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2. Determine
opportunities
to improve
performance.
CBD
Improvement Opportunities Low Savings High Savings
Expected
Savings
Notes
Clinical Opportunities 9,036,598$ 18,073,195$ 11,119,138$
Event Reduction Cost Avoidance 4,871,517$ 9,743,034$ 4,871,517$ Based on reducing events to 2013 occurrence
Total Cost ofCare 1,266,500$ 2,533,000$ 1,899,750$ Direct cost index is .95; select DRGs with high cost index
Case Mgmt/LOS 1,885,484$ 3,770,968$ 2,828,226$ 23,882 LOS variance (days). Yale's cost per day $,1579
Drug Utilization 1,013,097$ 2,026,193$ 1,519,645$ Based on Avg drug cost per MS-DRG variance
Operational Opportunities 12,638,594$ 23,777,188$ 13,888,594$
Labor Productivity 4,000,000$ 6,500,000$ 5,250,000$ Critical Care, Ancillary Depts, Facilities/Support Services
Purchased Services 8,638,594$ 17,277,188$ 8,638,594$ Some service areas previously addressed
Supply Chain Opportunities $ 6,848,159 $ 12,640,909 12,231,139$
PPI Contract Maximization 3,785,668$ 7,526,532$ 5,678,502$ High based on 10%; low 25%
Med/Surg/Other Contract Maximization 3,062,491$ 5,114,377$ 4,593,737$ High based on 10%; low 25%
Product Utilization 1,306,073$ 2,612,146$ 1,958,900$ Based on product utilization benchmarks
Total Estimated Savings 28,523,351$ 54,491,292$ 37,238,871$
Understand
performance
of top service
lines and
physicians.
SLA
Assess cost
of supplies.
Apollo
Sg2
Understand
what services,
sites of care
and diseases
will drive your
future spend
and growth.
Understand
how to prioritize
and position
facilities for
success based
on regional and
local factors.
Sg2
graphic #2
Identify
service lines
with the
most
opportunity.
Sg2
graphic #3

3. • Leverage scale, work flow automation,
technology and expertise to make supply
chains more efficient
• Provide analytics and expertise to improve
utilization, staffing and costs
• Offer operational, work force and clinical
experts and lean-focused teams to design
in high quality, efficient care
• Make services available to expand reach
and target efficient processes, including
purchased services, construction solutions
and value analysis
• Be members’ trusted source for clinical,
safety, supply, financial and operational
decision-making across the care continuum
• Help align physicians for consistent
patient care
• Provide analytics to inform service line
investment and performanceImprove
costs and
efficiencies
A Deliver
exception
care
B

4. Operationalizing the strategy in the way
that works for you

5. Implement the
strategy on your
own: leverage the
Vizient contract
portfolio, best
practices, advise
from your client
executive and CEO
network, etc.
Purchase an
analytical solution
to continually
assess and track
performance.
Join a topical
network or
Performance
Improvement
Collaborative and
work the issue with
other like-minded
providers
Engage Vizient to
guide and support
the implementation
of the strategy
Operationalizing the strategy in
the way that works for you

6. to guide and support the implementation of
the strategy

8. Schedule
BR
RCM schedules a
business review
with the member
Analyze
data
Go back to step
two and review
updated data
Include B-D
results
BR with
member
Discuss results
from decision A or
present results
from option B-D
Present new data
looking forward to
next issue