Julie KennedyOehlert

ACDIS Double Standard It has come to my recent attention the double standard ACDIS follows related to consultants participating as Board Members and active members of the Leadership Council. The association does not allow consultants to be an active Board member and will ask the Board member to resign if they become a consultants. The same holds for the Leadership council. Often consultants bring a unique perspective to the profession that can be shared with other board members, serving as the potential basis for shaping further educational offerings and direction of the association. On the other hand, the association willingly allows sponsorship from vendors to advance the vendor's interest and perspective of CDI, to some extent shaping the direction of the association and keeping the association from remaining true to the needs and desires of the association's members. This same phenomenon is what contributed to AHIMA losing direction and not being attuned to the pulse of its HIM Membership. Take note of AHIMA's membership roles, dropping every year and contributing to the current financial headwinds AHIMA is facing. No association, regardless of whether for profit or not, must remain cognizant of the best interest of its members. A balanced approach to revenue generation to sustain the association while meeting the interest of its members is the best recipe for advocating for the profession's advancement and relevance in the industry. Hopefully, the leadership of ACDIS will take note. Infomercials that are slanted toward the best interest of the vendor are not what the profession needs and wants. #membersinterest, #sponsorship, #ACDIS,

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Join Kina L. White, DrPH, MHSA, FACHE, and me next Thursday, November 7, for a webinar, Getting Ready for the CMS Age-Friendly Measure. The #webinar is free for Mississippi Hospital Association members and $100 for non-members. We will crosswalk the requirements for becoming an #AgeFriendly Health System with the requirements of the new CMS structural measure that goes into effect on January 1, 2025. The Age-Friendly Hospital Measure assesses a hospital's commitment to providing age-friendly care. It consists of five domains: - Eliciting Patient Healthcare Goals - Responsible Medication Management - Frailty Screening and Intervention (Mobility, Mentation, and Malnutrition) - Social Vulnerability (Social Isolation, Economic Insecurity, Ageism, Limited Access to Healthcare, Caregiver Stress, Elder Abuse) - Addressing Hospital Culture and Leadership for Age-Friendly Care Hospitals receive one point for each domain they meet, with a total score ranging from zero to five. We will also cover how to incorporate age-friendly care into your #healthequity work. In addition to those over 65 being a group that experiences health disparities, there are also more disparities within that larger group. For example, Black and Hispanic older adults are more likely to report wanting their healthcare providers to spend more time discussing what matters to their health and well-being. And rural older adults often face challenges in accessing specialized geriatric services. We will share tools and resources available in Mississippi and nationally. For those registered, a recording and the slide deck will be shared. I hope to see you there! Register here: https://lnkd.in/g8j64XZb

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I'm thrilled to share a recent article from the Spring 2024 Winship Magazine highlighting the incredible efforts of our team in addressing oncology drug shortages. This challenge is a critical aspect of patient care that often goes unnoticed but requires immense hard work, coordination, and planning. A huge shoutout to our exceptional pharmacy department, especially our pharmacy technicians, buyers, and inventory teams. Your dedication ensures that our patients have uninterrupted access to the vital medications they need for their unique cancer treatments. Kudos to our Medical Director, Dr. Jonathan Kaufman for his leadership and unwavering commitment to overcoming these challenges. Throughout this process the integration between our physician and pharmacy leadership has been outstanding. The relentless efforts behind the scenes by our Winship Cancer Institute of Emory University teams are pivotal in providing top-notch care to our patients. It's a humble reminder of the intricate work that goes into each patient's journey, making a significant difference in their fight against cancer. To everyone involved in making this possible—thank you for your remarkable work! Read the full article to learn more about how our teams are making strides in mitigating oncology drug shortages: https://lnkd.in/exrXHFQ9 #PatientCare #Oncology #PharmacyHeroes #TeamWork #CancerCare #EmoryHealthcare #Winship #Cancer #Healthcare #Drugshortages #shortages #Medicationshortages #LifeSciences

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🌟 Whether you’ve determined now is the time for you to begin the process toward FACHE or you’re still deciding, the next stop on your journey is our FACHE Overview Webinar. This webinar is free for you to attend but it requires registration. Learn more and save your place here: https://bit.ly/3MkxxT8

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Key Strategic Insights = A Successful OP CDI Program The challenge of value-based care starts with a collaborative approach, when launching an Outpatient Clinical Documentation Integrity (OP CDI) program. Here are some key strategic insights to success: 1. Engage with Population Health Understand Pain Points: Begin by understanding the specific challenges faced. This fosters collaboration. Tailored Questions: Use customized questions to facilitate productive discussions and ensure alignment with needs. 2. Effective Software Implementation Manage Patient (Pt.) Volumes: Implement software solutions to efficiently handle pt. volumes. OP CDI Calculator: Utilize a calculator to determine Full-Time Equivalent (FTE) needs. Data Analytics and Reporting: Emphasize the importance of continuous improvement via data analytics. 3. Workflow Creation Establish Robust Workflows: Create strong workflows before integrating reviewers. 4. Collaboration & Communication Promote Strong Collaboration: Encourage robust communication between key stakeholders. Leverage Software: Use technology to reduce physician burnout & streamline communication. 5. Patient-Centered Approach Address social determinants of health (SDOH) & ensure accurate documentation of conditions and care plans. Patient Outcomes: Keep patient care at the center of all doc. & workflow processes. 6. Regulatory Compliance Adhere to Guidelines: Follow regulatory requirements such as CMS guidelines on Hierarchical Condition Categories (HCC) coding to avoid penalties and enhance credibility. 7. Measurable Outcomes Set Clear Goals: Aim for measurable outcomes like improved HCC recapture rates, enhanced RAF scores, better HEDIS measures, and addressing SDOH needs. 8. Stakeholder Engagement Involve All Stakeholders: Ensure that executives, clinicians, and other relevant parties are involved in planning and implementation process. Success Stories Recently, I helped several CDI directors validate their cases for OP CDI programs within Accountable Care Organizations (ACOs). By engaging with population health leadership, we identified key issues such as RAF gaps and HEDIS measures, and tailored processes to address them. For instance, a CDI director I guided successfully identified HCC and HEDIS recapture as their biggest pain points. With strategic solutions in place, they are now ready to implement the project for the 2025 budget yr., aiming to improve their HCC recapture rate by 20%, leveraging data analytics for outcomes and improvement needs. Benefits of Implementing These Strategies Align Risk Stratification: Properly align risk stratification with chronic conditions and healthcare needs. Quality Measures: Improve quality measures and address SDOH. Collaborative Team: Ensure success with a collaborative team supported by technology. Overall, these strategic actions will enhance patient care and operational efficiency. #Healthcare #Leadership #CDI #PatientCare #ValueBasedCare #HealthcareInnovation

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➡️ Whether you’ve determined now is the time for you to begin the process toward FACHE or you’re still deciding, the next stop on your journey is our FACHE Overview Webinar. This webinar is free for you to attend but it requires registration. Learn more and register here: https://bit.ly/4fVBYRC

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80% of healthcare organizations report only moderate success with current digital tools for patient self-management. Where do they see potential? Find out in this report. https://lnkd.in/gA6RaaTX

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Do you know or are you one of the Healthcare Financial Management Association (HFMA) members who earned a certification in Q2 to validate expertise and demonstrate commitment to the profession? Some 2,115 individuals were honored in Q2 with HFMA certifications, with 101 people earning multiple certifications. Check out the story to see a list of all honorees.

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So excited to share my recent interview on the "Sound Leadership with DJ" podcast! We delved into the crucial topic of leadership, discussing the challenges, triumphs, and the path to personal and professional excellence. Join me as I share my insights on navigating the complexities of leadership and the importance of continuous learning and growth. Tune in on June 25, 2024 and let's embark on this leadership journey together! Watch the full episode here: https://lnkd.in/eXVMy-tF #Leadership #PodcastInterview #PersonalExcellence

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The most effective way to lead through others is through inspiration. Inspiring others is the ability to encourage others to achieve agreed-on and predetermined goals. Plenty of behaviors are known to solicit inspiration. I propose a simple list of behaviors that promote inspiration, such as showing Appreciation, fostering a sense of Belonging, and demonstrating Curiosity and Compassion: the ABCs of leadership. You can learn more by reading my recent column posted below. #inspiration #healthcare #nursingleadership #nursesonlinkedin https://lnkd.in/gByKHJ3K

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The Association of Healthcare Value Analysis Professionals (AHVAP) celebrates Elizabeth Eisenberg, MSN, RN, CVAHP from Scripps Health for commitment to excellence in the specialty of healthcare value analysis! Liz has signified this commitment by signing the official Association of Healthcare Value Analysis Professionals (AHVAP) healthcare value analysis pledge. To learn more about the Association of Healthcare Value Analysis Professionals (AHVAP) Commitment pledge: https://lnkd.in/gqEWPBue. #AHVAP #valuebasedcare #excellenceincare #valueanalysis

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💡 What Is Triad Leadership? Triad leadership leverages the strengths of medical, administrative and nursing leaders to develop an innovative approach to healthcare management. Traditional healthcare organizations are moving to embrace the triad leadership model, recognizing the value that collaboration among these professionals creates. The journey toward triad leadership is not merely a shift in organizational structure but a cultural transformation that empowers leaders at all levels to drive positive change. Ashley M. Carlucci, DNP, RN, Christopher J. Dussel, MD, FACHE, and James L. Hill Jr., MD, FASA, FACHE, share how to implement triad leadership in the latest Healthcare Executive article. Read the full article here: https://lnkd.in/g9B33csm

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Attention all practice groups! Value-based care (VBC) is transforming healthcare, prioritizing improved outcomes and cost-effectiveness, and the use of technology is critical for succeeding with this new model. To overcome the challenges of transitioning to this model of care, #practicegroups need a comprehensive technology strategy that includes: 1️⃣ Adopting Advanced Care Management Platforms 2️⃣ Employing Data Analytics for Insight-Driven Decisions 3️⃣ Maximizing Electronic Health Records (#EHR) Systems 4️⃣ Embracing Predictive Analytics and #AI Technologies 5️⃣ Enhancing Patient Engagement Check out our guide to harnessing technology for #VBC here: https://bit.ly/3Zx76zG

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Perfecting Patient Journeys is a guide for leaders of healthcare organizations who want to implement lean thinking. https://buff.ly/3g6jctE

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🎯 Root cause #4: Problems and solutions center more around players than needs Conversations in healthcare often focus more on who gets to do what rather than what needs to get done. 🧑‍⚕️ Defined clinicians include doctors, nurse practitioners, physician assistants, and pharmacists. 🏥 Defined locations include hospitals, emergency rooms, clinics, and urgent cares. Less defined are the services needed. The conversation around primary care is a key example of where defining people rather than services becomes an issue. 🪫 Problem: “We have a primary care shortage” 🧑‍🎓 Solutions: increase primary care residencies, give nurse practitioners independent practice, create new licenses for those who didn’t match into residency but could still help 🥊These proposed solutions, focusing on who fixes rather than what needs fixing, lead to budget disputes over training cost, scope of practice turf wars, and policy battles against new licensure. 🤒Urgent cares are an interesting place where thinking in terms of location can become challenging. Sometimes a patient is not quite sick enough to go to the ER/hospital but also it doesn’t feel quite right to send them home. 9 times out of ten, for liability sake, that patient ends up in the ER, even though they went to urgent care to avoid the ER. This type of thinking is also why observation units exist in hospitals; in other words, there’s a place in hospitals for people who don’t need to be hospitalized. 🔬Protectionism and financing mechanisms keep the conversations focused on who does what. These conversations are generally unfruitful and often counterproductive. 🫵 Posing problems and solutions currently comes in the form of “who *can* solve this problem and then, sometimes, how?” 🛠️Instead, more productive solutions may come if the problems were reframed in the order of “what needs to be done, how can it happen, and, finally, who *should* do it?” 🚧Bonus points for asking what barriers need to be removed to make this happen.

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Full Medicaid expansion needed to retain Georgia’s physicians Georgia was ranked 5th worst place to practice in a recent Medscape article (“Best and Worst Places to Practice 2024”), using five criteria: physician compensation, cost of living, malpractice premiums, the health of the state’s residents, and physician burnout levels. As current and future physicians and health advocates, this column will add context by detailing our experiences practicing in Georgia. It is no surprise that three of the five worst-ranked states for practicing are among those that have not expanded Medicaid. In Georgia, refusal to expand Medicaid means that nearly 12 percent of residents (well over a million people) are uninsured, significantly limiting their access to healthcare. Only in Texas is coverage worse. Due solely to political concerns, Georgia chose to submit a Medicaid waiver and develop its own Medicaid expansion program, Pathways to Coverage. The governor’s office projected that the program would cover an additional 100,000 Georgians in its first year. But it has been an utter failure, with fewer than 3,500 covered at a cost to taxpayers of $26 million. Full Medicaid expansion would have added over 350,000 Georgians while cutting state spending by $710 million. These three states that refused to expand Medicaid are not surprisingly red. It is also unsurprising that the states with the greatest percentage of unhealthy residents are red. Hopefully, Georgia who thought they had a better way of expanding access to care with their own plan that squandered $26 million to cover 3,500 residents will realize that retaining physicians requires a more sensible approach to expanding access to care. #expandinghealthacess, #accesstocare, #limitingcoveragetoresidents https://lnkd.in/eefqH-9Y

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Why I’m the Leader Your Organization Needs In today’s evolving healthcare landscape, success demands more than just meeting goals—it requires transforming challenges into opportunities and driving measurable impact. With years of executive leadership experience in healthcare, I’ve led organizations to higher performance, stronger teams, and greater patient satisfaction. From elevating Medicare Star ratings and generating revenue growth to scaling quality programs across markets, I turn strategy into results. I believe in empowering teams, leveraging data, and creating sustainable solutions that improve both business outcomes and patient care. My entrepreneurial mindset and passion for innovation allow me to see the bigger picture while delivering real-time results. I’m ready to bring this vision and energy to an organization committed to growth, excellence, and meaningful change. Let’s connect and talk about how I can help lead your team to success! #Leadership #HealthcareInnovation #QualityImprovement #OperationalExcellence #DataDrivenResults #TransformationalLeadership

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This morning, McBee experts Lisa Selman-Holman and Michelle Horner BSN, RN, HCS-D, HCS-O, HCS-H, COS-C led valuable sessions at the TAHC - Tennessee Association for Home Care Fall Conference, diving into the latest FY 2025 updates for ICD-10-CM coding. Attendees walked away with practical insights on how new changes impact coding practices from updated Coding Clinic guidance to shifts in grouper and comorbidity tables. The team discussed essential updates that all #homecare providers should know to adapt smoothly to the evolving landscape. #HealthCareCompliance #ICD10Updates

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