an IG program included:
Improved ability to track quality outcomes and quicker
turnaround times on report requests
Ability to participate in health information exchange
by addressing the accuracy of patient data for improved
identity matching
Increased patient engagement accomplished through the
ability to share data with patients
Greater collaboration with physicians, leading to overall
better care documentation
Lower costs due to shared purchasing of equipment and
supplies
The organizations that participated in the AHIMA study said
they have made progress with improving their quality measures
due to the IG program. Some have plans to start using predictive
analytics to improve population health management. Physician
productivity reporting is in place, as are more accurate master
patient indices that allow sharing of patient information across
each enterprise due to the programs. EHR functionality has
IG as an Enabler
The case studies reflected that organizations view IG as an enabler of business strategies. IG programs are seen as a strategic
necessity that allow organizations to implement information
capture enhancements that help meet initiatives like ICD-10CM/PCS, meaningful use, health information exchange, quality measures, participation in ACOs and other new care delivery
and payment models, and the use of analytics for population
health management. Each organization that was studied has
already incorporated information governance into enterprisewide strategic planning, and all are keeping the entire organization informed of the success of the program.
Lead
ead
at a higher
level
BEGIN
TODAY
BA IN HEALTH
INFORMATION MANAGEMENT
Visit online.sjcme.edu/ahima or call 800-752-4723
for more information.
Notes
1. American Medical Association. Getting the Most for Our
Health Care DollarsHealth Information Technology.
www.ama-assn.org/resources/doc/health-care-costs/
health-info-technology.pdf.
2. Thomas Gordon, Lynne. Information Governance for
the Health Care Industry Now Is the Time. iHealthBeat.
February 3, 2014. http://www.ihealthbeat.org/perspectives/2014/information-governance-for-the-health-careindustry-now-is-the-time.
3. Iron Mountain. When Health Systems Merge, Smarter
Healthcare Information Management Keeps the Peace.
www.ironmountain.com/Knowledge-Center/ReferenceLibrary/View-by-Document-Type/General-Articles/W/
When-Health-Systems-Merge-Smarter-Healthcare-Information-Management-Keeps-the-Peace.aspx.
4. Gartner. IT Glossary: Information Governance. www.
gartner.com/it-glossary/information-governance.
5. SAP. Governance from the Ground Up: Launching Your
Information Governance Initiative. 2011. http://www.
sapexecutivenetwork.com/files/Governance_from_the_
Ground_Up_(EN).pdf.
Read More
Information Governance Program Case Studies
www.ahima.org/topics/infogovernance
The complete information governance program case studies summarized in this feature article are available on the AHIMA websites
information governance page. The case studies include additional
details on how four different healthcare systems instituted information
governance programs. AHIMA developed the case studies to serve as
an example for other healthcare organizations interested in implementing their own information governance programs.
Ad Space
NAME
33
Realigning
HIM to the
New Healthcare
Environment
CASE STUDIES IN HIM TRANSFORMATION
DUE TO ACCOUNTABLE CARE AND
PAY-FOR-OUTCOMES INITIATIVES
By Patricia Bower-Jernigan, RHIA, Ann Chenoweth, MBA, RHIA, and Jaime James, MHA, RHIA
THE AFFORDABLE CARE Act has been a catalyst for the transition to pay
for outcomes. Through the Centers for Medicare and Medicaid Services
(CMS) Innovation Center, dozens of new payment and service models
have emerged that promise to deliver better care throughout the United
States at a lower cost. Changes in healthcare payment have also been fueled by state-level and commercial payer initiatives. These initiatives go
by many namesvalue-based purchasing, accountable care, quality collaboratives, shared savings, patient-centered medical homes, and bundled payments. Although these programs differ in significant ways, they
share a common objective in measuring, comparing, and incentivizing
the quality of care.
The challenges associated with evolving care delivery models and outcomes-based payment are further compounded by an unprecedented
information explosion owing to the proliferation of data from clinical
information systems, electronic health records (EHRs), and connected
health devices. To advance population health and other quality initiatives, this data must be accessed from disparate entities across healthcare
and turned into actionable intelligence.
In todays changing healthcare environment, health information management (HIM) is being called on to innovate to support care transformation. Advancing organizational goals around population health and
accountable care, ensuring data integrity, and better management of enterprise information requires a new brand of leadership.
Two large US health systems, Banner Health and Allina Health, have
spent the past five to seven years confronting the profound changes oc34/Journal of AHIMA August 14
curring in healthcare. For Banner Health, this involved a systemwide reorganization of care delivery that led the HIM services
(HIMS) department to begin its own process of transformation.
At Allina Health, the inefficiencies of fragmented coding teams
and competing reporting structures caused Allina executive
management to look for innovative ways to achieve integration.
Using case study examples from both organizations, the following examines different approaches to HIM transformation,
evaluates lessons learned, reports on the results of both organizations efforts, and makes recommendations for HIM colleagues about to embark on a similar journey.
For both organizations, success depended on innovative approaches to four key elements:
Staff assignments and reporting structures
Communication and buy-in
Workflow standardization
Education
14_Aug.indd 35
7/22/14 2:37 PM
Workflow Standardization
Since Banner works with three EHRs, each with various interface models, Banners clinics had come up with specific processes and workarounds to achieve their specific goals. HIMS
36/Journal of AHIMA August 14
management scheduled a coding visioning session with department administrators and physician leaders to set the foundation for workflow standardization. The session focused on key
assumptions, such as gaining consensus that providers would
have coding support and that technology would be used to reduce the use of paper fee slips. These are still being passed to
coders in some clinics despite having the information documented in the ambulatory EHR. Next, Banner documented best
practices within the existing workflows. By engaging practice
administrators, clinic staff, and the coding team early on, they
felt part of the process and the solution. As a result, Banner was
able to reduce more than 70 workflows down to approximately
10 workflows.
Confusing and competing workflows were the norm at Allina, given that 11 different coding managers reported up
through different chains of command. Throughout its consolidation initiative, Allina standardized workflows, focusing on
coder efficiency and accurate data for hospital profiling, reimbursement, risk adjustment, and quality reporting. Efficiency gains allowed for decisions to be made more quickly and
opened the door for further standardization. Home-grown,
web-based software measures productivity against standards
developed using time studies, and regular and random reviews of quality outcomes data have been instituted to track
coder competency.
Despite significant differences between ambulatory and acute
care/hospital processes, neither organization wished to reinvent the wheel. Successful workflows from the acute care setting
were applied to the ambulatory environment, modified where
appropriate, and then periodically reassessed to ensure ongoing effectiveness.
Education
In consolidating operations, both organizations identified the
need for a centralized structure that provides education to coders, providers, and office staff on documentation, coding, and
billing practices. This includes establishing unified processes to
monitor and ensure that documentation and records support
the charges and diagnoses coded and billed.
At Allina, providers now receive one-on-one education within
the first week of joining the health system. Training covers the
basics of CDI and includes a review of the providers actual documentation over a number of days. Education emphasizes how
essential the partnership is between the provider and the coder.
There is one-to-one follow-up with providers during the month
after initial training to reinforce training principles. Allina also
implemented a new coder education process, which consists of
a robust training hub that establishes coding proficiency according to service, allowing the coder time to achieve accuracy
by practicing with training examples. After testing, the coder
moves on to the next service.
HIMS leadership at Banner recognized the need for enhancing its education process upon reviewing the results of audits
conducted by the organizations ethics and compliance team,
Operational Assessments
Temporary HIM Management
Coding Validation Audits and Coding Support
Scanning and Transcription Analyses
Scanning Software Implementation Project
Management
Scanning Operations Management
CAC Guidance & RFP Management
CAC Implementation Management
800-274-1214
www.FirstClassSolutions.com
www.Cortrak.com
38/Journal of AHIMA August 14
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Myths of
ICD-10-CM/PCS
Three Myths of
ICD-10-CM/PCS
Three Myths of
ICD-10-CM/PCS
for distinctly different purposes and satisfy diverse user requirements. A standard clinical terminology enables clinicians to
represent detailed information in a consistent, reliable, and
comprehensive way.10
A clinical terminology such as SNOMED CT is an input system designed for the primary documentation of clinical care.11
It is the global clinical terminology that adds processable meaning to the EHR.12 When implemented in software applications,
SNOMED CT can be used to represent clinically relevant information consistently, reliably, and comprehensively as an integral part of producing EHRs.13
The International Classification of Diseases (ICD) is the international standard diagnostic classification that organizes content into meaningful standardized criteria and enables the storage and retrieval of diagnostic information for epidemiological
and research purposes.14 ICD is the foundation for the identification of health trends and statistics on a global scale. The ICD
defines the universe of diseases, disorders, injuries, and other
related health conditions. It organizes information into standard groupings of diseases, which allows for:
Easy storage, retrieval, and analysis of health information
for evidenced-based decision-making
Sharing and comparing health information between hospitals, regions, settings, and countries
Data comparisons in the same location across different
time periods15
ICD allows the counting of deaths as well as diseases, injuries,
symptoms, reasons for encounters, factors that influence health
status, and external causes of disease. It is the diagnostic classification standard for clinical and research purposes. These include monitoring of the incidence and prevalence of diseases,
observing reimbursement and resource allocation trends, and
keeping track of safety and quality guidelines.16
The International Classification of Diseases and Related
Health Problems, 10th Revision, Clinical Modification (ICD-10CM) is a US version of the World Health Organizations ICD-10
and was developed for use in reporting morbidity data in all
healthcare settings. The International Classification of Diseases
10th Revision Procedure Coding System (ICD-10-PCS) has been
developed as a replacement for Volume 3 of the International
Classification of Diseases 9th Revision (ICD-9-CM).
Classification systems are output rather than input systems and are not designed for the primary documentation of
clinical care. Classification systems group together similar diseases and procedures and organize related entities for easy retrieval.17 They group ideas for aggregation and analysis and add
statistical value to data.18 Essential to the big picture of healthcare, classification systems are intended for secondary data
uses, including:
Measurement of quality of care
Reimbursement
Statistical and public health reporting
Operational and strategic planning
Other administrative reporting functions19
Three Myths of
ICD-10-CM/PCS
sification or terminology to serve all clinical functions, multiple classifications and terminologies should be used for the
functions for which they are ideally suited, and only linked as
needed. Together terminologies and classifications provide the
common medical language necessary for interoperability and
the effective sharing of clinical data.26 Linked together, ICD
and SNOMED CT support better data collection, more efficient
reporting, data interoperability, and reliable information exchange in health information systems. Healthcare systems will
benefit from better data while reducing data capture and reporting costs. ICD-10-CM/PCS and SNOMED CT can both contribute to the improvement of the quality and safety of healthcare
and provide effective access to information required for decision support and consistent reporting and analysis.27
quality care, drive better treatments for populations of patients, and develop new payment delivery models.
The US market will miss out on the improvements in the
ICD-10 codes that align with todays diagnosis coding
needs, including the addition of laterality, updated medical terminology, greater specificity of the information in a
single code, and flexibility to add more codes.
Skipping ICD-10 will impede the ability of the industry to
build on their knowledge and experience of ICD-10, which
is expected to be needed for ICD-11. Learning the medical
concepts, training efforts, and overall implementation efforts for ICD-11 will be more challenging if ICD-10 is not
implemented first.
Implementing ICD-10 is expected to reduce payers reliance on requesting additional information, known as attachments, which could reduce burdens on physicians,
but this opportunity would be delayed until ICD-11 if ICD10 is not implemented.
The timeframe to have ICD-11 fully implemented could be
as long as 20 years, unless there is a strong commitment
by the industry to implement it faster.33
Notes
1. AHIMA. ICD Timeline. May 15, 2014. http://library.
ahima.org/xpedio/groups/public/documents/ahima/
bok1_050688.pdf.
2. Ibid.
3. Bowman, Sue. Why We Cant Skip ICD-10. Journal of
AHIMA website. April 5, 2012. http://journal.ahima.
org/2012/04/05/why-we-cant-skip-icd-10/.
4. Averill, Richard and Rhonda Butler. Misperceptions,
Misinformation, and Misrepresentations: The ICD-10CM/PCS Saga. Journal of AHIMA website. June 20, 2013.
http://journal.ahima.org/wp-content/uploads/Week-3_
Journal of AHIMA August 14/43
Three Myths of
ICD-10-CM/PCS
Averill-and-Butler_final.pdf.
5. Ibid.
6. Ibid.
7. Averill, Richard and Sue Bowman. There Are Critical Reasons for Not Further Delaying the Implementation of the
New ICD-10 Coding System. Journal of AHIMA 83, no. 7
(July 2012): 42-48.
8. Averill, Richard and Rhonda Butler. Misperceptions, Misinformation, and Misrepresentations: The ICD-10-CM/
PCS Saga.
9. Ibid.
10. WHO-FIC. International Classification of Diseases (ICD)
and Standard Clinical Reference Terminologies: A 21st
Century Informatics Solution. May 2013. http://www.cdc.
gov/nchs/data/icd/Class_Term_InfoShee_May2013.pdf.
11. Bowman, Sue. Coordination of SNOMED-CT and ICD10: Getting the Most out of Electronic Health Record Systems. Perspectives in Health Information Management
Spring 2005 (May 25, 2005). http://library.ahima.org/xpedio/groups/public/documents/ahima/bok1_027171.pdf.
12. International Health Terminology Standards Development
Organisation. SNOMED-CT Adding Value to Electronic
Health Records. February 2014. http://ihtsdo.org/fileadmin/user_upload/Docs_01/Publications/SNOMED_CT/
SnomedCt_Benefits_20140219.pdf.
13. International Health Terminology Standards Develop-
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views with targeted individuals who were responsible for staffing HIOs. The results of the project focused on data exchange
and HIE activities, including those exploring opportunities in
education, training, and certification to enhance their knowledge and skills in this area.
The joint HIE workgroup recognized the need for additional
research beyond the findings of this research study to clarify
and refine the education, training, resource talent, and work experience necessary to provide a clear understanding of the professional skill sets and experience required for HIOs.
The joint HIE Staffing Model Environmental Scan Workgroup
recommended that future studies should be conducted on the
staffing and skill sets needed to support HIOs. The recommendations for future research topics that would benefit the industry included:
A focus on the evolutionary paths of HIOs over an extended period of time, including trends and shifts in staffing
needs as the HIO matures and service offerings are added.
Identification of any major differences in services and
staffing requirements between for-profit and not-for-profit HIOs.
Identification of key differences between regional, state,
and other (i.e., interstate or national) HIOs.
Identification of the staffing and skills required for service
offerings that include both traditional and emerging registries (i.e., cancers, transplants, etc.). These were not specifically identified as areas of growth by the participating HIOs.
Insufficient research exists regarding the professional education, knowledge, and experience necessary to staff HIOs. Identifying this gap in the research, the 2013 AHIMA HIE Practice
Council decided to identify the HIM roles and skill sets needed
for the HIO environment and to enhance the research started by
the joint AHIMA/HIMSS workgroup in 2012.
To do this, the 2013 HIE Practice Council voted to form the
Roles for HIM Professionals HIE Workgroup. This workgroup
then conducted focused one-on-one interviews with six HIM
professionals that had successfully transitioned into the emerging domain of health information exchange.
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| ANALYZING | IMPROVING | OPTIMIZING
ADVANCING
Federal Changes
Proposed for
eDiscovery
Litigation Rules
SEVERAL MODIFICATIONS WILL DIRECTLY IMPACT HIM
By Ron Hedges, JD
COURTS DONT REMAIN civil on their own. It takes well-crafted procedural rules, enforced by knowledgeable attorneys and
judges, to keep the American legal system humming along in
an orderly fashion. Aiding with the civility of the law is the Federal Rules of Civil Procedure (Federal Rules), a wide-reaching
set of congressionally approved court-based procedural rules
that govern civil lawsuits. In part, these rules govern processes
related to eDiscovery of health information, as well as set standards for preservation and spoliation of health information that
is, or could be, part of a civil lawsuit.
To help health information management (HIM) professionalswho often can be pulled into healthcare lawsuits due to
their work with patient records and health information systemsbecome leaders on these federal rules, the following
describes the framework of the Federal Rules, how the Federal
Rules control civil litigation in the United States courts, and how
this framework may change on December 1, 2015.
case, the amount in controversy, the parties resources, the importance of the issues at stake in the action, and the importance
of the discovery in resolving the issues, according to the Federal
Rules. Proportionality also applies when information is sought
from a non-party by subpoena. Whoever seeks the information
must take reasonable steps to avoid imposing undue burden
or expense on a person subject to the subpoena, according to
Federal Rule 45(c)(1).
The Federal Rules were amended on December 1, 2006 to explicitly address discovery of electronically stored information
(ESI)such as health information stored in an electronic health
record system. Rules 16(b) and 26(f )(2) were among those
amended that modified the eDiscovery procedures.
In 2006 Federal Rule 37(e) was adopted, intended to limit the
imposition of eDiscovery-related sanctions: Absent extraordinary circumstances, a court may not impose sanctions under
these rules on a party for failing to provide [ESI] lost as a result
of the routine, good-faith operation of an electronic information
system.
While the eDiscovery amendments are less than eight years
old, there may be more eDiscovery amendments coming soon.
2006 eDiscovery amendments to address the scope of preservation and spoliation. Given the increasing volumes of ESI that
might be discoverable, there was a widespread concern about
over-preservationthat is, a party erring on the side of keeping
expansive amounts of ESI rather than risking spoliation sanctions. Moreover, there was a widespread concern that the safe
harbor that Federal Rule 37(e) was intended to provide for the
routine loss of ESI turned out to be unavailable to most parties who faced a spoliation sanction. This dissatisfaction, among
other things, led to pending proposals to amend the Federal
Rulesseveral of which are discussed below.
pen, a party has to lose ESI with a specific state of mind. The rule
permits various unspecified remedial measures to be used if a
party is prejudiced by the loss of ESI.
Data Analytics
Leadership
Information Security
Project Management/
Risk Mitigation
EHR Implementation
800-686-1600 | davenport.edu
Leveraging the
LEADER-MEMBER
EXCHANGE
THEORY in HIM
By T.J. Hunt, MBA, RHIA, CHTS-IM
Editors note: This article is an excerpt from Leader-Member Exchange Relationships in Health Information Management, published
in the Spring 2014 issue of AHIMAs scholarly research journal Perspectives in Health Information Management.
What is LMX?
The LMX theory emphasizes the leadership process of interaction between leaders and followers. It asserts that leaders have
a unique relationship with each follower, rather than one leadership style or method that is applied to everyone. Leadership
on a dyadic level refers to effective relationships between a
leader and individual followers based on mutual trust, respect,
and commitment. Therefore LMX theory is different from other
theories of leadership that focus only on the leaders activities or
on the situation and environment. Building individual personal
relationships with high levels of mutual trust, respect, and commitment shared by both parties provides demonstrable benefits
to both leaders and followers.
54/Journal of AHIMA August 14
Leveraging Leader-Member
Exchange Theory in HIM
and success in any role. LMX may also benefit the professional workforce as a whole domestically and internationally. An
awareness of the potential benefits of the LMX concept in HIM
may support further inclusion of, or attention to, this theory in
formal degree and continuing education offerings.
T.J. Hunt ([email protected]) is an associate dean and assistant professor of health information management at Davenport University College
of Health Professions in Grand Rapids, MI.
Read More
Access the Full Text of this Article and Other
Research Pieces Online Now
http://perspectives.ahima.org/leader-member-exchangerelationships-in-health-information-management/
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Presidents Message
ELEC
T
2014ION
President/Chair-elect
Chrisann K. Lemery
MSE, RHIA, CHPS, FAHIMA
Melissa M. Martin, RHIA, CCS, CHTS-IM is chief privacy officer and HIM director for West Virginia University Hospitals. She is a third-year director with the
AHIMA Board of Directors (BOD) and serves as treasurer and finance committee
chair. Martin has also served on the governance and audit committees of the AHIMA
BOD. Martin is a past president and Distinguished Member of the West Virginia
Health Information Management Association (WVHIMA), having served as director
and secretary as well as chairperson for many committees. Martin co-authored the
HFMA Journal article Redeploying Your Workforce, and worked with Service Documentation Monthly Editors to publish the article WVUH Remote Coding Program.
She has presented recently on information governance, recovery audit contractors
(RACs), AHIMA volunteerism, leadership, and coding education programs to various groups such as the 3M Users Group, WVHIMSS, WVONE, WVHFMA, and various
AHIMA CSAs. She also participated in interviews with ADVANCE Magazine regarding information governance and co-presented Working Outside the Box: HomeBased Employees at the Annual National Institute for HFMA.
How to Vote
Voters Must:
Be an active AHIMA member
Enter their AHIMA ID number and
password for security purposes
Cast a vote before 11:59 p.m. CT on
Monday, August 18, 2014
Melissa M. Martin
RHIA, CCS, CHTS-IM
Directors
Sheila M. Green-Shook, MHA, RHIA, CHP is director of HIM and privacy offi-
Sheila M. Green-Shook
MHA, RHIA, CHP
cer at Evergreen Health in Kirkland, WA. Green-Shook was a member of the AHIMA
Convention Program Committee for six years and served as chair in 2008 when the
convention was held in Seattle, WA. She has served in many positions on the Washington State Health Information Management Association (WSHIMA) Board of Directors,
including advocacy and delegate positions, two consecutive terms as president, and
currently works as part of the Collaborative Task Force. The task force helped WSHIMA
co-host the third Future of Healthcare one-day conference in partnership with local
chapters of HIMSS, HFMA, and WSHEF. She is chair of the advisory board for the HIHIM program at Shoreline Community College and a member of the advisory board
for the University of Washingtons baccalaureate and masters HIHIM programs. In
2014 she received the WSHIMA Presidents Award.
Barbara J. Manor, MA, RHIA is vice president of HIM at Sisters of Charity Health
Barbara J. Manor
MA, RHIA
System based in Denver, CO, which is comprised of eight acute care hospitals and 200
clinics in Colorado, Kansas, and Montana. She has served two terms as president of the
Colorado Health Information Management Association (CHIMA). Manor has been
the recipient of the CHIMA Distinguished Member Award and the AHIMA Mentor Triumph Award. Past service for AHIMA includes many years as CHIMA Delegate in the
House of Delegates and serving on the AHIMA Nominating Committee, AHIMA Triumph Awards Committee, and eHIM Task Force. She is an adjunct faculty member at
Regis University in the HIM program, and is a noted speaker and writer on subjects of
HIM transformation, data stewardship, meaningful use, privacy, and ICD-10.
Debra K. Primeau, MA, RHIA, FAHIMA has over 35 years of experience in health
Debra K. Primeau
MA, RHIA, FAHIMA
Steven J. Steindel, PhD, FACMI recently retired as senior advisor for standards
and vocabulary at the Centers for Disease Control and Prevention (CDC). Steindel has
a doctorate in synthetic organic chemistry and has spent his career combining laboratory medicine and computer science. He has 10 years of clinical experience, most recently working at Piedmont Hospital, a 500-bed tertiary care center. For 10 years he
served as a computer consultant to the medical care industry, leading development of
commercial custom software for electronic data exchange and laboratory quality control and assurance. After joining CDC, he served on numerous internal and external
standards groups including X12, HL7, SNOMED, LOINC, WHO, and NCVHS subcommittees and workgroups. He has written over 100 articles on laboratory medicine quality control and assurance issues, terminology, and standards. Steindel is a board member of CAHIIM and is its current past-chair. He is also a Fellow of the American College
of Medical Informatics.
Steven J. Steindel
PhD, FACMI
Dwan A. Thomas-Flowers, MBA, RHIA, CCS is an independent contractor offering expertise in coding, management and general HIM operations, quality management, and revenue cycle. She currently serves as an ICD-10 consultant and as co-chair
of AHIMAs Clinical Terminology and Classification Practice Council. Other AHIMA
activities include serving on the Professional Ethics and Triumph Awards Committees,
the House of Delegates Best Practices and Standards and Operations Teams, and has
received an ACE designation. Involved in several professional associations, shes held
positions in AHIMA, Florida Health Information Management Association (FHIMA),
HIMSS, National Association of Health Services Executives (NAHSE), and Florida Association for Healthcare Quality (FAHQ). Thomas-Flowers is former chair of the
HIMSS ICD-10 Task Force, past president of FHIMA, and a recipient of multiple industry awards including two AHIMA Triumph Awards for Leadership and Mentoring and
two FHIMA Distinguished Member designations. A frequent instructor for CCS preparatory workshops and a sought-after presenter within healthcare, Thomas-Flowers
also publishes on coding and management in industry magazines.
Dwan A. Thomas-Flowers
MBA, RHIA, CCS
Susan White, PhD, RHIA, CHDA is an associate professor in the HIM and systems division at The Ohio State University where she teaches data analytics, healthcare
finance, and database courses and provides statistical support for researchers. She is
currently a member of the Council for Excellence in Education (CEE) Curriculum
Workgroup, has co-chaired AHIMAs Data Governance and Analytics Practice Council,
and served as a member of the Quality Initiatives and Secondary Data Use Practice
Council. White is the author of AHIMA Press books A Practical Approach to Analyzing
Healthcare Data and Principles of Finance for Health Information and Informatics Professionals. She presents regularly at the state and national level on data analytics, data
governance, and quality measurement. She is also the president and founder of Health
Policy Analytics, a consulting firm dedicated to assisting clients in analyzing large
claims databases to understand the impact of payment policy changes.
Susan White
CCHIIM Commissioners
Vote for 3 of the 5 candidates
Stacey Butler, RHIA, CDIP, CCS, CCS-P began her career in HIM over 17 years
Stacey Butler
ago. She is currently the coding and clinical documentation improvement (CDI) manager at Arkansas Childrens Hospital (ACH). Butler developed the ICD-10-CM/PCS
education plan for ACH coders and also held a leadership role in the implementation
of computer-assisted coding and the CDI program. She also works as a coding consultant for Nearterm Healthcare Solutions. Butler enjoys training and sharing information on coding and CDI, and had the opportunity to teach as an adjunct coding instructor at the University of Arkansas for Medical Sciences. Butler has served on the
Arkansas Health Information Management Association (ArHIMA) Professional Development Committee, AHIMAs CCS Exam Construction Committee, AHIMAs CCS
Exam Job Analysis Task Force, and is a program reviewer for the AHIMA Professional
Certificate Approval Program. Butler is an AHIMA-approved ICD-10-CM/PCS trainer
and a published writer on the subject of coding and coding education.
Diane E. Ferry, MS, RHIA is president and chief executive officer of Star-Med, a
Diane E. Ferry
MS, RHIA
regional health information management services and consulting company. She has a
bachelors degree in health information management and a masters degree in health
services administration. Ferry has been a director of HIM at two academic medical
centers and has been the chief operating officer of two national release of information
management companies. She founded her own release of information management
company in 2002 and serves as its president/CEO. She has been president of the Delaware Health Information Management Association twice and president of the Delaware chapter of the National Association of Women Business Owners twice. She is also
an adjunct faculty member in a HIM college program.
Committee Chair:
Tim Keough, MPA, RHIA, FAHIMA
KS
TH A N
IAL
ating
SPEC2014 Nomin
to the
ittee
Comm
Committee Members:
Gloryanne Bryant, RHIA, CDIP, CCS, CCDS
Jill Finkelstein, MBA, RHIA, CHTS-TR
Video Extra
A Conversation with
the 2014 AHIMA
Nominating Committee Chair
journal.ahima.org
14_Aug.indd 60
8/4/14 2:01 PM
Sally A. Gibbs
MA, RHIA, CCS
and the documentation and data quality manager for Sutter Health Ethics and Compliance Services. Her professional background is diverse, including working in corporate compliance, information services, consulting, acute care HIM, coding and coding
management, and HIM education. She also has clinical experience as a respiratory
therapist which provides a wealth of practical experience to draw on when evaluating
and setting standards for the certification of HIM professionals. Her team member and
leadership experience at AHIMA, the California Health Information Association, and
her local association have given Gibbs a broad perspective of the group decision making process as well as issues facing the healthcare industryparticularly HIM.
Erin Head, MBA, RHIA, CHTS-TR is a HIM professional, mentor, educator, vol-
Erin Head
unteer, and leader. Head is director of health information management and prospective payment systems at UF Health Shands Psychiatric Hospital and UF Health Shands
Rehabilitation Hospital in Gainesville, FL. Head is also an adjunct instructor of the
health IT program at College of Central Florida. Head has served in multiple roles with
the Florida Health Information Management Association (FHIMA) including director,
AHIMA chief delegate, and committee chair. She has served on several AHIMA committees including House Leadership, the Electronic Health Record Practice Council,
and the Professional Certificate Approval Program, and has served as facilitator for
AHIMA House of Delegates breakout sessions. As an accomplished speaker, Head has
presented on many topics including professional development, HIPAA, prospective
payment systems, electronic health records, and leadership. Head is a HIM graduate of
the University of Cincinnati and received her MBA from Saint Leo University.
Rosann M. ODell, D.H.Sc., MS, RHIA, CDIP is an HIM professional with expe-
Rosann M. ODell
D.H.Sc., MS, RHIA, CDIP
rience in release of information, cancer registry, clinical coding, healthcare documentation support, and education. She is also an AHIMA-approved ICD-10-CM/PCS
trainer. ODell currently serves on the AHIMA Consumer Engagement Practice Council and previously served on the Clinical Terminology and Classification Practice
Council as well as the Research and Periodicals Workgroup. She has authored journal
articles and presented on topics such as health policy, ethics, and consumer health
informatics. ODells other recent contributions to the profession include serving as a
reviewer for the journal Educational Perspectives in Health Informatics and Information Management, as well as providing expert review for a textbook on the topic of
electronic health records. ODell recently became a clinical assistant professor of
health information management at the University of Kansas Medical Center.
Calendar
SUNDAY
MONDAY
TUESDAY
WEBINAR:
WEDNESDAY
How Vendor
Neutral Archives
Meet HIM
Needs: Is VNA
Right for You?
THURSDAY
FRIDAY
SATURDAY
10
11
12
13
14
15
16
20
21
22
23
29
30
17
18
WEBINAR:
19
24
25
26
27
28
Mystic, CT
31
A Look Ahead
Keep Informed
SEPTEMBER
18-19
18-19
23
24-26
27-28
27-28
27-28
27October 2
Webinar: Using Social Media to Resolve Healthcare Issues Within and Across Organizations
October
22-24
October 23
November
13
November
17-18
November
17-19
December
1-3
December
1-3
Registration is now open for the Privacy and Security Institute, which takes place immediately before AHIMAs 2014 Annual Convention and Exhibit.
Every day, privacy and security officers must balance confidentiality, privacy, and security issues
of healthcare reform, advances in technology, and
workflow accommodations with the complexities of
regulatory disparity and laws such as HIPAA and
the final HITECH Omnibus Rules. Consumer education is critical and consumer trust issues continue
amidst a lack of industry standards and mandated
reporting of health information breaches.
Participants will learn from a line-up of experts
investigating critical industry privacy and security
topics. This meeting is an opportunity to expand
ones knowledge and stay abreast of the hottest
privacy and security trends today. More information
is available at www.ahima.org/events/2014septPrivacyInstitute.
CEO, AHIMA
Lynne Thomas Gordon, MBA, RHIA, CAE,
FACHE, FAHIMA
Chicago, IL
(312) 233-1165
[email protected]
President/Chair-elect
Cassi Birnbaum, MS, RHIA, CPHQ, FAHIMA
Senior Vice President of Health Information
Management and Consulting,
Peak Health Solutions, Inc.
San Diego, CA
(858) 746-7298
[email protected]
Nominating Committee
Tim J. Keough, MPA, RHIA, FAHIMA
(609) 936-2222
[email protected]
Envisioning Collaborative
Jennifer A. McManis, RHIT
(406) 522-4501
[email protected]
House Leadership
Laura W. Pait, RHIA, CDIP, CCS
(336) 946-1750
[email protected]
AHIMA volunteers also make valuable contributions as facilitators for Engage Online Communities. To locate the facilitator(s), go to a particular community, click on the Members tab, then click on the
community administrator link.
Indiana
Deborah Grider, CDIP, CCS-P
McCordsville, IN
(317) 908-5992
[email protected]
New Hampshire
Jean Wolf, RHIT, CHP
Gorham, NH
(603) 466-5406
[email protected]
Tennessee
Lela McFerrin, RHIA
Chattanooga, TN
(423) 493-1637
[email protected]
Alaska
Janie Batres, RHIA, CDIP
Anchorage, AK
(907) 252-7228
[email protected]
Kansas
Julie Hatesohl, RHIA
Junction City, KS
(785) 210-3498
[email protected]
New Jersey
Carolyn Magnotta, RHIA
New Egypt, NJ
(609) 758-8890
[email protected]
Texas
Terri Frnka, RHIT
Bryan, TX
[email protected]
Arizona
Christine Steigerwald, RHIA
Gilbert, AZ
(480) 292-8293
[email protected]
Kentucky
Meloney Mantsch, RHIA
Pittsburgh, PA
(603) 494-3429
[email protected]
New Mexico
Vicki Delgado, RHIT
Albuquerque, NM
(505) 948-6711
[email protected]
Arkansas
Marilynn Frazier, RHIA, CHPS
Ozark, AR
(479) 667-5153
[email protected]
Louisiana
Lisa Delhomme, MHA, RHIA
Rayne, LA
(337) 277-5544
[email protected]
New York
Sandra Macica, RHIA
Saratoga Springs, NY
(518) 584-0389
[email protected]
California
Shirley Lewis, RHIA, CCS
Upland, CA
(909) 608-7657
[email protected]
Maine
Nora Brennen, RHIT
Topsham, ME
(207) 751-1853
[email protected]
North Carolina
Jolene Jarrell, RHIA, CCS
Apex, NC
[email protected]
Colorado
Melinda Patten, CDIP, CHPS
Aurora, CO
(720) 777-6657
[email protected]
Maryland
Sarah Allinson, RHIA
Baltimore, MD
(410) 499-7281
[email protected]
Connecticut
To Be Determined
Massachusetts
Walter Houlihan, MBA, RHIA, CCS
Springfield, MA
(413) 322-4309
[email protected]
Delaware
Marion Gentul, RHIA, CCS
Lewes, DE
(302) 827-1098
[email protected]
District of Columbia
Jeanne Mansell, RHIT, CHTS-CP, CHTS-PW,
CHTS-IM, CHTS-IS, CHTS-TS, CHTS-TR
Washington, DC
(202) 421-5172
[email protected]
Florida
Anita Doupnik, RHIA
Tampa, FL
(813) 907-9380
[email protected]
Georgia
Allyson Welsh, MHA/INF
Decatur, GA
[email protected]
Hawaii
Marlisa Coloso, RHIA, CCS
Wailuku, HI
(808) 442-5509
[email protected]
Idaho
Sandra Johnson, RHIT
Rigby, ID
(208) 317-4987
[email protected]
Illinois
Teresa Phillips, RHIA
Effingham, IL
(217) 347-2806
[email protected]
Michigan
Thomas Hunt, RHIA
Owosso, MI
(989) 725-8279
[email protected]
Minnesota
Jean MacDonell, RHIA
Grand Rapids, MN
(612) 719-3697
[email protected]
Mississippi
Phyllis Spiers, RHIT
Carriere, MS
(601) 347-6318
[email protected]
Missouri
Angela Talton, RHIA, CCS
Florissant, MO
(314) 276-4180
[email protected]
Montana
Vicki Willcut, RHIA
Kalispell, MT
(406) 756-4758
[email protected]
Nebraska
Shirley Carmichael, RHIT
Fairbury, NE
(402) 729-6854
[email protected]
Nevada
Gregory Schultz, RHIA
North Las Vegas, NV
(702) 526-8361
[email protected]
Utah
Vickie Griffin, RHIT, CCS
Bountiful, UT
[email protected]
Vermont
To Be Determined
Virginia
Darcell Campbell, RHIA
Hampton, VA
(757) 788-0052
[email protected]
North Dakota
Tracey Regimbal, RHIT
Grand Forks, ND
[email protected]
Ohio
Gail Wright, RHIT
Mansfield, OH
(419) 526-0439
[email protected]
Oklahoma
Christy Hileman, RHIA, CCS
Mustang, OK
(405) 954-2824
[email protected]
Oregon
William Watkins, RHIA
Oregon City, OR
(503) 867-5173
[email protected]
Washington
Sheryl Rose, RHIT
Spokane, WA
(509) 624-4109
[email protected]
West Virgnia
Kathy Johnson, RHIA
Sinks Grove, WV
(304) 772-5312
[email protected]
Wisconsin
Susan Casperson, RHIT
Cecil, WI
(715) 853-1370
[email protected]
Wyoming
Kimberle Johnson, RHIA
Gillette, WY
(307) 682-1251
[email protected]
Pennsylvania
Laurine Johnson, RHIA, FAHIMA
Sarver, PA
(724) 295-9429
[email protected]
Puerto Rico
Yanet Soto
Arecibo, PR
(787) 879-2835
[email protected]
Rhode Island
Patti Nenna, RHIT
Bristol, RI
(401) 253-1686
[email protected]
South Carolina
To Be Determined
South Dakota
Sheila Hargens, MSHI, CMT
Parkston, SD
(605) 928-3741
[email protected]
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AHIMA is the premier association of health information management (HIM) professionals. AHIMAs more than 59,000 members
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AHIMA is the premier association of health information management (HIM) professionals. AHIMAs more than 64,000 members are dedicated
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AHIMA is the premier association of health information management (HIM) professionals. AHIMAs more than 64,000 members are dedicated
to the effective management of personal health information needed to deliver quality healthcare to the public. Founded in 1928 to improve the
quality of medical records, AHIMA is committed to advancing the him profession in an increasingly electronic and global environment through
leadership in advocacy, education, certification, and lifelong learning.
CCW AC201614.indd 1
CLINICAL2014
CODING
CliniCal
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2014
CliniCal
CoDing
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without answers
KEY FEATURES
2013
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ahimasto
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er on ICD-10-PCS.
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and Anita C.
e same university.
AC210512
AHIMA IS THE PREMIER ASSOCIATION OF HEALTH INFORMATION MANAGEMENT (HIM) PROFESSIONALS. AHIMAS MORE THAN
64,000 MEMBERS ARE DEDICATED TO THE EFFECTIVE MANAGEMENT OF PERSONAL HEALTH INFORMATION NEEDED TO DELIVER
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AC210511
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are dedicated to the effective management of personal health information needed to deliver quality healthcare to the public.
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electronic and global environment through leadership in advocacy, education, certification, and lifelong learning.
PUBLICATIONS
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PRESS
Key Features
Third Edition
Third
Edition
FOURTH EDITION
FOURTH
EDITION
Third Edition
Schraffenberger
2012
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Schraffenberger
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without answers
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1/17/13 1:46 PM
Without anSWErS
With Answers
Prod. No. AC201514
ISBN: 9781584264170
Without Answers
Prod. No. AC201614
ISBN: 9781584264187
S
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Fourth Edition
Anita C. Hazelwood, MLS, RHIA, FAHIMA; Lynn Kuehn, MS, RHIA, CCS-P,
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Domain I: Health Information Documentation
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lynn KueHn, MS, RHIA, CCS-P, FAHIMA, is an author, speaker, and expert in the field of physician office management, coding, and
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AHIMA Is tHe preMIer AssocIAtIon of HeAltH InforMAtIon MAnAgeMent (HIM) professIonAls. AHIMAs More tHAn
67,000 MeMbers Are dedIcAted to tHe effectIve MAnAgeMent of personAl HeAltH InforMAtIon needed to delIver
quAlIty HeAltHcAre to tHe publIc. founded In 1928 to IMprove tHe quAlIty of MedIcAl records, AHIMA Is coMMItted
to AdvAncIng tHe HIM professIon In An IncreAsIngly electronIc And globAl envIronMent tHrougH leAdersHIp In
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