A Journey through HIM Leadership and Ownership: A Case Study
Workplace automation is continuing to change operational processes, requiring healthcare leaders to prepare for these disruptive technologies. Management previously focused on the human element, but the changing automation landscape is forcing leadership to transition towards managing how people intersect with emerging technologies.
Of the $2.7T spent annually in the US on healthcare, approximately $400B goes towards revenue cycle management because of inefficient and antiquated workflows. Due to these increasing costs, it’s essential that leadership strive towards reducing administrative overhead.
As healthcare executives push for greater efficiencies, leadership is faced with discovering creative ways to save costs and streamline processes. Options for response include better management of an aging workforce, consolidation of operations, and maneuvering changing skill sets.
While healthcare organizations navigate this change, leaders must demonstrate the ability to think strategically as they position their departments for future success. HIM leaders now need to have a mastery in utilizing automation technologies, along with being more proactive in their cost reduction analysis, savings models, and change management strategies. The ability to understand and make effective decisions on integrating these advancements into their processes is no longer an option.
At this session, Austin Frazier, VP of Finance at Loyola Medicine, will discuss how the health system was tasked with several widespread organizational changes within its HIM department. He will showcase the SBAR process that he developed in order to address an aging workforce and employee expenses; scanning and indexing backlogs; outdated equipment and replacement costs; physical box storage retention decisions; regional strategic initiatives; and upcoming technology changes (EHR & ECM migrations).
Frazier will also highlight how Loyola Medicine addressed people, process and technology challenges.
After completing this session, attendees will have knowledge about:
• Loyola Medicine’s cost-savings model and how they could implement similar initiatives at their organizations.
• Cost containment strategies for HIM department management.
• Best practices for physical record storage and retention.
• Proven practices on navigating decision-making and implementation process changes to ensure an effective transition.
• Tips on administrative full-time employee reallocation.
• Tools to foster executive support and collaboration to sustain continuous operational improvement.
• Effective guidance strategies on vendor selection and management.
Austin Frazier, RHIA
Finance, Loyola Medical Group Maywood, IL
DataBank IMX Huntingdon Valley, PA