Custom webinar slides: Improve operations through standardization
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The document discusses Ochsner Health System's strategy to transform through partnerships and innovation. It outlines Ochsner's profile, including its large patient population, hospital and clinic network, physicians, and annual revenue. It also discusses challenges like rising costs, new competition, and the need for new payment models. Ochsner aims to solve these problems through strategic partnerships, digital innovation, and population health initiatives to improve care delivery and patient experiences.
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Custom webinar slides: Improve operations through standardization
- 1. Transforming through Partnerships and Innovation Mark S. Muller Senior Vice President Strategy & Business Development
- 2. Ochsner Health System Our Mission is to Serve, Heal, Lead, Educate, and Innovate Leading System in Gulf South Clinically Integrated Network 200,000 Managed Lives 30 Years Insurance Experience Supply Chain & Telemed Leader Top 1% Clinical Quality in U.S. Top 15 Large Teaching Hospital #1 Brand in Gulf South Profile • 600K Unique Patients • 13 Hospitals, 50 Health Centers • 1,000 Group Practice Physicians • 1,600 Community Physicians • Non-University based Academic Revenue ($B) $1.6 $1.8 $2.0 $2.3 $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 2010 2012 2013 2014 2
- 3. Transparency of Information Technology Enabling Self-Care Independent MD Health System Higher Costs & Payment Cuts New Payment Models and Exchanges Utilization Mgmt & Declining Discharges New Competition & Delivery Models 3
- 4. Our Dilemma Problems to Solve • Systemic / Structural • Too Expensive • Inconsistent Quality • Difficult Access • Poor Experience 4 Better Faster Bigger Leaner Innovative
- 5. C C Cn
- 6. N N
- 8. Improving Health Through Digital Innovation
- 9. Destination Center Population Health Center Ochsner Strategic Partners Solutions Center
- 10. Key Takeaways Barriers Cultural Structural Fiscal Lessons Learned Commitment starts at the Top • CEO Leadership and Strategic Alignment • BOD Support and Funding • Develop Local Champions of Change 10 P-T Resources don’t Yield F-T Results • Bifurcate Growth & Innovation from Operations • Dedicated Leadership, Resources, Funding, Rhythm • Learn and move Fast! Can’t do it alone – need Strategic Partners • Never enough capital, resources, time, intellect • Understand your core competencies • Decide what you will / won’t do on your own
- 11. 11 Click to edit Master title style PeopleSoft OBI Analytics August 24th, 2015 Supplier Performance Scorecard
- 12. 1212 PeopleSoft Portal | Monthly Updates and Planning Session About Baptist Health South Florida With more than a million patient visits every year, we receive rave reviews from the people we serve. In fact, patients and their families from around the world travel to Miami for our medical expertise. We are proud of our team: 15,000 employees and 2,200 physicians in virtually all specialties — many with national and international reputations. All of this and more makes us South Florida’s world-class healthcare organization. Our Facilities: • Baptist Hospital of Miami • Baptist Children's Hospital • Doctors Hospital • Homestead Hospital • Mariners Hospital • South Miami Hospital • West Kendall Baptist Hospital • Miami Cardiac & Vascular Institute • Baptist Health Breast Center • Center for Orthopedics & Sports Medicine at Doctors Hospital • Center for Robotic Surgery • Neuroscience Center at Baptist Hospital • Over 40 Outpatient Centers consisting of Urgent Care, Diagnostic Imaging, Endoscopy, Sleep, and Outpatient Surgery Centers Supplier Performance Scorecard
- 13. 1313 PeopleSoft Portal | Monthly Updates and Planning Session An Overview Who: Our Supplier community What: The Supplier Performance Scorecard measures performance by individual Suppliers. We began with evaluating simple transactions and aim to expand to track more significant data related to supplier performance and behavior. Why: Failure to manage and regularly monitor supplier performance can lead to major Supply Chain disruptions including delivery problems, poor quality, and other issues that can interrupt patient care. With an effective supplier performance management tool, we can now identify supplier issues early on, and ensure that they are corrected in a timely manner, thus reducing business risks and revenue losses. Supplier Performance Scorecard
- 14. 1414 PeopleSoft Portal | Monthly Updates and Planning Session What We Measure Supplier Performance is measured via 7 components consisting of: Overview, Trends, Exceptions, Quality Performance, Delivery Performance, Price Performance, and Supplier Payables – each component offering comprehensive analytics, providing a well- rounded profile of each supplier. Supplier Performance Scorecard
- 15. 1515 PeopleSoft Portal | Monthly Updates and Planning Session Snapshot of Supplier’s Score A Supplier’s score can range from 1-5 and consists of 7 quantifiable factors: • Average Receipt Cycle Time • % Received On Time • % Accepted • % Received Late • % Rejected • % Received Early • % PO Cost Variance Supplier Performance Scorecard
- 16. 1616 PeopleSoft Portal | Monthly Updates and Planning Session Overview Supplier Performance Scorecard The Overview component consists of 3 reports which provide a comprehensive overview of the current supplier base and supplier performance. The insight on supplier performance can enable strategic actions to better align suppliers with corporate objectives to improve sourcing efficiency and reduce spend. Report #1: Supplier Scorecard – Top 20 Performing Suppliers:
- 17. 1717 PeopleSoft Portal | Monthly Updates and Planning Session Overview cont’d Report #2 – Top 10 Average Receipt Cycle Times By Supplier: This report details those Suppliers who have a high receipt turnaround time. Supplier Performance Scorecard
- 18. 1818 PeopleSoft Portal | Monthly Updates and Planning Session Overview cont’d Report #3 – Current Total Supplier Base: With this report, review the current supplier base in its entirety by product type or by purchasing organization. This provides insights for opportunities to either expand or reduce the supplier base. Supplier Performance Scorecard
- 19. 1919 PeopleSoft Portal | Monthly Updates and Planning Session Exceptions The Exceptions page highlights areas that are performing out of the ordinary. Action is required to bring supplier performance back in line with corporate objectives. Supplier Performance Scorecard Report #1 - Top 10 Rejection Rates By Supplier: This report details the top 10 suppliers with the highest product rejection rates. This report is useful to identify potentially problematic suppliers whose products have consistently high issues which increase administrative costs for both organization.
- 20. 2020 PeopleSoft Portal | Monthly Updates and Planning Session Exceptions cont’d Supplier Performance Scorecard Report #2 – Top 10 Off-Contract Spend By Supplier: This report displays the top 10 Suppliers with the highest off-contract spend
- 21. 2121 PeopleSoft Portal | Monthly Updates and Planning Session Recap The Supplier Performance Dashboard has given our organization complete visibility into supplier performance, helping our organization proactively identify areas of concern. We now have the tools to efficiently monitor supplier behavior, improve supplier productivity and effectiveness, and align supplier performance with organizational objectives. Supplier Performance Scorecard
- 22. Questions? 22
Editor's Notes
- Thank You Role - Strategy - New Growth Initiatives - Innovation - Through Partnerships
- As the Largest Health System in the Gulf South, Ochsner’s Mission is to Serve, Heal, Lead, Educate, and Innovate In 2015, we’ll be well over $2.5B in Revenue Care for 600K Different Patients each year from all 50 states and 100 countries (Large Clinical Engine) Integrated Health System – core is physician group practice model One of Largest non-University based Academic Centers in U.S. Strategic Fit: Unique capabilities to Align Physicians, Develop Payor Partnerships, Manage Populations, Reduce Cost, Improve Care, Teach/Train/Research
- Industry Trends are Challenging… Dynamic Environment that is quickly creating the need for change State Budget Deficits ($1.6B in LA) HHS – 50% Value-based Reimbursement by 2018 Hip & Knee Replacement Bundles Retail Insurance environment through public & private exchanges reinforced by Supreme Court decision Payor Consolidation into the “Big Three” National Insurers
- Systemic - U.S. Health System built around large bricks and mortar facilities designed to deliver acute care - Yet, Chronic Disease accounts for 86% of the cost of care and 75% of all deaths in the U.S. Too Expensive - $3.1T, ~$10K/Person, not affordable for the average American Inconsistent Quality – high variability, tremendous rework (high readmissions, avoidable ED Visits), and large amounts of waste Difficult Access – patients must find and physically go to care Poor Experience – reactive care delivered via discrete episodes, lacking a proactive approach and comprehensive health plan Needs: - Nimble, Asset Lite strategies that deliver value-based solutions - Utilize Scale to reduce costs - Activate Patients to help take care of their own health - Take health care to patients… when, where, and how they want/need it - Develop continuous, ongoing relationship with patients At Ochsner, transforming through Partnerships & Innovation
- Add OHN Vision & What We’re Working to Build Partnerships with Providers, State, Payors, etc “We’re better together than apart”
- Economies of Scale & Experience Nearly 30 Hospitals and 3500 Physicians serving over 1 million patients each year Partnerships Provider Members Telemedicine – Cisco and Epic Supply Chain – MedAssets, GE, Others Other Clinical, Operational, and Administrative Solutions
- Ochsner launched an innovation accelerator called iO, Innovation Ochsner, to drive patient-focused health innovations as well as support companies that are working to revolutionize patient-centered care. Our focus is to develop new and creative ways to use data and technology to empower patients, including their social network, to take an active role in their care, and for healthcare providers to better and more efficiently manage patient conditions. iO will collaborate with other leading innovators both inside and outside of the healthcare industry to identify promising solutions and provide resources and support to develop new models of care. As the leading health system in Louisiana, Ochsner sees more than 400,000 unique patients annually from all 50 states and more than 90 countries, across multiple specialties. This creates a unique opportunity for Ochsner to lend significant expertise in a clinical care environment to test and develop new digital health technologies. Ochsner Health System and GE Healthcare, in collaboration with The Idea Village, have launched a multi-year challenge through 2017, the purpose of which is to ignite brilliant moments in the future of healthcare and catalyze a hotbed of healthcare innovation not only in New Orleans, but across the country.
- As an innovation accelerator, iO will drive patient-focused health innovations in wearable technology such as the personal blood pressure monitors that enable our patients with hypertension to take an active role in managing their care. Apple Epic O-Bar… prescribing Apps instead of Meds
- But we’re not doing all this alone. We’ve partnered with leaders in health, retail, information, technology, supply chain, venture capital, and entrepreneurship to drive innovation. Ochsner is living our Vision right now as we “Shape the Future of Healthcare”! How we became Partners, how it helps/works, specific examples Reinforce themes Optimization, standardization, innovation Collaboration through partnerships
- What is the difference between a Vendor and a Strategic Partner? Vendor: sells off-the-shelf products/services Partner: willing to co-create new, customized solutions with you as market demands change Examples: GE, Apple, Others How has the focus on Partnerships and Innovation begun to transform Ochsner? I think the biggest change I see is that we’re beginning to use more “Outside-In Thinking”… by that I mean that we’ve got to be able to see the world through the eyes of our customers and our partners… the consumer/patient, the payor, employer, provider partner, and even strategic vendor partners