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The purpose of the impact diagram and overview is to provide a discussion document that can be leveraged to identify areas within your organization that may be impacted by ICD-10. The diagram and supporting documents provide a good overview of the various tasks to be completed.

The impacted systems diagram is designed to illustrate the complexities of the information technology systems that are impacted by ICD-10. Once you have an understanding of your impacted systems, you can use the included template to build your own map. This is very useful in planning for testing activities and sequencing.

The major activity diagram represents an illustration of the major activities and approximate timeline in which these activities should be completed as part of ICD-10 implementation. You can leverage this timeline to compare your progress in specific activities to determine if you should modify planning assumptions or accelerate your work efforts.

The sample project plan is a Microsoft Project template with activities we have identified based on our experience conducting ICD-10 assessments. This plan can be used as a basis for your facility to build a comprehensive implementation plan.

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The sample budget is a Microsoft Excel template to assist in tracking costs related to ICD-10 remediation. These costs can include both people and material costs, such as additional support staff, project management, software/hardware, and consulting assistance.

WEDI estimates a 20% to 40% impact on your cash flow due to ICD-10 implementation after go-live. To help you estimate the potential impact to your organization for planning purposes, we have developed a template in Microsoft Excel to show the impact on days cash.

Managing an ICD-10 project is like managing many smaller projects as part of a larger program or group of related projects. The project control templates available above can assist with managing a large program of projects.

A critical component of ICD-10 compliance is ensuring your trading partners are ready when you are. If your trading partners are not ready, it could lead to claim denials or revenue loss impacting cash flow.

This guide has been developed to provide rural hospital executive and management teams with generally accepted best practice concepts in developing the necessary financial strategies to survive the transition from a volume-based to a system based on value.

The Summit was held to provide leaders with templates that improve organizational planning, strengthen actionable steps and operationalize key strategies to effectively transition to value.

Learn how one hospital expanded their primary care base to prepare for population health, and discover resources that assist providers in transitioning to value-based system.

Presenters discuss resources and funding sources, including the Small Rural Hospital Transition (SRHT) Project and the Rural Health Network Development Planning Program which have helped rural hospitals and communities address health care challenges.

These podcasts compliment the one-hour webinar playback and slides. Use the first two podcasts to help educate frontline staff in meetings and trainings. The third podcast is a coaching model that leadership can use to close the loop of accountability.

Outlines a compilation of states' criteria for designation as a necessary provider. Describes how each state has addressed local considerations or unique requirements.

This document outlines four performance management tools: Balanced Scorecard, Baldrige, Lean and Studer. These tools have been identified as effective methods for managing performance improvement with small rural hospitals.

HIT networks can use this tool to assess organizational strengths and weaknesses and identify areas needing attention.

These samples from an HIT network can serve as reference documents for networks interested in incorporating the Balanced Scorecard into their strategic and evaluation planning efforts.

This document summarizes the consensus of a discussion with CAH financial leaders and experts about the most important performance indicators, the CAH financial distress model from the FMT, CAH interventions for optimizing financial performance and the evolving health care system.

This manual was developed for use by staff and boards of small rural hospitals and clinics as well as state Flex Programs. The content is designed to be as non-technical as possible and provide answers to frequently asked questions regarding CAH, small rural hospital and RHC finance and financial performance.