1. Measure Success of Role-Based and Blended Education Solutions for Centricity™ Business

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4. Agenda Welcome Introductions Project Scope Business Requirements Innovative Education Services Education Strategic Management Tools Key Performance Indicators Questions and Answers 4

5. Introductions Karen Perka Principal Education Consultant GE Healthcare Amy Andrade Senior Director of Revenue Cycle Operations Children’s Mercy Jennifer Ralston Information Systems, Manager PFS Applications Children’s Mercy 5

6. Although new technology may offer a clear return on investment, employees can resist or underutilize it unless sufficient time is devoted to explaining its capabilities and benefits. In addition, the delivery of training needs to be flexible to fit shifting work schedules and lifestyles. 6

7. Turnover Costs Healthcare organizations continue to be challenged with hiring costs and productivity loss as a result of high turnover rates. According to PWC Saratoga’s 2013/14 Human Capital Effectiveness Report: The voluntary turnover rate for hospitals increased from 8.95% in 2011 to 9.50% in 2012 The first-year turnover rate for healthcare providers was 27% in 2012, 4 percentage points higher than the average of 22% across all industries 7

8. Knowledge is Power Our Education services are designed for individuals or groups to acquire, refresh and increase proficiency in using Centricity Business. We leverage a broad set of tools and techniques to build a customer- centric education program, driven by key performance indicators. We have developed more than 100 courses with the learner in mind, so that your staff can access the training they need, helping to ensure optimal utilization. 8

9. Project Scope and Business Requirements 9

10. Project Scope New revenue cycle management implementation project, including a front- end patient access interface, Centricity Business implementation, customer goals, and key performance indicators (KPIs) ADT & Charge Interfaces into Centricity Business Visit Management Transaction Editing System Combined Business Office Financial Assistance Manager Business Intelligence 10

11. Children’s Mercy Business Requirements Enhance revenue Reduce costs Reduce denials Eliminate lower-level paper work in the billing process Improve the patient experience Improve overall efficiencies (training and employee satisfaction) Improve reporting throughout the organization 11

12. Children’s Mercy Education Requirements Align education solutions with Children’s Mercy business requirements Promote end-user adoption for a new revenue cycle management system Streamlined and effective training delivery “Leave no learner behind” strategy Sustainable education program post go-live New-hire usability 12

13. Innovative Education Services for Children’s Mercy 13

14. 14 Course content spans functional, technical, and process education curricula, enabling staff to build expertise relevant to their specific role. ROLE-BASED CURRICULUM BLENDED LEARNING Trainers deliver courses that specify the benefits for end users to drive and increase adoption and utilization. Installation Blended learning solutions provide an opportunity to hear and act upon the Voice of the Customer. Self-paced eLearning, base-line, and customized ILT (Instructor-Led Training) learning solutions provide a focused delivery to meet the challenge of maintaining operational rigor. OUTCOME- FOCUSED PERFORMANCE MANAGEMENT Student Enrollment & Learning Management System (LMS), allowing for training plan management and tracking performance history. Innovative Education Services

15. Features 15 Role-based Instructor-Led Curriculum 13 course tracks eLearning Prerequisites WebEx recorded classes Customer contextual learning content Scenario-based training delivery Scenario-based course assessments used to measure knowledge transfer Reduction of ILT training time Reduced impact to operational rigor Self-paced (eLearning) Curriculum 16 courses Innovative instructional design Small chunks of learning content Promotes sustainable education program Increases usability for implementation and post go-live new-hire training Reduce ILT training by 40% Student Enrollment & Learning Management System (LMS) Student Enrollment Access Database LMS eLearning course completion assessments LMS ILT course completion assessments LMS Student pass/fail tracking

16. Integrated Approach Education, Process, and Implementation Integration across strategic project components and delivery Education services aligned to installation phases Process analysis a work-driver for education, implementation design, testing, and Web Framework menus All teams coming together 16

17. Education and Implementation Integration Education and Implementation Milestones: GO LIVE Integration Testing Build Phase Design Phase Post Live Training Scope Phase Education Planning Session Curriculum Design Courseware (including eLearning) Development Training for the Testers Training for the Super Users End User Training Go Live Support Pathway to Education Planning Pre-Design Training Session Post Live Training Assessment Build Phase Integration Testing Simulation Testing

18. Integrated Approach: Education, Process, and Implementation Process Consultation 18 Department Reviews Operational Workflows Pain Points Metrics, Measurements & KPIs Return on Investment (ROI) 18

19. Integrated Approach: Education, Process, and Implementation Implementation Web-Based Framework Design Security Design and Build Testing Coordination Training Delivery eLearningLearning Labs Instructor-Led ClassesRefresher Training Knowledge Transfer and Organizational Return on Investment (ROI) Measurements 19

20. GE Healthcare Centricity Business Education Strategic Management Tools 20

21. Education Strategic Management Tools Staff Inventory Course Catalog Courseware Planning Timeline End-User Training Calculator Student-Enrollment Access Database Children’s Mercy Learning Management System (LMS) 21

22. Staff Inventory & Process Analysis Children’s Mercy Staff List Compile staff list for student enrollment Process Analysis Process analysis of each department and “a day in a life” description of workflows and pain paints for each area within the Revenue CycleOperations group. Curriculum Development Translates into -----> 22

23. Instructor-Led Training Courses 23

24. eLearning Training Courses 24

25. Courseware Development 25

26. End-User Training Calculator 26

27. Student Enrollment Database Combines staff list, course catalog & training calendar One point of access for all student enrollment and integration with the Learning Management System Managerial and staff reports showing who is enrolled in what course with identified prerequisites 27

28. Key Performance Indicators 28

29. Key Performance Indicators Sustainable Education Program Implementation training New hire usability Targeting performance objectives of each role, based on workflows Curriculum tailored to design customizations including policy and procedure Knowledge support at every step of implementation and beyond 29

30. Key Performance Indicators Enhance Revenue Charge Edits for cleaner claims Charge edit metrics on edit resolution times and issue tracking A/R management metrics on account resolutions managing by exception Measure collection dollars pre and post go-live to quantify proactive collection processes using system work lists Measure days in A/R pre and post go-live Measure gross collection pre and post go-live 30

31. Key Performance Indicators Reduce Costs Measure the number of statements produced pre and post go-live Measure reduction of patient calls pre and post go-live Reduce Denials Measure volume of denials pre and post go-live to quantify cleaner claims Track denial codes by payer to analyze payer rejections 31

32. Key Performance Indicators Eliminate Lower-Level Paper Work in Billing Processes Measure the number of self-pay accounts returned from the outsourced partner for patients that have insurance coverage Track the number of interface issues to ensure a down-trend in rework and entering data in two systems Improve the Patient Experience Reinforce that the patient is known throughout the organization and create a seamless patient encounter with easy access to patient and guarantor information 32

33. Key Performance Indicators Improve Overall Efficiencies Measure learning implementation outcomes by course completions, pass/fail marks, and for new-hire training measure length of time new staff are able to matriculate into department operations System communication processes using user-defined alerts for quicker employee resolution Improve Reporting Throughout the Organization Track report calls to IS pre and post go-live Track report activities in Data Services pre and post go-live 33

34. Children’s Mercy and GE Healthcare Implementation Project Team Strengths 34

35. Project Team Strengths Strong customer project leadership Customer project leadership empowered to make decisions Customer and GE Healthcare commitment to succeed Forward thinking teams Eager for change Use Return on Investment (ROI) metrics to quantify success Circle back to business requirements to tie in ROI 35

36. 36 Questions

37. 37 Want to learn more about Centricity Business Knowledge Solutions? Contact: Karen Perka karen.perka@ge.com karen.perka@ge.com