Business Intelligence:Functional & OperationalTools for OptimizingHealthcareJune 12, 20132010 - 2012
Page 2About CentraStateEnvironmental DriversThe VisionThe RealityThe Vision – RevisedFuture PlansQ & AAgenda
Page 32012 Statistics282 bed full-service community medical center 14,384 Inpatient admissions (excludes newborns) 154,9...
Page 4Stage 1 Meaningful Use Attester for 2011 & 2012Private Health Information ExchangeRegional Health Information Organi...
Page 5AgendaAbout CentraStateEnvironmental DriversThe VisionThe RealityThe Vision – RevisedFuture PlansQ & A
Page 6Environmental DriversQuality MeasurementRegulatory initiatives & payment reform model“experiments” are driving signi...
Page 7Environmental DriversHigh level of competition for limited resourcesTime
Page 8Environmental DriversDisparate tools and systemsHealthcare BI Analytics Landscape
Page 9AgendaAbout CentraStateEnvironmental DriversThe VisionThe RealityThe Vision – RevisedFuture PlansQ & A
Page 10The VisionIntegrated Clinical / Business Intelligence Environment
Page 11The VisionOrderly transition from disparate to structured model Assess environment Build data dictionary across s...
Page 12The VisionGoals Ensure ability to deliver data to meet evolving landscape Reduce costs related to multiple report...
Page 13AgendaAbout CentraStateEnvironmental DriversThe VisionThe RealityThe Vision – RevisedFuture PlansQ & A
Page 14The RealityDisparate tools and systemsHealthcare BI Analytics Landscape
Page 15The RealitySomewhat Integrated Intelligence EnvironmentTPRSTPRSTPRSTPRS
Page 16The RealityProject scope was far greater than anticipated End-users unclear on needs Data dictionary requires dee...
Page 17AgendaAbout CentraStateEnvironmental DriversThe VisionThe RealityThe Vision – RevisedFuture PlansQ & A
Page 18The Vision - RevisedBreak project down to manageable components Operational ToolsDashboards and traditional report...
Page 19The Vision - RevisedImplementation Process Applied to all tool / dashboard development• Identified and validated K...
Page 20The Vision - RevisedOperational Tools – CFO Dashboard
Page 21The Vision - RevisedOperational Tools – CMO Dashboard
Page 22The Vision - RevisedFunctional Tools – Value Based Purchasing Desired Capabilities• Capture and aggregate data in ...
Page 23Value-Based Purchasing
Page 24Value-Based Purchasing
Page 25The Vision - RevisedFunctional Tools – Readmissions Management Desired Capabilities• Enable providers to impact ca...
Page 26The Vision - RevisedFunctional Tools – Readmissions Management Sample of Patient at Risk for HF ReadmissionPatient...
Page 27• Updated Daily• Patient list• Readmission risk score• Patients identified prior to discharge and codingCase Study:...
Page 28Case Study: Heart Failure ReadmissionsInpatient Work List• Work List comprisedof action items forCHF patients• Comp...
Page 29• Collect data reliably at the front end• Make your analytics actionable with real-timedata• Integrate with workflo...
Page 30• Operational Dashboards• To drive performance improvement at allorganizational levels• Functional Tools• Expand us...
Page 31Questions
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iHT² Health IT Summit Fort Lauderdale 2013 – Neal Ganguly, Vice President and CIO, CentraState Healthcare System "Business Intelligence: Functional & Operational Tools for Optimizing Healthcare"

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iHT² Health IT Summit Fort Lauderdale 2013 – Neal Ganguly, Vice President and CIO, CentraState Healthcare System

THE REALITY:
Project scope was far greater than anticipated
-End-users unclear on needs
-Data dictionary requires deep analysis
-Cataloging reports is labor intensive
-Necessary data not being captured electronically
-Need for benchmark data
-Myriad of niche reporting solutions being proposed
-Lack of business unit ownership of data
Need a different approach

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iHT² Health IT Summit Fort Lauderdale 2013 – Neal Ganguly, Vice President and CIO, CentraState Healthcare System "Business Intelligence: Functional & Operational Tools for Optimizing Healthcare"

  1. 1. Business Intelligence:Functional & OperationalTools for OptimizingHealthcareJune 12, 20132010 - 2012
  2. 2. Page 2About CentraStateEnvironmental DriversThe VisionThe RealityThe Vision – RevisedFuture PlansQ & AAgenda
  3. 3. Page 32012 Statistics282 bed full-service community medical center 14,384 Inpatient admissions (excludes newborns) 154,959 Outpatient visits (excludes SDS) 62,340 Emergency Department visits 511 board certified physicians Family Medicine residency programSenior Services 94 unit Assisted Living Facility 123 bed Skilled Nursing Facility 430 unit Continuous Care Retirement CommunityAbout CentraState2010 - 2012
  4. 4. Page 4Stage 1 Meaningful Use Attester for 2011 & 2012Private Health Information ExchangeRegional Health Information OrganizationWide Array of Systems In Use► ADT; Central Scheduling; Radiology► Clinical Documentation; Order Entry; Results;Pharmacy; HIM; Interface Engine► Laboratory► PACS► ORIS► EDIS► Patient AccountingAbout CentraState
  5. 5. Page 5AgendaAbout CentraStateEnvironmental DriversThe VisionThe RealityThe Vision – RevisedFuture PlansQ & A
  6. 6. Page 6Environmental DriversQuality MeasurementRegulatory initiatives & payment reform model“experiments” are driving significant attentionto qualityEmerging RealitiesCore MeasuresValue Based Purchasing / HCAHPSReadmissions
  7. 7. Page 7Environmental DriversHigh level of competition for limited resourcesTime
  8. 8. Page 8Environmental DriversDisparate tools and systemsHealthcare BI Analytics Landscape
  9. 9. Page 9AgendaAbout CentraStateEnvironmental DriversThe VisionThe RealityThe Vision – RevisedFuture PlansQ & A
  10. 10. Page 10The VisionIntegrated Clinical / Business Intelligence Environment
  11. 11. Page 11The VisionOrderly transition from disparate to structured model Assess environment Build data dictionary across systems Catalog reports Map current reporting needs against available data Evaluate future reporting needs against available data Implement central repository Migrate data / feed central repository Convert existing reports / build new reports & tools
  12. 12. Page 12The VisionGoals Ensure ability to deliver data to meet evolving landscape Reduce costs related to multiple reporting environments Put more control over data in the hands of end-users Reduce workload for IT
  13. 13. Page 13AgendaAbout CentraStateEnvironmental DriversThe VisionThe RealityThe Vision – RevisedFuture PlansQ & A
  14. 14. Page 14The RealityDisparate tools and systemsHealthcare BI Analytics Landscape
  15. 15. Page 15The RealitySomewhat Integrated Intelligence EnvironmentTPRSTPRSTPRSTPRS
  16. 16. Page 16The RealityProject scope was far greater than anticipated End-users unclear on needs Data dictionary requires deep analysis Cataloging reports is labor intensive Necessary data not being captured electronically Need for benchmark data Myriad of niche reporting solutions being proposed Lack of business unit ownership of dataNeed a different approach
  17. 17. Page 17AgendaAbout CentraStateEnvironmental DriversThe VisionThe RealityThe Vision – RevisedFuture PlansQ & A
  18. 18. Page 18The Vision - RevisedBreak project down to manageable components Operational ToolsDashboards and traditional reports to help businessunit managers operate their respective areas Functional ToolsSolution specific tools to address defined businessneeds: Value Based Purchasing Readmissions
  19. 19. Page 19The Vision - RevisedImplementation Process Applied to all tool / dashboard development• Identified and validated KPIs most relevant to acommunity hospital of our size• Performed data gap analysis: data required forselected KPIs versus data available?• Defined data acquisition approach and timeline• Defined governance structure to ensure business unitownership of data and reporting relevance andexistence of benchmark data
  20. 20. Page 20The Vision - RevisedOperational Tools – CFO Dashboard
  21. 21. Page 21The Vision - RevisedOperational Tools – CMO Dashboard
  22. 22. Page 22The Vision - RevisedFunctional Tools – Value Based Purchasing Desired Capabilities• Capture and aggregate data in as close to real timeas possible• Provide the ability to “Drill Down” to variousstakeholders to make the information actionable• Assist with improvement of Patient experience of carescores• Continually measure Financial Impact (overall)
  23. 23. Page 23Value-Based Purchasing
  24. 24. Page 24Value-Based Purchasing
  25. 25. Page 25The Vision - RevisedFunctional Tools – Readmissions Management Desired Capabilities• Enable providers to impact care prior to discharge• Use real-time and predictive analytics to identify:• Patients at risk for discharge with HF, PN, AMI, COPD• Patients at risk for readmissions, higher utilization &costs• Integrate information with “Work Lists” to enableeffective transitions in care• Address complete “continuum of care”
  26. 26. Page 26The Vision - RevisedFunctional Tools – Readmissions Management Sample of Patient at Risk for HF ReadmissionPatient Profile• Patient Name: Judy Finn• Age: 66• Primary Diagnosis: Heart Failure• Comorbidities: Diabetes Mellitus, Hypertension,Obesity• Medication List: Bisoprolol, Enalapril
  27. 27. Page 27• Updated Daily• Patient list• Readmission risk score• Patients identified prior to discharge and codingCase Study: Heart Failure ReadmissionsInpatient List11The Vision - Revised
  28. 28. Page 28Case Study: Heart Failure ReadmissionsInpatient Work List• Work List comprisedof action items forCHF patients• Completed prior todischarge to ensureall actions have beentaken to preventreadmission
  29. 29. Page 29• Collect data reliably at the front end• Make your analytics actionable with real-timedata• Integrate with workflow as a key featureBest PracticesThe Vision - Revised• Integrate financial implications with qualityimprovement efforts• Make managers accountable for financialimplications• Analytics across the continuum of care (Don’tforget ambulatory and post acute care)
  30. 30. Page 30• Operational Dashboards• To drive performance improvement at allorganizational levels• Functional Tools• Expand use of tools to other disease states• Accountable Care• Bundled Payments• Analytics across the continuum of careFuture Plans
  31. 31. Page 31Questions

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