AHIMA & PHIMA UPDATES Presented to Regional Associations December 2011

1. AHIMA & PHIMA UPDATESPresented to Regional AssociationsDecember 2011 Laura J. Rizzo, MHA, RHIA PHIMA President

2. AHIMA UPDATES

3. AHIMA Bylaws Revision • Provide that the business and affairs of AHIMA shall be managed by the Board of Directors and state that the House of Delegates exists to govern the profession of HIM • Create a new role of Speaker of the House of Delegates as principal spokesperson and board liaison for the House, as well as a new role of a Speaker-elect • Establish new roles of Secretary and Treasurer of the Board of Directors (these were previously held by the executive director) • Address the right of AHIMA to establish affiliates (such as the AHIMA Foundation or CAHIIM) that have separate legal status from the association. It also addresses AHIMA’s right to establish bodies that do not have separate legal status, such as commissions, advisory bodies, and non-board committees

4. Code of Ethics Revision • Clarified individuals the Code pertains to – AHIMA members and certificants based on relationship to CCHIIM. • Reordered the principles and guidelines so these are more prominent. Added a link to the principles if members would like to view these only. • Updated language to incorporate changes in healthcare and association management as well as technology. • Strengthened language based on recent ethics violations and inquiries that have come before the committee.

5. Resolutions • Diversity and Inclusion • The intent of this resolution is to advance AHIMA’s commitment to a culture that respects diversity and inclusion throughout its organization, the federation and the HIM profession at large.

6. Resolutions • HIM Professionals Manage the Quality of Health Data • The intent of the resolution is for HIM professionals to effectively manage the quality and integrity of health data to ensure the quality of patient care.

7. Resolutions • MPI in an Integrated Delivery System • The intent of this resolution is to ensure accurate patient or member identification utilizing a master patient (person) index in an integrated delivery system. An accurate master patient (person) index (MPI), whether in paper or electronic format, may be considered the most important resource in a healthcare facility because it is the link that tracks patient, person, or member activity within an organization and across patient care settings. TABLED for FURTHER REVIEW

8. Board Goals • Branding, Recognition, and Communication • Be more responsive to market agility • Research and Thought Leadership Institute & Innovation Center • Establish Effective Governance • Enhance Education Programs

9. Year of Change • Business Practice Innovation initiated • Expedite decision making • Improve communication • Facilitate cross-functional teaming • Have 24 cross functional teams planned for 2012 • Establish an environment that learns from its mistakes • Transition of services from ‘good to great’

10. Organization Structure Before After CEO Vice Presidents Directors Managers • CEO • Executive Vice Presidents • Senior Vice Presidents • Vice Presidents • Directors • Managers

11. New Organization Chart

12. Strategic Issues Session Objectives • Focus strategic discussions on critical issues AHIMA will need to address over the next 2-3 years. • Inform AHIMA’s Processes for Policy and Strategic Planning as they consider policy and strategy for 2012 and beyond. • Facilitated by Glenn Tecker

13. Strategic Issues 1. How will the EHR initiative and its nationwide implementation affect the way that members do their jobs? • In what ways will traditional HIM principles need to be modified? • How do we to address data content, integrity, and format? 2. Which skills, if any, will be required to address changes in the demand for coding professionalism the next 3 years? • How will the demand for coding professionals change in the next 3 years? • How will the healthcare industry address these changes?

14. Strategic Issues • How can the HIM professional position him/herself to lead the revenue cycle function? • Which skills are required? • How should he/she promote the HIM professional as the appropriate leader of this function? • What must happen for the HIM professional to be considered a master of these HIM practice realms: Clinical Documentation Improvement, Compliance and Quality Assurance? • How can the HIM professional master the expertise or skills of these individuals? • Why has HIM lost ground in these realms?

15. Strategic Issues 5. How can the HIM professional position him/herself as the Chief Information Officer, Chief Knowledge Officer or Data Integrity Executive? • What approaches should he/she use in the healthcare vs. non-healthcare organization? • Which skills will be required that the HIM professional does not possess today? 6. Which emerging issues will every successful HIM professional need to understand? • How will the emerging regulatory environment impact the HIM profession? • Which 3 issues are most important for each HIM professional to thoroughly understand and why?

16. Strategic Issues 7. How can the HIM professional use “meaningful use,” Healthcare Reform or “ACO” to advance the profession? • What action steps should the HIM professional take in a healthcare organization to be recognized for their leadership acumen for either of these topics/initiatives? • How will the action steps differ if the professional works for a payer?

17. Strategic Issues 8. What skills will be required of the HIM professional to effectively serve as the decision support executive of an organization? • Should these skills be mandated for CEUs by the profession? • What are the advantages of a mandate? • What are the disadvantages of a mandate? 9. How does the HIM professional create urgency for employers to employ AHIMA credentialed professionals? • What differentiates the AHIMA credentialed professional from other professionals working in the HIM space? • What are the advantages and disadvantages for being a credentialed professional

18. Strategic Issues 10. How do we make sure our HIM professionals are positioned effectively and our role remains relevant in the healthcare marketplace? • What positions should the HIM professional hold in the next 5 years? • Which positions should the HIM professional hold in the next 5 years? • Which skills must the HIM professional have to be more appealing than others to achieve these roles? • Which skills do others hold that will compete with our HIM professionals? • How does having an advanced degree with an informatics or health information focus support or not support relevancy in the marketplace?

19. Strategic Issues • What are the advantages and disadvantages for the HIM professional in belonging to more than one association? • Is AHIMA currently considered a professional or trade association? Why? • What are the advantages and disadvantages for the HIM profession when a HIM professional belongs to more than one professional and /or trade association?

20. Marketing and Sales • New Ad Campaign

24. HIM Professionals Week March 25-31, 2012 in conjunction with Winter Team Talks and Hill Day

25. PHIMA UPDATES

26. Elected Board Members 2011 - 2012 • President Laura Rizzo, MHA, RHIA • Past President Chris Parfitt, RHIT • President-Elect Wannetta Edwards, MS, RHIA, FAHIMA • Director 1st Year Yeva Madden, RHIA • Director 2nd Year Laurie Johnson, MS, RHIA, CPC-H • Secretary Cathy Flite, M.Ed, RHIA, FAHIMA • Treasurer Carol Houlihan, MHA, RHIA • Delegate 1st Year Denise Dunyak, MS, RHIA, FAHIMA • Delegate 2nd Year Maria Barbetta, RHIA • Executive Director Linda McLinden, RHIA

27. Committee Chairpersons 2011 - 2012 • CDI Eve Ellen Mandler, MS, RHIA, CCS, FAHIMA • Coding Roundtable Kathy Arner, LPN, RHIT, CCS, CPC, MCS Pat Swetland, RHIT • Community Educator Chris Staropoli, MS, RHIA, CCS • Credentials Peri Long, RHIA • Education Mary Ann Leonard, RHIA, CRM, RAC-CT • Legislative Theresa Jones, MHA, RHIA • Nominating Fran Guiles, BHS, RHIT, CTR • State Advocacy Coordinator Stephanie Donovan , MBA, RHIA • CSA Student Liaison Reine-ElodieKoffi • Technology LorriLuciano, RHIA • ICD-10 Task Force Laurie Johnson, MS, RHIA, CPC-H • PAeHI Maria Tomassetti, MBA, RHIA

28. Keystone Connection Express.....All Aboard! PHIMA Executive Director: Linda McLinden, RHIA ~ lmclinden@phima.org; 610-554-7928 Affiliate Organizations: CPHIMA, LVHIMA, NEPHIMA, SePHIMA, WPHIMA STOP #12 ICD-10 INITIATIVES STOP #1 BASECAMP FINAL STOP STOP #2 CDI STOP #11 A&P MONTHLY AUDIOS October 1, 2013 STATEWIDE ICD-10 IMPLEMENTATION ! STOP #3 1ST CSA AWARD STOP #10 PA e-Health STOP #4 HFMA MEETING PHIMAKNOWS HOW TO MAKE NOISE!! STOP #9 PA HILL DAY STOP #5 STUDENT CREDENTIAL REIMBURSEMENT STOP #6 MEETING HS GUIDANCE COUNSELORS STOP #7 PHR STOP #8 2ND CSA AWARD

29. 2011-2012 Budget Highlights • INCOME • Added Category for ICD-10 Education • Reduced Annual Meeting Vendors and Registration • based upon location of meeting in State College • Other amounts based upon historic data

30. 2011-2012 Budget Highlights EXPENSES • Winter Team Talks/Hill Day • President, President-Elect, Legislative Committee Chair and CSC Advocacy Coordinator • PA Hill Day • President, President-Elect, Legislative Committee Chair and CSC Advocacy Coordinator, PA eHealth Chair • Added ICD-10 Task Force • Added CSA Advocacy Representative • CDI Committee—1 Chair versus 2 Co-Chairs

31. 2011-2012 Budget Highlights EXPENSES • ROI Manual Update • Task Force Chair Expenses • Legal review • Use of Reserve Funds - $31,490 • 80% of Annual Budget = $201,968 • 60% Minimum • Current Assets = $295,368.73 • Reserves available = $93,800.73

32. PHIMA Ballot 2012-2013 • President-Elect • Secretary • Treasurer • 1st Year Director • Delegate

33. PHIMA Strategic Plan 2011-2014 • PHIMA Mission Statements • CSA Scorecard • Strategic Goals 2011 – 2014 • 2011-2012 Strategic Objectives

34. PHIMA Website Description About PHIMA • For over 6 decades, PHIMA has been dedicated to promoting the art and science of Health Information Management and improving the quality of health information for the public welfare.  Our Membership • PHIMA is a non-profit organization whose membership consists of Health Information Management professionals employed in hospitals and other health care settings throughout Pennsylvania. Our members possess training in the principles of health information management and many are certified and/or registered by the American Health Information Management Association (AHIMA).

35. PHIMA Mission • Our Mission: The Pennsylvania Health Information Management Association (PHIMA) is committed to the quality of health information for the benefit of the patients, providers, and other users of clinical data. • As a component state association (CSA) of the American Health Information Management Association (AHIMA), our professional organization strives to be recognized as Pennsylvania’s authoritative body on health information management. • In that role, PHIMA: • Provides leadership in HIM education and professional development • Sets and promotes professional practice standards • Advocates patient privacy rights and confidentiality of health information • Influences public and private policies, including education the public in health information • Advances health information technologies.

36. PHIMA Strategic Plan 2011 - 2014

37. 2011 – 2014 Strategic Framework

38. 2011-2014 Strategic Framework

39. 2011-2014 Strategic Framework Strategic Initiatives Strategic Objectives Annual Milestones

40. Map to CSA Scorecard Metrics • Volunteer Succession Planning Activities • Number of Ballot Candidates • Alliances • Repeat Volunteers On Board • Members, Non-credentialed • Credentialed, non-members • CSA Voter Turn-out in AHIMA Election • Nominations for AHIMA Ballot • State Hill Day • Hill Day Attendance • Winter Team Talks Attendance • Summer Team Talks Attendance • Attend Leadership Conference • Participated in HOD Voting • Provide AHIMA Update to CSAs • Attend HOD Business Meeting • Leadership Development as a Strategic Initiative • ACE Members Utilized

41. Industry Leadership ICD 10 Education Objectives: • Identified as leading, cost effective education for members and non-members • Ascertain statewide preparedness for ICD10 • Revenue generator for PHIMA • Promote with allied health professionals and associations • Capture ICD10 education metrics including attendee profile Relationship to Strategic Framework: • Membership Communication • Support Education • Professional Development • Operational Excellence Relationship to CSA Scorecard: • ACE Members Utilized • Leadership Development • Alliances

42. Industry Leadership State and National Advocacy Objectives: • Increase statewide attendance at AHIMA Hill Day • Raise statewide participation at PHIMA Hill Day • Support AHIMA Call to Action • Report PHIMA Hill Day 2011 for AHIMA Core Services award • Involve students in advocacy activities Relationship to Strategic Framework: • Membership Communication • Student focus • Increase Volunteer Opportunities Relationship to CSA Scorecard: • AHIMA Hill Day Attendance • State Hill Day • AHIMA Updates to CSAs

43. Industry Leadership Collaboration with AHIMA and Other Associations Objectives: • Establish formal connections with HIMSS, HFMA, AMIA, and other PA associations • Increase brand awareness with PHIMA tables at PA local events. Provide PHIMA and AHIMA branded informational documents. • Submit abstracts for speaking opportunities at allied association events. Promote topics such as ICD10 and HIM workforce competencies • Submit member names for AHIMA elected offices and awards. • Encourage members to volunteer for AHIMA practice councils and workgroups. Relationship to Strategic Framework: • Expanding Networking Opportunities • Recruit and Mentor • Increase Volunteer Opportunities Relationship to CSA Scorecard: • Leadership Development • ACE Members Utilized • Members, Non-Credentialed • Alliances

44. HIM Best Practices Support Education Objectives: • Push to increase annual meeting with multifaceted ICD10 tracks • Increase webinar revenue for ICD10 training • Survey members for desired topics. Include topics for Meaningful Use and HITECH • Encourage members to act as adjunct faculty in PA HIM programs • Facilitate vendor affinity programs with creative sponsorship opportunities Relationship to Strategic Framework: • Membership Communication • Professional Development • Technology Enabled Workforce • Increase Volunteer Opportunities Relationship to CSA Scorecard: • Credentialed Non-Members • Non-Credentialed Members • ACE Members Utilized

45. HIM Best Practices Professional Development Objectives: • Assess Leadership Conference goals versus results • Recruit for board and committees. Search from wider pool of candidates. • Expand participation within local associations • Support student mentoring initiatives • Support AHIMA fellows candidates • Increase number of PHIMA ACE members Relationship to Strategic Framework: • Recruit and Mentor • Increase Volunteer Opportunities Relationship to CSA Scorecard: • Succession Planning • Credentialed, Non-Members • Number of Candidates on Ballot • ACE Members Utilized • Repeat Volunteers on Board

46. HIM Best Practices Technology Enabled Workforce Objectives: • Representation on PAeHI, Meaningful Use, HITECH, EHR, and other committees • Create EHR forum among PHIMA members. Offer networking opportunities at annual meetings. • Promote HIM as broad career options in IS and non-traditional settings. Relationship to Strategic Framework: • HITECH, EHR, Meaningful Use • Professional Development • Expanding Networking Opportunities Relationship to CSA Scorecard: • ACE Members Utilized • Alliances • Leadership Development

47. Membership Value Membership Communication Objectives: • Exploit social media outlets including Facebook, LinkedIn, Twitter, online blogs, etc. • Reach out to previous members • Offer branded items with PHIMA logo • Representation at non-PHIMA events. • Boost AHIMA online surveys for HOD actions both in number of surveys and participation rates • Use incentives to increase AHIMA and state voting rates • Maintain PHIMA resources including Legal Reference Manual Relationship to Strategic Framework: • Expanding Networking Opportunities • Recruit and Mentor • Operational Excellence Relationship to CSA Scorecard: • AHIMA Updates to CSAs • CSA Voter Turnout

48. Membership Value Expand Networking Opportunities Objectives: • AHIMA and PA Hill Day events • Foster development of Emerging Technology, EHR, ICD10, and other focus groups • Offer structure for focus groups events at annual meeting • Invite HIM programs to offer networking events Relationship to Strategic Framework: • State and National Advocacy • Increase Volunteer Opportunities • Membership Communication Relationship to CSA Scorecard: • Non-Credentialed Members • Credentialed Non-Members • Succession Planning • Alliances

49. Membership Value Operational Excellence Objectives: • Update bylaws based on AHIMA bylaw revisions • Fiscal responsibility • Support AHIMA activities including Hill Day, Team Talks, Leadership Conference and HOD. • Transparent governance • Invite non-board members to board meeting based on focus group activity • Support local associations (operations, governance, insurance, communication, etc.) Relationship to Strategic Framework: • Membership Value • Recruit and Mentor • Increase Volunteer Opportunities Relationship to CSA Scorecard: • Volunteer Succession • Repeat Volunteers on Board • Leadership Development

50. Grow and Strengthen PHIMA Recruit and Mentor Objectives: • Develop student mentor program • Refine exam reimbursement program to remain financially viable and encourage credentialing • Expand program to speak at middle and high schools • Participate in Career Day events • Reach out to previous members • Promote HIM as options for adult learners changing careers • Mentoring at all career phases and levels Relationship to Strategic Framework: • HIM Student Focus • Increase Volunteer Opportunities • Professional Development Relationship to CSA Scorecard: • Volunteer Succession • Repeat Volunteers on Board • Leadership Development