riding the roller coaster of implementations implementation! lynn otani otani consulting group, inc....

RIDING THE ROLLER COASTER OF

IMPLEMENTATIONS

Implementation!

Lynn OtaniOtani Consulting Group, Inc.AAHAM Winter Session

AAHAM - Otani Consulting Group, Inc. December 2014

Agenda

Getting StartedPast ImplementationsImplementation ProcessCase StudyAudience Experiences, Questions, Comments


Implementations

Single Hospital and Central Business Office Automated Blue Card Writer** Automated Contract Manager System System Conversions

Corporate/Regional Level Patient Liability Calculator Patient Access Automated QA Developed Center for Patient Access Services Green Screen to web based fully integrated Patient

Access System Kiosks eTAR’s


The Ups and Downs of Product Implementation

Step 1. The MOST important step….



I. Define your needs, build statement of work



I. Define your needs – Why?

If you do not know what your needs are, they will not be met.



Define your needsMeeting 1Discuss product/process, issues with current product/processInclude:* Leader/Sargent at Arms* Note Taker IT Management Supervisors STAFF – Hands on users* Other departments that will be impacted



Define your needsQuestions and expectations Will the system be automated? Where will the data come from? Where does the data need to go? Who will use the system? What if we do this? What if we do that? WHAT IS THE EXPECTED END RESULT?

After the meeting, SEND examples



Get ready for the ride - everyone reacts differently and

wants something different



Define your needs: Meeting 1 FOCUS Listen to all opinions FOCUS Identify Current Issues FOCUS Create a “wish” list Have snacks



Define your needs – Follow Up Prioritize and Document List everything, positive and negative Meeting 2 - agree to disagree Re-prioritize Submit to group for final approval



Develop ROI – Return on Investment Cost of the new process vs. Cost of the current process

Use: Ask association members/ex-co-workers/ friends/vendors for ROI samples Materials (eSignature) Staffing hours saved (eSignature/Kiosks/ Pt Liability Calculator) Compliance (eSignature) Additional payments received (Pt Liability Calculator/Kiosks)



Approval to send RFP’s – Requests for ProposalsVendors?

Association members/ex-co-workers/ friends/vendors Conferences

Set RFP Submission Date Tabulate Responses Review responses with the group Determine Vendor Demo’s



Statement of work to the vendor – Demo’s Do NOT let the vendor completely determine the demo or

timeline Set a limit on company background DO give the vendors specific scenarios with common and

complex issues, i.e. Eligibility – Medi-Cal Health Net CareMore outpatient

Medicare Hospice, Medicare Kaiser, LA Care, HMO/IPA OB eForm – COS requiring initials, COS with refusal to sign, Advanced Directive, Affidavits Pt Liab Calc – Give specific contract language to calculate

DO require live demo’s, no screen shots Allow 15 minutes of “free” time



Demo Day! Who attends?

Leader/Sargent at Arms* Note Taker IT Management Supervisors STAFF – Hands on users* Other departments that will be impacted Executive Management Compliance



Demo Day! Surveys

Must be completed after every demoSurvey takers must put name on the survey and

must complete all surveys to be counted

Do not consider cost when voting, vote based on functionality

Questions – Does Vendor understand our needs? Will product meet our needs? Can we customize the product? Comments



Decision Making Review

Surveys RFP’s Pricing

Announce Decision

Return surveys and summary to the vendors



PLAN, PLAN, PLAN Create the product with vendor

Build Rules Provide examples Provide more scenarios Review current processes Create new processes Schedule time/block off calendar



TRAIN, TRAIN, TRAIN DO use the vendor trainers if possible Do NOT let them train alone Send trainers or lead”ers” (consider communication skills) DO have a management representative in each section to:

1. Answer operational questions 2. Provide Training for subsequent classes 3. Identify potential leaders or those who need additional training Have a trainer, train a class with the vendor trainer

present DO train with new processes if needed



GO LIVE!!! Be Excited! Prepare the staff for the possibility, the product will

not work perfectly COMMUNICATE the issues reporting process to the

staff Set up one log to document and follow up on issues Schedule management, trainers and leads to “round”

to ensure that the staff is comfortable and using the product


CASE STUDY

Patient Liability Calculator InstallationElements for Success

Reliable product Good hospitals

4 hospitals in Orange County Corporate Support Hospital Support IT Support Dedicated hospital installation support


The product was not used

What happened?


http://thumbs.dreamstime.com/z/roller-coaster-29032783.jpg

Recovery – Identify Issues

Follow up with users – not managers Slow Log On Procedures not listed ICD9 Challenge


Recovery - Resolution

Solution Slow Log On - Process Procedures not listed - Build ICD9 Challenge - Training

Reselect hospital super users

Retraining with the vendor (negotiate)


Tenet New Chain

Calculated co-insurance using DB, contracts, Excel and adding machine

CPAS and hospital users

No need to adjust incentive

Management support

Collected deductibles only

Hospital Users onlyDid not adjust

incentiveManagement

expectation of effort

Analysis


New Process

Statement of Work* Analysis of current process Product Selection Demo’s and surveys* Identify and communicate changesTraining* Management Support and trainingGo-Live* Issues Reporting log to the staff


Please share Experiences

QuestionsComments


Otani Consulting Group, Inc.

Lynn Otani(310) [email protected]


mailto:[email protected]

riding the roller coaster of implementations implementation! lynn otani otani consulting group, inc....

Documents

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current productprocessinclude

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rfps requests

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important step

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