Healthcare delivery in India has Different and unique challenges.
They need to provide appropriate quality of care, deal with humanitarian issues, tackle ethical dilemmas and handle emotional problems.
To add to all this is the economic survival!!!
This document discusses various ways to manage a veterinary practice using financial data and key performance indicators (KPIs). It recommends tracking basic financial reports like the income statement, cash flow statement, and balance sheet. It also recommends using KPIs and dashboards to visualize trends in metrics like revenue, expenses, clinical outcomes, and patient/employee satisfaction. Benchmarking the practice's performance against past periods and competitors is important for strategic decision making. The overall message is that financial data should be used proactively by practice leaders to implement improvements.
Helping Health Healthcare: Financial Decision SupportDan Wellisch
The document discusses how decision support can help healthcare organizations address financial challenges through accurate cost accounting. It explains that traditional healthcare accounting does not provide the true costs of treating patients or the profitability of services. Decision support uses various costing methodologies like relative value units (RVUs), activity-based costing (ABC), and time-driven activity-based costing (TDABC) to attribute expenses to individual patients and clinical services. This allows organizations to understand costs, identify areas for improvement, set appropriate prices, and evaluate opportunities under value-based payment models.
How To Drive Clinical Improvement Programs That Get Results - HAS Session 20Health Catalyst
Getting accurate data does not improve care unless empowered teams are created with knowledge of how to apply the data. This was the highest-rated breakout session, and the second-highest rated session overall. This was a very hands-on session, using four different “ah ha” experiences to demonstrate key principles for getting clinical improvement results. These experiences included a deal or no deal re-enactment, a popsicle bomb exercise, a water stopping contest, and Paul Revere exercise. Key principles included how to prioritize your clinical improvement programs and cohorts, defining and selecting the most impactful AIM statements, fixing data quality, and defining and rolling out interventions throughout the system.
The document discusses various perspectives on quality healthcare including those of the government, patients, and healthcare providers. It outlines the government's national strategy for quality improvement and focuses on better care, healthy communities, and affordable costs. The patient perspective values compassionate care, time with physicians, timely appointments, and preventative programs. Providers value proven outcomes and reduced errors. The document also discusses opportunities to lower costs through standardized care and reducing unnecessary variations in treatment and costs. It provides examples of accountable care organizations and bundled payments that aim to improve care coordination and reduce costs.
Making Quality Your Core Business Strategy: A Foundational ElementHealth Catalyst
W. Edwards Deming, the father of quality improvement, defined “waste” as any circumstance in which a quality failure increases operating costs. The latest fully comprehensive study on waste from the National Academy of Medicine in 2010 used Deming’s approach to conclude that “a minimum of 30%, and probably over 50%, of all money spent on health care delivery is waste.” That means that quality-associated waste dominates all other financial performance strategies within health care delivery. It links directly to pay-for-value and other provider-at-risk payment. The path to financial success runs through clinical excellence.
Improving quality to remove waste and improve financial performance requires clinical change. At its best and most effective, strong clinical change leadership links directly to the values and culture of the healing professions. One critical, early step in driving quality as a core business strategy is creating a cadre of leaders, spread through all levels of an organization, who have a deep understanding of care delivery science. These leaders are the key vehicle for culture change, quality improvements in daily operations, and long-term organizational success.
View this webinar with Brent James, MD, MStat to hear him discuss proven methods to create and maintain just that sort of clinical change leadership.
Clinical redesign aims to reduce costs through physician-led initiatives that improve margins while maintaining or enhancing quality. Hospitals continue facing financial pressures from weaker revenues, Medicare cuts, and increased spending needs. Summarizing a sample hospital's analysis, opportunities were found in provider productivity, compensation alignment, workforce optimization, and service portfolio review, with estimated annual savings of $3-4 million. Physician engagement is critical for successful clinical redesign.
The document discusses using metrics and analytics to improve physician practice management at ENT and Allergy Associates. It provides examples of key metrics tracked such as cash collections, charges entered, days in accounts receivable. Metrics are reviewed daily, monthly, and quarterly and shared with staff. The practice uses analytics to evaluate processes, set benchmarks and goals. Physician productivity reports aggregate data on procedures, office visits, audio collections and compare individuals to practice averages. Benchmarking and peer grouping allows practices to track growth and identify opportunities.
Value-based payments research study - Availity 2014Availity
Dive into the latest research study from Availity, and learn more about provider attitudes toward value-based payment models. Get an overview of current-state physician reimbursement, find out current and expected adoption levels, learn administrative and operational challenges that are barriers to further adoption, and discover physician attitudes toward outcomes and cost savings.
This document discusses various ways to manage a veterinary practice using financial data and key performance indicators (KPIs). It recommends tracking basic financial reports like the income statement, cash flow statement, and balance sheet. It also recommends using KPIs and dashboards to visualize trends in metrics like revenue, expenses, clinical outcomes, and patient/employee satisfaction. Benchmarking the practice's performance against past periods and competitors is important for strategic decision making. The overall message is that financial data should be used proactively by practice leaders to implement improvements.
Helping Health Healthcare: Financial Decision SupportDan Wellisch
The document discusses how decision support can help healthcare organizations address financial challenges through accurate cost accounting. It explains that traditional healthcare accounting does not provide the true costs of treating patients or the profitability of services. Decision support uses various costing methodologies like relative value units (RVUs), activity-based costing (ABC), and time-driven activity-based costing (TDABC) to attribute expenses to individual patients and clinical services. This allows organizations to understand costs, identify areas for improvement, set appropriate prices, and evaluate opportunities under value-based payment models.
How To Drive Clinical Improvement Programs That Get Results - HAS Session 20Health Catalyst
Getting accurate data does not improve care unless empowered teams are created with knowledge of how to apply the data. This was the highest-rated breakout session, and the second-highest rated session overall. This was a very hands-on session, using four different “ah ha” experiences to demonstrate key principles for getting clinical improvement results. These experiences included a deal or no deal re-enactment, a popsicle bomb exercise, a water stopping contest, and Paul Revere exercise. Key principles included how to prioritize your clinical improvement programs and cohorts, defining and selecting the most impactful AIM statements, fixing data quality, and defining and rolling out interventions throughout the system.
The document discusses various perspectives on quality healthcare including those of the government, patients, and healthcare providers. It outlines the government's national strategy for quality improvement and focuses on better care, healthy communities, and affordable costs. The patient perspective values compassionate care, time with physicians, timely appointments, and preventative programs. Providers value proven outcomes and reduced errors. The document also discusses opportunities to lower costs through standardized care and reducing unnecessary variations in treatment and costs. It provides examples of accountable care organizations and bundled payments that aim to improve care coordination and reduce costs.
Making Quality Your Core Business Strategy: A Foundational ElementHealth Catalyst
W. Edwards Deming, the father of quality improvement, defined “waste” as any circumstance in which a quality failure increases operating costs. The latest fully comprehensive study on waste from the National Academy of Medicine in 2010 used Deming’s approach to conclude that “a minimum of 30%, and probably over 50%, of all money spent on health care delivery is waste.” That means that quality-associated waste dominates all other financial performance strategies within health care delivery. It links directly to pay-for-value and other provider-at-risk payment. The path to financial success runs through clinical excellence.
Improving quality to remove waste and improve financial performance requires clinical change. At its best and most effective, strong clinical change leadership links directly to the values and culture of the healing professions. One critical, early step in driving quality as a core business strategy is creating a cadre of leaders, spread through all levels of an organization, who have a deep understanding of care delivery science. These leaders are the key vehicle for culture change, quality improvements in daily operations, and long-term organizational success.
View this webinar with Brent James, MD, MStat to hear him discuss proven methods to create and maintain just that sort of clinical change leadership.
Clinical redesign aims to reduce costs through physician-led initiatives that improve margins while maintaining or enhancing quality. Hospitals continue facing financial pressures from weaker revenues, Medicare cuts, and increased spending needs. Summarizing a sample hospital's analysis, opportunities were found in provider productivity, compensation alignment, workforce optimization, and service portfolio review, with estimated annual savings of $3-4 million. Physician engagement is critical for successful clinical redesign.
The document discusses using metrics and analytics to improve physician practice management at ENT and Allergy Associates. It provides examples of key metrics tracked such as cash collections, charges entered, days in accounts receivable. Metrics are reviewed daily, monthly, and quarterly and shared with staff. The practice uses analytics to evaluate processes, set benchmarks and goals. Physician productivity reports aggregate data on procedures, office visits, audio collections and compare individuals to practice averages. Benchmarking and peer grouping allows practices to track growth and identify opportunities.
Value-based payments research study - Availity 2014Availity
Dive into the latest research study from Availity, and learn more about provider attitudes toward value-based payment models. Get an overview of current-state physician reimbursement, find out current and expected adoption levels, learn administrative and operational challenges that are barriers to further adoption, and discover physician attitudes toward outcomes and cost savings.
The document discusses the transition from a revenue cycle model to a value cycle model in healthcare. It emphasizes that the superbill, which translates clinical services into billable codes, is the foundation that care teams build upon in the value cycle. It outlines risks to consider in the value cycle approach. Finally, it recommends adopting a multidisciplinary care team approach and using data analytics to optimize processes, monitor costs and outcomes, and manage population health in the value cycle model.
Premier's Introduction To Labor Management in Healthcaremoogiedm
This document provides an overview of labor management in healthcare, including key concepts, metrics, processes, and best practices. The summary includes:
Labor management aims to control labor costs, which account for 60% of hospital spending, through measuring productivity, benchmarking performance, and holding leaders accountable. It encompasses hiring, scheduling, and staff management across the organization.
Premier's labor management model focuses on measurement, processes/accountability, and program support. Key principles include executive leadership and transparency, using benchmark data to set targets above median performance, dedicating a labor coach, and allowing flexibility in staffing across departments. The goal is continuous improvement through established productivity standards and action plans.
Lean Principles in Healthcare: 2 Important Tools Organizations Must HaveHealth Catalyst
The document discusses how lean principles from manufacturing have been applied with mixed success in healthcare. It argues that for lean to be truly effective in healthcare, it must be part of a larger initiative to drive cultural change throughout an organization. Specifically, healthcare systems should use two lean tools - value-stream maps and A3 diagrams - to improve horizontal processes, while also adopting principles like continuous process improvement and empowering frontline workers. Sustainable change requires long-term teams focused on clinical domains and organizational commitment to making improvements a reality.
Five Ways For Improving Hospital Revenue Cycle ManagementHealth Catalyst
The document discusses five ways to improve hospital revenue cycle management. It recommends trending and benchmarking healthcare data using an enterprise data warehouse to analyze performance over time and compare to others. Mining the data in an EDW can reveal problems and ways to improve revenue cycle processes. The document also suggests constantly asking frontline staff for suggestions, monitoring payer contracts, and maintaining caring patient touchpoints to improve the revenue cycle. An example is given of a physician group that improved collection times by analyzing registration desk data and improving processes.
University of Toledo Medical Center Patient Experience Improvement Strategic ...Ioan Duca
The document outlines UTMC's plan to improve service excellence from 2011-2012. It discusses analyzing performance data, aligning leadership to address issues, selecting engaged employees, and developing a patient-centered culture. The goals are to narrow gaps in outcomes vs experience, engage physicians and staff, and prepare for pay-for-performance programs emphasizing quality and satisfaction.
Overcoming the Struggles of Small PracticesBen Quirk
Small practices face many struggles on the road to success. This webinar overviews the top obstacles they face, addresses the reasons behind the decline in numbers of independent practices, and provides solutions for them to remain successful despite the challenges.
The document describes the development of a dashboard to measure the impact of Innovation Units at Massachusetts General Hospital. It outlines the dashboard development process, including selecting metrics, collecting data from various sources, and using visual displays and benchmarks to show performance over time. The goal is to use data to drive improvement through testing changes and spreading improvements. Sample metrics in the dashboard include falls, pressure ulcers, central line infections, and patient and staff satisfaction measures.
Evaluating Change and Tracking ImprovementJane Chiang
This document summarizes the evaluation of innovation units at a hospital. It describes the evaluation process, data collected, and key findings. An evaluation steering committee oversees the evaluation in 90-day cycles. Data is collected through surveys, interviews, and observations. Findings show positive feedback from patients and staff regarding relationship-based care practices. Opportunities are identified in areas like documenting discharge dates and care team members. Next steps include continuing the evaluation, expanding to more units, and deepening analysis of specific measures to further optimize the innovation units.
Introducing Health Catalyst University: An Innovative Approach for Accelerati...Health Catalyst
Anyone involved in healthcare knows we need to improve quality and lower costs—but where do you start? And how do you reduce the time it takes to realize improvements after deciding on a course of action? Then there’s the added responsibility of managing the transition to risk-based payment models where the consequences of getting it wrong increase with each passing year.
For these reasons we feel compelled to break from our standard webinar routine and present a new webinar, where we will introduce the Health Catalyst University’s Accelerated Practices (AP) Program, a unique learning experience that has been designed to help you tackle these problems. First, you will hear from Tommy Prewitt, MD, director of the Healthcare Delivery Institute at HORNE LLP. He will share his perspective about the need for change. He will also talk about how programs like ours are critical to surviving and thriving in this new era of healthcare. Then you will hear from Bryan Oshiro, MD, senior vice president and chief medical officer of Health Catalyst. He will explain how the AP Program equips you with the tools and knowledge to mobilize others in accelerating outcomes improvement work and sustaining the gains.
In specific, Tommy Prewitt, MD, will discuss:
The problems the industry is facing
How variations in care delivery impact quality and cost
The value of giving clinicians the right tools to effectively use data to drive outcomes improvement
Sustainable improvements course participants have achieved by attending HORNE’s Advanced Training Program
In specific, Bryan Oshiro, MD, will discuss:
The components required to make a quality improvement training course successful
The need for course participants to apply the science of improvement to course projects in a practical, immersive format
Why leaders need to learn how to understand the nuances of human behavior as a way to affect positive change
The return on investment a quality improvement training program such as Health Catalyst’s Accelerated Practices (AP) Program provides
What attendees of the AP Program will learn
Both presenters are graduates of and proponents for Intermountain’s Advanced Training Program (ATP), a quality improvement program started by Brent James, MD. Their goals with this webinar are to give you greater insight to the problems the industry is facing and a renewed sense of purpose knowing that resources are available to help you through this challenging time.
Healthcare Project Management Techniques - A Pragmatic Approach to Outcomes I...Health Catalyst
The document discusses project management techniques for improving healthcare outcomes. It describes both waterfall and agile project management methods. Waterfall involves sequential phases with clear requirements, while agile uses short sprints for iterative development. A hybrid approach is recommended that combines waterfall for high-level planning with agile sprints for detailed work. Project management skills are important for controlling costs, managing risk, and improving outcomes in healthcare.
Getting The Most Out of Your Data Analyst - HAS Session 9Health Catalyst
Many analysts spend 90% of their time managing rather than analyzing data. How do we enable analysts to do what they were hired to do? In this session, you will learn best practices on helping your analyst focus more on analytics and less on data capture and provisioning, as well as how to create sustainable and meaningful analytics. We will show best practices and common pitfalls to avoid. This will be a fun and interactive session with many hands-on examples and exercises.
Building Analytic Acumen with Less Classroom "Training" and More LearningHealth Catalyst
Froedtert & the Medical College of Wisconsin is a large academic and community health system consisting of hospitals, health centers, physicians, and other services across southeastern Wisconsin. They discuss building analytic acumen across their large organization by moving beyond traditional classroom training to focus on competency-based learning through online courses, assessments, and learning bursts tailored to different roles. Early results show improvements in analytics and improvement literacy across key competencies after implementing their new competency-driven learning approach.
The Top Five Recommendations for Improving the Patient ExperienceHealth Catalyst
Improving patient satisfaction scores and the overall patient experience of care is a top priority for health systems. It’s a key quality domain in the CMS Hospital Value-Based Purchasing (VBP) Program (25 percent) and it’s an integral part of the IHI Triple Aim. But, despite the fact that health systems realize the importance of improving the patient experience of care, they often use patient satisfaction as a driver for outcomes. This article challenges this notion, instead recommending that they use patient satisfaction as a balance measure; one of five key recommendations for improving the patient experience:
Use patient satisfaction as a balance measure—not a driver for outcomes.
Evaluate entire care teams—not individual providers.
Use healthcare analytics to understand and act on data.
Leverage innovative technology.
Improve employee engagement.
This article also explains why patient experience is so closely tied to quality of care, and why it’s a prime indicator of a healthcare organization’s overall health.
This document summarizes a presentation given to Georgia hospitals on preparing for meaningful use requirements and quality improvement. It discusses the low current rates of EHR adoption and the timeline for meaningful use criteria. Requirements increase over time from 2011-2015. Hospitals can receive incentive payments for achieving meaningful use but will face penalties if not compliant by 2015. A sample hospital's costs and potential revenues from incentives is shown. Recommendations include forming a steering committee, assessing current state, selecting systems based on criteria not just demos, and focusing on clinical adoption and process change. Success requires the right product, implementation, adoption, and outcomes. Questions from attendees are invited.
Taking your hospital from total compensation statements to a total rewards sy...Healthcare Software Hub
Total compensation statements are a great tool to drive employee engagement and retention - the problem is that traditional printed annual statements are not only outdated from the time they are printed but are expensive and time consuming to produce for busy HR teams in healthcare facilities with limited resources.
HRIS expert Christopher Ford will share how healthcare HR departments can transform an outdated compensation statement process into a value-driven total rewards system that generates measurable improvement in engagement at a lower cost.
Notes for Trust Turnaround through Business IntelligenceDonna Kelly
Donna Kelly has over 20 years of experience in business intelligence and has worked for various NHS organizations. She specializes in creating business intelligence frameworks and architectures for healthcare organizations. Some of her past roles include providing best practices for data warehousing to the NHS National Programme, acting as an enterprise architect for multiple trusts to build out their technical and business intelligence capabilities, and working as an interim manager or consultant to help organizations improve their use of data and business intelligence.
Quality Improvement In Healthcare: Where Is The Best Place To Start?Health Catalyst
One of the biggest challenges providers face in their quality improvement efforts is knowing where to get started. In my experience, one of the best ways to overcome that “where do we begin?” factor is by using data from an enterprise data warehouse to look for high-cost areas where there are large variations in how health care is delivered. Variation found through the KPA is an indicator of opportunity. The more avoidable variation that is reflected in a particular care process, the more opportunity there is to reduce that variation and standardize the process. Suppose after performing a KPA you discover three areas of opportunity. How do you determine which one to pursue, especially if it’s your first journey into process improvement? The most obvious answer would seem to be the one with the largest potential ROI. That may not always be the best course to pursue, however. You will also want to take into consideration the readiness/openness to change in each of those areas.
The Value-Based Musculoskeletal Service LineWellbe
As healthcare reform continues to impact the provision and payment of care, hospitals and healthcare systems are challenged with redesigning the way musculoskeletal (MSK) services are delivered. Reimbursement and incentive structures are evolving toward value-based models and, in turn, organization must evaluate their MSK service lines to ensure that they are:
Integrated – MSK services must encompass the complete continuum of care and bother operative and nonoperative services need to be designed around preventive medicine, acute care, and post-acute care.
Scalable – Prevailing MSK service lines will be aligned with strategic partners to secure needed services and enhance market coverage, strategically and efficiently deploy capital for resources, cultivate population health competencies, and achieve economies of scale.
Rationalized – In addition to reducing costs and enhancing efficiencies, leadership of MSK services across a system of care increasingly must consider the consolidation or redistribution of key programs (e.g. Joint replacement) to optimize resources and ensure high-quality care is provided in the most accessible manner.
Informed – MSK service line leadership will be well informed about potentially drastic shifts in the payment environment at the local, regional, and national level. Further, they will effectively leverage operational and clinical data to inform the decision-making process.
Responsive – In addition to being informed, high-performing MSK programs will exhibit lean, vertical, and proactive leadership and decision-making structures that decisively drive the organization forward, particularly during times of change and uncertainty.
During this 60-minute webinar, John Fink and Todd Godfrey will share examples of how organizations are developing innovative MSK service line programs to keep pace with the shift toward a value-based environment.
Revenue Cycle Management in healthcare encompasses the entire administrative process involved in getting paid for the services you provide to your patients. The process begins when a patient first calls to schedule an appointment and ends when all fees have been collected and verified.
Medical billing is becoming increasingly more complex. It is only going to get more difficult as new codes are added and more detailed patient information is required to be submitted with the claim. Add to that, physicians and other service providers are required by various insurers to provide details not previously necessary.
One small error can result in the claim not being paid promptly, completely or possibly even being denied.
The document provides an overview of a presentation on cost accounting and cost reduction. It discusses six key lessons: 1) Why cost accounting is needed, 2) How cost accounting works, 3) What cost buckets and overhead allocation should be used, 4) What costing methodologies should be used, 5) How advanced cost accounting differs, and 6) How to leverage cost data to reduce costs. It also provides examples of cost accounting approaches like RVUs and activity-based costing to determine more accurate patient-level costs. The goal is to help healthcare providers better understand their costs to make decisions that improve margins and quality.
Driving Value - Taking the Healthcare Revenue Cycle to the Next Level.pdfAGSHealth1
As hospitals and healthcare systems evolve to meet the needs of a growing and aging population, they find themselves struggling to remain financially healthy.
https://www.agshealth.com/blog/driving-value-taking-the-healthcare-revenue-cycle-to-the-next-level/
The document discusses the transition from a revenue cycle model to a value cycle model in healthcare. It emphasizes that the superbill, which translates clinical services into billable codes, is the foundation that care teams build upon in the value cycle. It outlines risks to consider in the value cycle approach. Finally, it recommends adopting a multidisciplinary care team approach and using data analytics to optimize processes, monitor costs and outcomes, and manage population health in the value cycle model.
Premier's Introduction To Labor Management in Healthcaremoogiedm
This document provides an overview of labor management in healthcare, including key concepts, metrics, processes, and best practices. The summary includes:
Labor management aims to control labor costs, which account for 60% of hospital spending, through measuring productivity, benchmarking performance, and holding leaders accountable. It encompasses hiring, scheduling, and staff management across the organization.
Premier's labor management model focuses on measurement, processes/accountability, and program support. Key principles include executive leadership and transparency, using benchmark data to set targets above median performance, dedicating a labor coach, and allowing flexibility in staffing across departments. The goal is continuous improvement through established productivity standards and action plans.
Lean Principles in Healthcare: 2 Important Tools Organizations Must HaveHealth Catalyst
The document discusses how lean principles from manufacturing have been applied with mixed success in healthcare. It argues that for lean to be truly effective in healthcare, it must be part of a larger initiative to drive cultural change throughout an organization. Specifically, healthcare systems should use two lean tools - value-stream maps and A3 diagrams - to improve horizontal processes, while also adopting principles like continuous process improvement and empowering frontline workers. Sustainable change requires long-term teams focused on clinical domains and organizational commitment to making improvements a reality.
Five Ways For Improving Hospital Revenue Cycle ManagementHealth Catalyst
The document discusses five ways to improve hospital revenue cycle management. It recommends trending and benchmarking healthcare data using an enterprise data warehouse to analyze performance over time and compare to others. Mining the data in an EDW can reveal problems and ways to improve revenue cycle processes. The document also suggests constantly asking frontline staff for suggestions, monitoring payer contracts, and maintaining caring patient touchpoints to improve the revenue cycle. An example is given of a physician group that improved collection times by analyzing registration desk data and improving processes.
University of Toledo Medical Center Patient Experience Improvement Strategic ...Ioan Duca
The document outlines UTMC's plan to improve service excellence from 2011-2012. It discusses analyzing performance data, aligning leadership to address issues, selecting engaged employees, and developing a patient-centered culture. The goals are to narrow gaps in outcomes vs experience, engage physicians and staff, and prepare for pay-for-performance programs emphasizing quality and satisfaction.
Overcoming the Struggles of Small PracticesBen Quirk
Small practices face many struggles on the road to success. This webinar overviews the top obstacles they face, addresses the reasons behind the decline in numbers of independent practices, and provides solutions for them to remain successful despite the challenges.
The document describes the development of a dashboard to measure the impact of Innovation Units at Massachusetts General Hospital. It outlines the dashboard development process, including selecting metrics, collecting data from various sources, and using visual displays and benchmarks to show performance over time. The goal is to use data to drive improvement through testing changes and spreading improvements. Sample metrics in the dashboard include falls, pressure ulcers, central line infections, and patient and staff satisfaction measures.
Evaluating Change and Tracking ImprovementJane Chiang
This document summarizes the evaluation of innovation units at a hospital. It describes the evaluation process, data collected, and key findings. An evaluation steering committee oversees the evaluation in 90-day cycles. Data is collected through surveys, interviews, and observations. Findings show positive feedback from patients and staff regarding relationship-based care practices. Opportunities are identified in areas like documenting discharge dates and care team members. Next steps include continuing the evaluation, expanding to more units, and deepening analysis of specific measures to further optimize the innovation units.
Introducing Health Catalyst University: An Innovative Approach for Accelerati...Health Catalyst
Anyone involved in healthcare knows we need to improve quality and lower costs—but where do you start? And how do you reduce the time it takes to realize improvements after deciding on a course of action? Then there’s the added responsibility of managing the transition to risk-based payment models where the consequences of getting it wrong increase with each passing year.
For these reasons we feel compelled to break from our standard webinar routine and present a new webinar, where we will introduce the Health Catalyst University’s Accelerated Practices (AP) Program, a unique learning experience that has been designed to help you tackle these problems. First, you will hear from Tommy Prewitt, MD, director of the Healthcare Delivery Institute at HORNE LLP. He will share his perspective about the need for change. He will also talk about how programs like ours are critical to surviving and thriving in this new era of healthcare. Then you will hear from Bryan Oshiro, MD, senior vice president and chief medical officer of Health Catalyst. He will explain how the AP Program equips you with the tools and knowledge to mobilize others in accelerating outcomes improvement work and sustaining the gains.
In specific, Tommy Prewitt, MD, will discuss:
The problems the industry is facing
How variations in care delivery impact quality and cost
The value of giving clinicians the right tools to effectively use data to drive outcomes improvement
Sustainable improvements course participants have achieved by attending HORNE’s Advanced Training Program
In specific, Bryan Oshiro, MD, will discuss:
The components required to make a quality improvement training course successful
The need for course participants to apply the science of improvement to course projects in a practical, immersive format
Why leaders need to learn how to understand the nuances of human behavior as a way to affect positive change
The return on investment a quality improvement training program such as Health Catalyst’s Accelerated Practices (AP) Program provides
What attendees of the AP Program will learn
Both presenters are graduates of and proponents for Intermountain’s Advanced Training Program (ATP), a quality improvement program started by Brent James, MD. Their goals with this webinar are to give you greater insight to the problems the industry is facing and a renewed sense of purpose knowing that resources are available to help you through this challenging time.
Healthcare Project Management Techniques - A Pragmatic Approach to Outcomes I...Health Catalyst
The document discusses project management techniques for improving healthcare outcomes. It describes both waterfall and agile project management methods. Waterfall involves sequential phases with clear requirements, while agile uses short sprints for iterative development. A hybrid approach is recommended that combines waterfall for high-level planning with agile sprints for detailed work. Project management skills are important for controlling costs, managing risk, and improving outcomes in healthcare.
Getting The Most Out of Your Data Analyst - HAS Session 9Health Catalyst
Many analysts spend 90% of their time managing rather than analyzing data. How do we enable analysts to do what they were hired to do? In this session, you will learn best practices on helping your analyst focus more on analytics and less on data capture and provisioning, as well as how to create sustainable and meaningful analytics. We will show best practices and common pitfalls to avoid. This will be a fun and interactive session with many hands-on examples and exercises.
Building Analytic Acumen with Less Classroom "Training" and More LearningHealth Catalyst
Froedtert & the Medical College of Wisconsin is a large academic and community health system consisting of hospitals, health centers, physicians, and other services across southeastern Wisconsin. They discuss building analytic acumen across their large organization by moving beyond traditional classroom training to focus on competency-based learning through online courses, assessments, and learning bursts tailored to different roles. Early results show improvements in analytics and improvement literacy across key competencies after implementing their new competency-driven learning approach.
The Top Five Recommendations for Improving the Patient ExperienceHealth Catalyst
Improving patient satisfaction scores and the overall patient experience of care is a top priority for health systems. It’s a key quality domain in the CMS Hospital Value-Based Purchasing (VBP) Program (25 percent) and it’s an integral part of the IHI Triple Aim. But, despite the fact that health systems realize the importance of improving the patient experience of care, they often use patient satisfaction as a driver for outcomes. This article challenges this notion, instead recommending that they use patient satisfaction as a balance measure; one of five key recommendations for improving the patient experience:
Use patient satisfaction as a balance measure—not a driver for outcomes.
Evaluate entire care teams—not individual providers.
Use healthcare analytics to understand and act on data.
Leverage innovative technology.
Improve employee engagement.
This article also explains why patient experience is so closely tied to quality of care, and why it’s a prime indicator of a healthcare organization’s overall health.
This document summarizes a presentation given to Georgia hospitals on preparing for meaningful use requirements and quality improvement. It discusses the low current rates of EHR adoption and the timeline for meaningful use criteria. Requirements increase over time from 2011-2015. Hospitals can receive incentive payments for achieving meaningful use but will face penalties if not compliant by 2015. A sample hospital's costs and potential revenues from incentives is shown. Recommendations include forming a steering committee, assessing current state, selecting systems based on criteria not just demos, and focusing on clinical adoption and process change. Success requires the right product, implementation, adoption, and outcomes. Questions from attendees are invited.
Taking your hospital from total compensation statements to a total rewards sy...Healthcare Software Hub
Total compensation statements are a great tool to drive employee engagement and retention - the problem is that traditional printed annual statements are not only outdated from the time they are printed but are expensive and time consuming to produce for busy HR teams in healthcare facilities with limited resources.
HRIS expert Christopher Ford will share how healthcare HR departments can transform an outdated compensation statement process into a value-driven total rewards system that generates measurable improvement in engagement at a lower cost.
Notes for Trust Turnaround through Business IntelligenceDonna Kelly
Donna Kelly has over 20 years of experience in business intelligence and has worked for various NHS organizations. She specializes in creating business intelligence frameworks and architectures for healthcare organizations. Some of her past roles include providing best practices for data warehousing to the NHS National Programme, acting as an enterprise architect for multiple trusts to build out their technical and business intelligence capabilities, and working as an interim manager or consultant to help organizations improve their use of data and business intelligence.
Quality Improvement In Healthcare: Where Is The Best Place To Start?Health Catalyst
One of the biggest challenges providers face in their quality improvement efforts is knowing where to get started. In my experience, one of the best ways to overcome that “where do we begin?” factor is by using data from an enterprise data warehouse to look for high-cost areas where there are large variations in how health care is delivered. Variation found through the KPA is an indicator of opportunity. The more avoidable variation that is reflected in a particular care process, the more opportunity there is to reduce that variation and standardize the process. Suppose after performing a KPA you discover three areas of opportunity. How do you determine which one to pursue, especially if it’s your first journey into process improvement? The most obvious answer would seem to be the one with the largest potential ROI. That may not always be the best course to pursue, however. You will also want to take into consideration the readiness/openness to change in each of those areas.
The Value-Based Musculoskeletal Service LineWellbe
As healthcare reform continues to impact the provision and payment of care, hospitals and healthcare systems are challenged with redesigning the way musculoskeletal (MSK) services are delivered. Reimbursement and incentive structures are evolving toward value-based models and, in turn, organization must evaluate their MSK service lines to ensure that they are:
Integrated – MSK services must encompass the complete continuum of care and bother operative and nonoperative services need to be designed around preventive medicine, acute care, and post-acute care.
Scalable – Prevailing MSK service lines will be aligned with strategic partners to secure needed services and enhance market coverage, strategically and efficiently deploy capital for resources, cultivate population health competencies, and achieve economies of scale.
Rationalized – In addition to reducing costs and enhancing efficiencies, leadership of MSK services across a system of care increasingly must consider the consolidation or redistribution of key programs (e.g. Joint replacement) to optimize resources and ensure high-quality care is provided in the most accessible manner.
Informed – MSK service line leadership will be well informed about potentially drastic shifts in the payment environment at the local, regional, and national level. Further, they will effectively leverage operational and clinical data to inform the decision-making process.
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Challenges healthcare delivery in India
1. The Challenge of Minimizing Capital
Costs in Ensuring Effective Healthcare
Delivery
Dr Vijay Agarwal
President CAHO
www.caho.in
December 20, 2015
2. Challenges
• Different and unique challenges.
• Complex operations which expose them to greater
risks.
a) They need to provide appropriate quality of care
b)Deal with humanitarian issues,
c) Tackle ethical dilemmas and
d)Handle emotional problems.
December 20, 2015
3. Increasing Competition
• Competition is intensifying
• High setting up costs
• To keep their operations sustainable:
(a) Pricing of their services
(b) Capacity utilization
(c) Services can not be stored or transferred
from one place to another
.
December 20, 2015
4. HR Issues
• Managing human resources assume critical
significance in knowledge and service
industries
• Hospitals face the challenge of ensuring that
qualified professionals remain associated with
it
• Lack of sufficient trained manpower
December 20, 2015
5. Equipment
• Most of the equipment are imported and are
of high value, paid for in foreign currency.
• Faster technological obsolescence. This
contributes to risk on capital cost invested.
• In order to recover the cost, hospitals also face
the challenge of having an appropriate pricing
policy which ensures the recovery of the cost
of these equipment and utilization rate.
December 20, 2015
6. High Operating Cost
• High energy cost
• Administrative cost
• High Interest burden
• Increasing “Negligence” risk
• Increasing regulations
December 20, 2015
7. Reimbursement
• High private cash expenditure
• Penetration of health insurance in India is still
low causing low utilisation of hospital services
• Irrational Govt and PSU schemes
December 20, 2015
8. Perception Problem
• Perception that private hospitals are making
“huge” money and Govt hospitals are “free”
• In the process, hospitals become financially
vulnerable
• Leads to compromising quality and adopt
unethical practices such as inducing demand
and promoting services through fee-splitting
practices
December 20, 2015
9. Quality
• Increasing competition and growing attention
to the Indian health sector has necessitated
the need to improve the performance for
Indian hospitals
• Accreditation needs to be supported
• Improvement in financial health is necessary
December 20, 2015
10. Some Suggestions
• Invest time in hospital planning
• Hospital made around a “Business Plan”
• Green Hospital Building can reduce energy
cost >50%
• Make use of technology to reduce cost on
security and house keeping manpower
• Select equipment judiciously and with longer
AMC/ CMC
December 20, 2015
11. Suggestions…..
• Adopt a robust HIS
• Make the hospital process driven
• Create a dashboard that gives you crucial
information timely
December 20, 2015
13. A Dashboard
“A dashboard is "an easy to read, often
single page, showing a graphical
presentation of the current status (snap
shot) of an organization’s key performance
indicators to enable prompt decisions to be
made at a glance.”
Peter McFadden, CEO of ExcelDashboard Widgets "What is Dashboard Reporting"
December 20, 2015
14. Customizing the dashboard
• A good dashboard should be 360 degree aligned and should
include
– Customer Satisfaction
– Operations
– Financials
– Quality
– Team engagement
December 20, 2015
15. Operations Financial Quality CSAT Engagement
OP/IP Volume Gross & Nett
Rev
Audit scores OP CSAT index Events
compliance
Key procedure Vol Discount % Non
compliances
IP CSAT index Training
compliance
Contribution Incident reports Customer
comments
ESAT score
Cost to revenue Attrition
December 20, 2015
16. Financial Dashboard
Dashboard should reflect the financial health of the
organization and help make key decisions in this regard
Slices of each element in detail should be available if needed.
For example it is not enough to know what the revenue is, it is
equally important to know the composition of revenue (from
room rent, to pharmacy, radiology, lab, medical supplies, etc).
Similarly, other elements of the P&L also need to be further
detailed
December 20, 2015
17. Financial Dashboard
Gross Revenue: divided into Room Charges, Medical Supplies, Pharmacy,
Radiology, Laboratory, Physiotherapy, Procedure (OT), Emergency Room,
Specialist Consultation, Nursing Services, Equipment Charges, Food & ,
beverages, Dialysis, Dental, and Others
Discount: Usually P&Ls have a great ability to hide this important figure that
erodes the bottom line! Measure it! Analyse it!
Gross Margin: for each element of the revenue defined above, it is also
important to measure the gross margin
Doctor Cost: Doctor cost in each department stacked against the professional
fee generated
Manpower Cost: Manpower rationalization
Administrative Cost: correlation to revenue and volume
December 20, 2015
19. MTD YTD
Rs L Rs L
Professional Fee Receipt 2,25,27,021 21,68,11,366
MO/Registrar Cost 8,14,449 1,84,15,275
Retainer Consultants Cost 39,48,548 3,76,05,065
Non-Retainer Consultants Cost 1,75,17,657 15,13,71,356
Total Doctor Cost 2,22,80,654 20,73,91,696
Margin 2,46,366 94,19,671
Margin % 1.1% 4.3%
December 20, 2015
20. Monitoring the dashboard
Who owns each element of the dashboard has to be identified. For
example, who owns discounts? Is it marketing or operations?
Who will measure and report each element of the dashboard? While
most of these would be a part of the P&L, it is important that ‘owners’
report the same after their careful analysis of the results
What are the overall goals for each element. They have to be
SMART! How often will we review the dashboard? This depends on
the level at which this dashboard is being viewed
Who will be the central pivot to drive this process?
December 20, 2015
21. Source
It is important to establish consistent and
timely
access to a reliable data source.
The use of a good HIS and integrating it to
Finance helps to ensure that dashboards are
consistently populated with timely and
actionable metrics.
It is worthwhile spending money on a good HIS
December 20, 2015
22. Incorporating benchmarks
and budgets
Comparing performance against benchmarks can help both the
provider and the administrator set reasonable goals and
timely monitoring. Sometimes the best benchmark for
success comes in the form of an internally constructed
financial budgeting.
In our country there is a lack of credible published national data
on benchmarking
December 20, 2015
23. From Data to Dialogue
Like any data, dashboards can be a first step to improvement, but rarely
are
they the last. More often than not, dashboards provide a way to begin a
conversation — about changing behavior or monitoring and tracking
performance goals or aligning a practice's financial and clinical
performance.
As professional reimbursements continue to trend downward throughout the
country, conversations like these are becoming more and more necessary:
providing quality care depends now more than ever on the financial health
of
a practice. A well-informed practice with strong channels of communication
is more likely than most to be able to negotiate the hurdles ahead.
December 20, 2015
24. Measurement to Improvement
• Analysis – Paralysis syndrome!
• Unrealistic expectations, low expectations, or misguided
• expectations
• Identification of actions and execution!
• Execution to sustaining the gains made
Institutionalization!
December 20, 2015
To keep their operations sustainable, they need to focus on two important areas: (a) pricing of their services (prices cannot generally be adjusted to frequent changes in the environment, whereas input market sees frequent revision in prices) and (b) capacity utilisation (with unpredictable and fluctuating demand the economics of healthcare and service provision changes). By capacity, we mean both the capacity of hospitals in terms of number of beds and also capacity and usage of high cost technologies. If in the process, hospitals become financially vulnerable, they may resort to unethical practices such as inducing demand and promoting their services through fee-splitting practices.
Often, higher pricing may lead to lesser utilisation of capacity because of lower purchasing power and willingness to pay. This will in turn give rise to longer payback periods, increasing the risk further. Therefore, hospitals face a challenge of finding a balance between the cost, pricing
The hospital sector is generally capital intensive and as new technologies are developing, it will need fresh capital. Margins in this sector are also low as compared to other manufacturing sector and until they increase efficiency, it is difficult to provide quality of care at a sustained level