Conference Q&A: ‘CDI Career Ladder’

Editor’s Note: This post is part of an ongoing series of Q&As with presenters and participants from the 2012 ACDIS Conference in San Diego. The following features Jennifer Love, RN, BA, CCDS, and her  co-presenter Janet Gentle, RN, BSN, MSN, CCDS on the presentation “CDI Career Ladder: Two Perspectives,” which takes place today, Thursday, May 10, 3:15-4:15 p.m.

Q: How long have you been a CDI professional? 

JL: In 2008 I was hired as the manager of CDI for Novant Health.  In 2011, I became the area director of Clinical Documentation Improvement for Kindred Healthcare.

JG: Seven years.

 Q: What inspired you to follow this career path? 

JL: When I was a Surgical Care Improvement Project analyst at Novant, my senior director informed me that the hospital system was considering implementing a CDI program.  In discussions that followed, I was allowed to purchase The Clinical Documentation Improvement Specialist’s Handbook.  I read that book cover-to-cover! I was hooked!  CDI was something fresh; a new challenge which definitely sparked my interest.  I was hired as the manager of Clinical Documentation Improvement and the CDI program was implemented shortly thereafter.

JG: We had consultants who were brought in to redesign our case management (CM) department and establish a CDI program. They encouraged me to interview for the dual CM supervisor/CDI position which, within three years, turned into a full-time CDI position.

Q:  What should someone who is interested in becoming a CDI specialist do to begin their career? 

JL:  I’d recommend they read The Clinical Documentation Improvement Specialist’s Handbook, too, or check out the ACDIS website before making the leap.  I would also encourage them to get approval to shadow current CDI specialists.

To take the CDI career path, the individual should be very attentive to detail, e computer savvy, and possess clinical expertise. To take on this career, the individual will be required to communicate effectively to everyone from coders to physicians.  I’d also tell them to be honest with themselves regarding their weakness and strengths.  If the CDI role plays up your strengths—go for it!  I wish you the best of luck!  Give yourself time to master this role, however.  It will take months before you will feel truly competent.  One more thing, you will make mistakes.  No one in this field is perfect.

JG: Definitely research the CDI role first. And take part in ACDIS/AHIMA educational opportunities. In fact, join ACDIS/AHIMA on either the national or local level for educational and networking opportunities. Attend conferences/educational programs such as Boot Camps and look for an entry level position with a facility that will help train you.

Of course someone looking to advance their CDI career should be able to research best practices to improve current processes, know how to monitor effectiveness via internal audit/productivity measures, understand the importance of developing policies and procedures. There are other ways to advance your career, too. Those on the cutting edge of this profession know how to develop ICD-10 compliant queries or have become involved in their local ACDIS chapter.

Additional opportunities exist down some unexpected avenues such as CDI travel assignments and remote CDI at home, etc.

Q:  If a CDI professional has been working in the field for a few years what steps should they take to advance their role, program, and/or career? 

JL: Don’t let yourself stagnate.  Always be reading something or pursuing something for your professional growth.  Don’t rely solely on your employer to sign you up for conferences, classes, etc.  Take the initiative yourself and your employer will take notice. Also, if you are interested in an opportunity for advancement—speak up! Your boss can’t read your mind. Once you’ve shared your interest, your boss then starts ‘grooming you’ for the next big thing. You never know!

JG:  Develop a CDI team leader/coordinator position and consider yearly salary market adjustments in addition to raises. Look for reimbursement for conference attendance and tie that attendance to team education and CDI program process improvements. There are increasingly opportunities in collaborative environment and autonomous practice

Q: What steps can a CDI manager take to help staff members feel there are opportunities for advancement at their own facility? 

JL: One thought is to implement a CDI career ladder program.  Another thought is to encourage the employees to build relationships with quality, HIM, case management, and other related departments within the facility as opportunities for advancement may exist and/or open up in one of them.  The specialized experience of a CDI professional along with the other skills one possesses would make for an appropriate transition during a needed time of new projects, etc.

 JG: As mentioned earlier managers need to provide different educational opportunities and tie those opportunities to overall process improvements within the program. Empowering staff to take ownership of their own career is also important.

Q: What are you looking forward to most at this year’s ACDIS conference? 

JL: I look forward to seeing the beautiful city of San Diego, those familiar smiling faces, and taking away at least one pearl of wisdom that will take me to the next level of CDI expertise.

JG:  Presenting about career ladders! I am also looking forward to all the networking opportunities the great educational opportunities. Our local chapter the Michigan ACDIS is having dinner together on Wednesday night and then Friday I’m looking forward to the great Local Chapter Networking Lunch and Event. Of course, I’m looking forward to the sunshine and visiting the Pacific Ocean.

Q: What inspired you to become an ACDIS conference speaker? 

JL: I felt compelled to share valuable insight from my recent CDI career change with my ACDIS colleagues.  I wanted others who may be considering a CDI job change to be even more equipped and informed than I was during my job search.

JG: I am very passionate about creating a career ladder for nurses in alternative practices, such as CDI.  Historically, clinical ladders have been developed for bedside nurses.  The development of the specialty ladder at Northern Michigan Regional Hospital was innovative and based on original literature search, and it has afforded all NMRH nurses equity and opportunity for professional advancement.