Why is this essential? It springs from the eternal truth that the more you know your patients, the better you can respond to their current needs and predict what their future needs may be as well. The Health Care sector is now opting for Customer Relationship Management (CRM) in its daily application. CRM Health Care consists of a wide array of software products that help healthcare organizations to maintain excellent relationships with their clients. CRM enables the health care industry to get essential customer information and use it as efficiently as possible. CRM thus enables the health care sector to improve patient health, increase patient loyalty and patient retention and add new services as well. The CRM Health Care Services include strategic planning, communication services, consulting services, CRM for physicians, Campaign management, Database construction, predictive segmentation, and communications strategies.
An Introduction to Business Intelligence for HealthcarePerficient, Inc.
BI is rapidly advancing as a tool for getting the right information to the right people at the right time, streamline processes, and ultimately drive better interactions with patients, members, physicians, and partners. Join Perficient as Health BI Practice Manager, Mike Jenkins, discusses:
The Basics of Business Intelligence
BI Concepts and Definitions in the Healthcare Industry
The BI Maturity Model
This is an insightful introduction to business intelligence for healthcare.
THIS PRESENTATION TALKS ABOUT THE KEY ELEMENTS REQUIRED FOR A HOSPITAL MARKETING PLAN. THIS CAN BE USED AS A REFERENCE FOR OTHER SERVICE MARKETING INDUSRTIES.
THANKS
REYAZ K SIDDIQUI
Why is this essential? It springs from the eternal truth that the more you know your patients, the better you can respond to their current needs and predict what their future needs may be as well. The Health Care sector is now opting for Customer Relationship Management (CRM) in its daily application. CRM Health Care consists of a wide array of software products that help healthcare organizations to maintain excellent relationships with their clients. CRM enables the health care industry to get essential customer information and use it as efficiently as possible. CRM thus enables the health care sector to improve patient health, increase patient loyalty and patient retention and add new services as well. The CRM Health Care Services include strategic planning, communication services, consulting services, CRM for physicians, Campaign management, Database construction, predictive segmentation, and communications strategies.
An Introduction to Business Intelligence for HealthcarePerficient, Inc.
BI is rapidly advancing as a tool for getting the right information to the right people at the right time, streamline processes, and ultimately drive better interactions with patients, members, physicians, and partners. Join Perficient as Health BI Practice Manager, Mike Jenkins, discusses:
The Basics of Business Intelligence
BI Concepts and Definitions in the Healthcare Industry
The BI Maturity Model
This is an insightful introduction to business intelligence for healthcare.
THIS PRESENTATION TALKS ABOUT THE KEY ELEMENTS REQUIRED FOR A HOSPITAL MARKETING PLAN. THIS CAN BE USED AS A REFERENCE FOR OTHER SERVICE MARKETING INDUSRTIES.
THANKS
REYAZ K SIDDIQUI
Presenting this set of slides with name - Healthcare Sector Analysis Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of sixty four slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
Business Intelligence Solution in the Health Insurance CompanyThuy Tran
It is the small project of the subject Data Warehousing and Business Intelligence of the course Business Consultant Master in Hochschule Furtwange. The purpose of this project is helping students understand more about Data Warehouse and Data Analytics, able to use SAP BI-DW and Qlik View to create dashboard, reports
By leveraging Big Data, the healthcare industry has an incredible potential to improve lives. This session will give examples of how data volume, velocity and variety is transforming the “art” of a doctor to the science of care. It will describe how the use of machine learning and massive amount of data will drive the new Consumer Drive healthcare movement.
Hospital marketing -Multi specilality hospital By Dr Kavita Soni Dr.Kavita Soni
Hospital Marketing has been viewed from a different perspective these days.It has become a major tool for business development in health care sector.The only challenge to incorporate and customize the core marketing concept to go well with hospital setting
Strategic Application of IT for Performance Improvement in hospital industry_...DrDevTaneja1
Hospital industry has been laggard in using IT tools to improve Performance Management.
The hospital industry must move beyond Transaction Reporting HMIS to Performance Improvement Tools like Visual Analysis Business Intelligence
Hospital industry must use IT spending as a Strategic Resource to optimize business outcomes & productivity
Presenting this set of slides with name - Healthcare Sector Analysis Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of sixty four slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
Business Intelligence Solution in the Health Insurance CompanyThuy Tran
It is the small project of the subject Data Warehousing and Business Intelligence of the course Business Consultant Master in Hochschule Furtwange. The purpose of this project is helping students understand more about Data Warehouse and Data Analytics, able to use SAP BI-DW and Qlik View to create dashboard, reports
By leveraging Big Data, the healthcare industry has an incredible potential to improve lives. This session will give examples of how data volume, velocity and variety is transforming the “art” of a doctor to the science of care. It will describe how the use of machine learning and massive amount of data will drive the new Consumer Drive healthcare movement.
Hospital marketing -Multi specilality hospital By Dr Kavita Soni Dr.Kavita Soni
Hospital Marketing has been viewed from a different perspective these days.It has become a major tool for business development in health care sector.The only challenge to incorporate and customize the core marketing concept to go well with hospital setting
Strategic Application of IT for Performance Improvement in hospital industry_...DrDevTaneja1
Hospital industry has been laggard in using IT tools to improve Performance Management.
The hospital industry must move beyond Transaction Reporting HMIS to Performance Improvement Tools like Visual Analysis Business Intelligence
Hospital industry must use IT spending as a Strategic Resource to optimize business outcomes & productivity
Surviving Value-Based Purchasing in Healthcare: Connecting Your Clinical and ...Health Catalyst
Reducing healthcare costs is a major driving force in bundled payments, home-centered medical care, and accountable care organizations. But each new delivery model is built on the premise of reducing revenue per patient. So how can a health system win? Find out what you can do financially survive in today’s environment.
New Financial And Performance Metrics For Healthcare Industry From Brian WalkerBrian Walker
I examine what other industries are doing well from a marketing and financial perspective and how we can apply new thinking to the changing healthcare industry
CSBI Course 1 Understanding the IndustryVannaJoy20
CSBI Course 1: Understanding the Industry
● Business Intelligence for the Healthcare Industry
● Healthcare Services Delivery Components
● The Broader Healthcare Delivery Environment
● Health Services Across the Health Continuum
● Healthcare Services Delivery and Component Independence
CSBI Course 2: The Business of Providing Healthcare Services
● Introduction
● Basic Business Functions
● Changes in the Business of Providing Healthcare Services
● Stakeholder Analysis
● Applying Analytics
CERTIFIED SPECIALIST
BUSINESS INTELLIGENCE
Study Guide
Certified Specialist Business Intelligence
Table of Contents
Course 1: Understanding the Industry……………………………………………………………………………………………………..3
Course 2: The Business of Providing Healthcare Services………………………………………….……………………………..8
Course 3: The Discipline of Business Intelligence……………………………………………………………………………………11
Course 4: Business Intelligence Technical Skills……………………………………………………………………………………..14
Course 5: Business Intelligence Analytical and Quantitative Skills………………………………………………………….17
Course 6: Relationship, Change Management and Consulting Skills……………………………………………………….21
Certified Specialist Business Intelligence
Course 1: Understanding the Industry
Introduction: This module provides an overview of the changing healthcare industry for the healthcare
business intelligence consultant. The topics discussed include healthcare service delivery components,
healthcare delivery environment, healthcare services in relation to the health continuum, reform and
change in healthcare delivery and the key points of leverage that analytics brings into the healthcare
industry.
Learning objectives
Section 1: Business Intelligence for the Healthcare Industry
• Define the phenomenon big data.
• Define and illustrate the applicability of and need to engage use of small data.
Section 2: Healthcare Services Delivery Components
• Recognize the internal components of healthcare service delivery.
Section 3: The Broader Healthcare Delivery Environment
• Recognize the key external influencers of the healthcare delivery environment.
Section 4: Health Services Across the Health Continuum
• Identify the three areas where misalignment between hospital components and healthcare
users may occur.
• Identify the services performed at various points on the health continuum.
Section 5: Healthcare Service Delivery and Component Independence
• Recognize what strongly influences medical care decisions in regards to supply-sensitive care.
Section 6: Reform and Change in Healthcare Delivery
• Identify foundational drivers for change that are taking place in the industry.
Certified Specialist Business Intel ...
Assessment 4Cost Savings AnalysisOverviewPrepare a spreads.docxgalerussel59292
Assessment 4
Cost Savings Analysis
OverviewPrepare a spreadsheet of cost savings data showing efficiency gains attributable to care coordination over the course of one fiscal year, and report your key findings in an executive summary, 4–5 pages in length.
Information plays a fundamental role in health care. Providers such as physicians and hospitals create and process information as they deliver care to patients. However, managing that information and using it productively poses an ongoing challenge, particularly in light of the complexity of the U.S. health care sector, with its many diverse settings for care and types of providers and services. Health information technology (HIT) has the potential to considerably increase the productivity of the health sector by assisting providers in managing information. Furthermore, HIT can improve the quality of health care and, ultimately, the outcomes of that care for patients.
The use of HIT has been upheld as having remarkable promise in improving the efficiency, quality, cost-effectiveness, and safety of medical care delivery in our nation's health care system. This assessment provides an opportunity for you to examine how utilizing HIT can positively affect the financial health of an organization, improve patient health, and create better health outcomes.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Apply care coordination models to improve the patient experience, promote population health, and reduce costs.
Describe ways in which care coordination can generate cost savings.
Competency 2: Explain the relationship between care coordination and evidence-based data.
Describe ways in which care coordination efforts can enhance the collection of evidence-based data and improve quality through the application of an emerging health care model.
Competency 3: Use health information technology to guide care coordination and organizational practice.
Explain how care coordination can promote improved health consumerism and effect positive health outcomes.
Competency 4: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.
Present cost savings data and information clearly and accurately.
Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.
Competency Map
CHECK YOUR PROGRESS
Use this online tool to track your performance and progress through your course.
APA Module
.
Academic Honesty & APA Style and Formatting
.
APA Style Paper Tutorial [DOCX]
.
Capella Resources
ePortfolio
.
Research Resources
You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriat.
Population Health Management: Enabling Accountable Care in Collaborative Prov...Salus One Ed
This document provides the reader information about population health management (PMH), how it relates to incentive payments for healthcare providers and their health insurance partners (commercial and government). See details about required transformation of care delivery methods, typical accountable care payment models, how to achieve incentives, partnerships between state government (public health) and community shared services needs and necessary technology and data to achieve it.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
Learn How ProHealth Care is Innovating Population Health Management with Clin...Perficient, Inc.
Christine Bessler, CIO at ProHealth Care,demonstrates how ProHealth Care became the first healthcare system to produce reports and data out of Epic's Cogito data warehouse in a production environment. In this slideshare, you'll learn:
How they delivered clinically integrated insights to 460 physicians
How access to analytics allows their physicians to easily see which patients need important health screenings or care interventions, setting the stage for enhanced preventive care and better management of chronic diseases
ProHealth Care's strategy to integrate data from Epic with information from other EMRs and data sources to deliver clinically integrated business intelligence
How the organization is positioning itself to deliver against an advanced self-service BI capability in the future
While these hospitals are evolving as world-class care providers, not many of them are able to evolve as profitable and sustainable businesses. This can be prevented so that the investors and the managers of the hospital are able to build a sustainable industry while continuing to offer affordable care as well as run a sustainable business. This is not a hypothetical situation– it is indeed possible to be successful on both the counts if appropriate monitoring and management of the hospital’s KPI’s and KRA’s are conducted rigorously.
The Foundations of Success in Population Health ManagementHealth Catalyst
From hospital systems to large employers, organizations are increasingly taking on financial risk for the health of populations. Drivers of this trend include the update to the MSSP model, the recent CMS Primary Cares Initiative announcement, the increasing prevalence of the Medicare Advantage model, innovative partnerships in the self-insured employer space, and the proliferation of Medicaid ACOs. Yet while market pressures push organizations toward population risk, they don't necessarily help them succeed: most organizations are struggling to attain or sustain the dual imperatives of high-quality care and cost containment. A primary reason? Short-sighted and tactical approaches that don't provide the flexible data infrastructure and tools to adapt to emerging trends in population health—or to support short-term contractual requirements while building toward long-term success.
View this launch webinar to learn about Health Catalyst’s Population Health Foundations solution, a data and analytics-first starter set aimed at optimizing performance in value-based risk arrangements and providing the data ecosystem that will flex and adapt to complex needs of risk-bearing organizations. Solution services ensure that the strategic value of data is maximized to improve performance in risk contracts—and provide side-by-side subject matter expert partnership for establishing short- and long-term goals for population health management (PHM).
Built on Health Catalyst’s foundational technology and supported by the nationwide experience and perspective of its experts, the Population Health Foundations solution helps organizations leverage multiple data sources to understand their patient populations and create meaningful views of financial and clinical quality performance. As a starter set that organizations can build on based on their needs, the solution is designed to compensate for the known limitations of “black box” population health applications that fail to reveal the “why” of analytic insights and exacerbate the challenges of transforming quality, cost, and care. The Population Health Foundations solution delivers the essential analytic tools needed for success under value-based risk arrangements.
In these slides you can expect to:
- Review recent changes to the field of value-based care, and reactions and insights from the market
- Discover how the Population Health Foundations solution can act as a comprehensive, data-first analytics solution to support your population stratification and monitoring needs
- Understand how this solution functions as a foundational starter set for value-based care success, enabling clients to leverage all their data and other relevant population health tools
Healthcare Financial Transformation: Five Leading StrategiesHealth Catalyst
Healthcare financial transformation—improving care delivery while lowering costs—has been an ongoing challenge for health systems in the era of value-based care and an even more prominent concern amid COVID-19. While better care and reduced expense to organizations and consumers might seem like opposing goals, by understanding the true cost of services and other drivers of expense, organizations can successfully manage costs while maintaining, and even improving, care delivery. To that end, health systems can use data- and analytics-driven tools and strategies to addresses financial challenges, including uncompensated care, prolonged accounts receivable days, discharged not final billed cases, inefficient resource use, and more.
How Healthcare Cost-Per-Case Improvements Deliver Big Bottom-Line SavingsHealth Catalyst
As health systems face more pressure than ever to deliver cost savings, they’re turning their attention to cost-per-case improvement projects. These strategies can produce quick wins for improvement teams looking to gain momentum and buy-in. This article addresses the following topics:
How to identify areas of opportunity.
The importance of costing accuracy.
Four strategies for implementing cost-per-case improvement projects.
Example projects for new teams.
How to sustain results.
The Top Five Insights into Healthcare Operational Outcomes ImprovementHealth Catalyst
Effective, sustainable healthcare transformation rests in the organizational operations that power care delivery. Operations include the administrative, financial, legal, and clinical activities that keep health systems running and caring for patients. With operations so critical to care delivery, forward-thinking organizations continuously strive to improve their operational outcomes. Health systems can follow thought leadership that addresses common industry challenges—including waste reduction, obstacles in process change, limited hospital capacity, and complex project management—to inform their operational improvement strategies.
Five top insights address the following aspects of healthcare operational outcomes improvement:
Quality improvement as a foundational business strategy.
Using improvement science for true change.
Increasing hospital capacity without construction.
Leveraging project management techniques.
Features of highly effective improvement projects.
Four Keys to Increase Healthcare Market ShareHealth Catalyst
With leadership alignment, easy access to data, and a roadmap to reach their objectives, health systems can drastically increase revenue and grow market share by applying four principles:
Key 1. Alignment.
Key 2. Vehicles.
Key 3: Five tools: access to data, data acumen; finance, vision to execution, and prioritizing outcomes.
Key 4: Education.
Access to the right data can drive changes that generate $48M in revenue, surpassing the year three market share goals in year two.
Assessment 2
Quality Improvement Proposal
Overview:
Write a quality improvement proposal, 5–7 pages in length, that provides your recommendations for expanding a hospital's HIT to include quality metrics that will help the organization qualify as an accountable care organization.
Health care has undergone a transformation since the release of the Institute of Medicine's 2000 report
To Err Is Human: Building a Safer Health System.
The report highlighted medical errors as a contributing factor leading to poor patient outcomes. The Institute of Medicine challenged organizations to implement evidence-based performance improvement strategies in order to improve patient quality and safety. Multiple governmental and regulatory agencies, such as the Centers for Medicare and Medicaid Services (CMS) and the Agency for Healthcare Quality and Research (AHRQ), vowed to strengthen and improve incentives for participation, safety, quality, and efficiency in accountable care organizations (ACOs).
Health information technology (HIT) performs an essential role in improving health outcomes of individuals, the community, and populations. Health organizations, consumer advocacy groups, and regulatory committees have made a commitment to explore current and future opportunities that HIT offers to continue momentum to meet the Institute of Medicine's goal of improving safety and quality.
Understanding HIT is important to improving individual, community, and population access to health care and health information. HIT enables quick and easy access to information for both patients and providers. Accessible information has been shown to improve the patient care experience and reduce redundancies, thereby reducing health care costs.
This assessment provides an opportunity for you to make recommendations for expanding a hospital's HIT in ways that will help the hospital qualify as an ACO.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 2: Explain the relationship between care coordination and evidence-based data.
Recommend ways to expand an organization's HIT to include quality metrics.
Identify potential problems that can arise with data gathering systems and outputs.
Competency 3: Use health information technology to guide care coordination and organizational practice.
Describe the main focus of information gathering in health care and how it contributes to guiding the development of organizational practice.
Competency 4: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.
Write clearly and concisely, using correct grammar and mechanics.
Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.
Reference
.
Similar to Developing a Hospital Business Intelligence Strategy (20)
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
First ever open hub for data enthusiasts to collaborate and innovate. A platform to explore, share, and contribute to a vast collection of datasets. Through robust quality control and innovative technologies like blockchain verification, opendatabay ensures the authenticity and reliability of datasets, empowering users to make data-driven decisions with confidence. Leverage cutting-edge AI technologies to enhance the data exploration, analysis, and discovery experience.
From intelligent search and recommendations to automated data productisation and quotation, Opendatabay AI-driven features streamline the data workflow. Finding the data you need shouldn't be a complex. Opendatabay simplifies the data acquisition process with an intuitive interface and robust search tools. Effortlessly explore, discover, and access the data you need, allowing you to focus on extracting valuable insights. Opendatabay breaks new ground with a dedicated, AI-generated, synthetic datasets.
Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
Explore our comprehensive data analysis project presentation on predicting product ad campaign performance. Learn how data-driven insights can optimize your marketing strategies and enhance campaign effectiveness. Perfect for professionals and students looking to understand the power of data analysis in advertising. for more details visit: https://bostoninstituteofanalytics.org/data-science-and-artificial-intelligence/
As Europe's leading economic powerhouse and the fourth-largest hashtag#economy globally, Germany stands at the forefront of innovation and industrial might. Renowned for its precision engineering and high-tech sectors, Germany's economic structure is heavily supported by a robust service industry, accounting for approximately 68% of its GDP. This economic clout and strategic geopolitical stance position Germany as a focal point in the global cyber threat landscape.
In the face of escalating global tensions, particularly those emanating from geopolitical disputes with nations like hashtag#Russia and hashtag#China, hashtag#Germany has witnessed a significant uptick in targeted cyber operations. Our analysis indicates a marked increase in hashtag#cyberattack sophistication aimed at critical infrastructure and key industrial sectors. These attacks range from ransomware campaigns to hashtag#AdvancedPersistentThreats (hashtag#APTs), threatening national security and business integrity.
🔑 Key findings include:
🔍 Increased frequency and complexity of cyber threats.
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🔍 Active dark web exchanges of malicious tools and tactics.
Our comprehensive report delves into these challenges, using a blend of open-source and proprietary data collection techniques. By monitoring activity on critical networks and analyzing attack patterns, our team provides a detailed overview of the threats facing German entities.
This report aims to equip stakeholders across public and private sectors with the knowledge to enhance their defensive strategies, reduce exposure to cyber risks, and reinforce Germany's resilience against cyber threats.
Developing a Hospital Business Intelligence Strategy
1. Developing
a Hospital Business Intelligence (BI) Strategy
in a Value-Based Services World
Steven Berger, FACHE, FHFMA, CPA
Chairman
Healthcare Insights
510 Roosevelt Drive
Libertyville, IL 60048
847 – 772 – 9200
E-mail: sberger@hcillc.com
Website: www.hcillc.com
http://hcillc.com/community - blog
1
2. Speaker Profile – Steven Berger
Steven Berger is Chairman of Healthcare Insights, LLC, which specializes in the teaching and consulting of healthcare financial management issues. In
addition, Healthcare Insights has developed INSIGHTS, a management accountability and decision support software solution for the healthcare industry.
Prior to his role at Healthcare Insights, Mr. Berger was Vice President, Finance for seven years at 250- bed Highland Park Hospital in suburban Chicago,
Illinois. Before Highland Park Hospital and since 1978, he has been a hospital or health system finance officer in New York, New Jersey and Missouri.
Mr. Berger has 40 years of healthcare financial management experience. He holds a Bachelors of Science degree in History and a Master of Science in
Accounting from the State University of New York at Binghamton. He is a CPA, a Fellow of the Healthcare Financial Management Association (FHFMA)
where he has served as President of the First Illinois Chapter. Mr. Berger also served a three-year term on the HFMA’s National Board of Examiners and
served as the Regional Executive of Region 7 of the HFMA. He is also a Fellow of the American College of Healthcare Executives (FACHE).
In addition, over the past several years he has presented many healthcare finance related seminars throughout the United States and Canada including
several two-day classes such as Fundamentals of Healthcare Financial Management, Advanced Topics in Healthcare Financial Management, Turning Data
into Useful Information and Hospital Financial Management for the Non-Financial Manager. He has also written articles on healthcare information
systems that were published in Healthcare Financial Management magazine, including a February 2007 Award – winning article on Treating Technology as
a Luxury – Ten Necessary Tools, August 2004 Award – winning article on the Ten Ways to Improve Cost Management in Hospital, an April 2002
management column and a February 2000 commentary in Modern Healthcare on the lack of training in the healthcare industry His most HFM article was
published in August 2012, titled, Back to the Basics: 5 Ways to Pick Low-Hanging Fruit.
Additionally, Mr. Berger is the author of “Fundamentals of Healthcare Financial Management,” originally published in 1999 by McGraw-Hill and the
Healthcare Financial Management Association. This book was written from a practitioners point of view and is a distillation of Mr. Berger’s many years on
the inside of healthcare institutions. The fourth edition of the book was published in July 2014 and is available at www.josseybass.com . Additionally, Mr.
Berger’s 2008 book, “Understanding Nonprofit Financial Statements, Third Edition”, was published by BoardSource and is available at
www.boardsource.org His book, “The Power of Financial and Clinical Metrics: Achieving Superior Results in Your Hospital” was published in March 2005,
by Health Administration Press, and is available at www.ache.org.
2
3. Session Overview
• The Healthcare Financial Management Association (HFMA), in its Value Project, has identified
Business Intelligence (BI) as one of four major new capabilities that organizations should develop
to prepare for a value-based healthcare system as defined by the current and future PPACA.
• The HFMA defines BI as the ability to collect, analyze, and connect accurate quality and financial
data to support organizational decision making.
• Many hospitals have initiated attempts at developing a BI program.
• Some have not.
• This session will
• Highlight key BI concepts and tools that enable organizations to create a successful hospital BI plan, and
• Conduct an organizational assessment that will enable the hospital to use business intelligence
effectively.
3
4. Developing a Successful BI Strategy Class –
Outline and Goals
• Outline
• Where can we find value in healthcare? HFMA Value Project – Phase 1
• How do we use BI to move from volume to value and create a data strategy?
• What are 10 components of a successful hospital BI strategy plan?
• What is the current state of healthcare value in healthcare regarding BI?
• What are essential BI skills in healthcare?
• What are the major BI tools that can be deployed to significantly improve hospital financial
and clinical outcomes?
• Goals
• To describe specific elements of the HFMA’s Value Project as they relate to BI
• To discuss the elements of a BI strategic plan, and
• To recognize the BI tools that can be deployed to significantly improve outcomes
4
5. Value Overview
• Value is driving a fundamental reorientation of the healthcare system around the quality and
cost-effectiveness of care.
• As in any industry, value in health care is defined through the relationship of two factors: the
quality of care and the price paid for it.
• Increasingly, key stakeholders—including government payers, commercial health plans,
employers, and patients—expect to know the value of the healthcare services they are
purchasing.
• They are seeking out providers who will give them this information and follow through with cost
effective care.
• In other words, they (the key stakeholders) expect to receive value.
5
6. How Should Providers Respond to the
Demand for Value?
• In interviews with leading provider organizations across the country and surveys
of the field, HFMA has identified four capabilities that organizations should
develop to prepare for a value-based healthcare system. These include:
• People and culture: The ability to instill a culture of collaboration, creativity, and
accountability
• Business intelligence: The ability to collect, analyze, and connect accurate quality and
financial data to support organizational decision making
• Performance improvement: The ability to use data to reduce variability in clinical processes
and improve the delivery, cost-effectiveness, and outcomes of care
• Contract and risk management: The ability to develop and manage effective care networks
and predict and manage different forms of patient-related risk
6
7. HFMA Identified Future Care Delivery Models
2012 Capability Grid – Post PPACA
HFMA’s Value Project Value in Health Care:
Current State and Future Directions
Phase 1. page 29, Reprinted with
Permission of HFMA
7
8. Dictionary Definition:
Business Intelligence
• The methods and technologies that gather, store, report, and analyze
business data to help people make business decisions*
• So, instead of
• Gather
• Store
• Report
• Analyze
• How about,
• Gather
• Store
• Monitor
• Analyze
• Report
• Take action
8
*http://dictionary.reference.com/browse/business+intelligence?s=t
9. Business Intelligence Uses
• Information-savvy and data-savvy providers are using business intelligence tools and techniques
to
• Improve care at the bedside,
• Coach physicians to use resources more wisely,
• Manage populations of patients, and
• Improve financial performance
• BI information can allow providers to
• Combine data from a myriad of sources,
• Analyze it to inform specific processes, and
• Present it in easy-to-understand formats,
• Results include
• Improved efficiency,
• Lowered costs, and
• Saved lives
9
10. So…
What is BI Strategy…
And How Can We Adopt and Utilize It?
10
11. What Can a Hospital Expect to Achieve With a
Successful BI Strategy?
• If the hospital proceeds to execute a successful BI strategy, there will be a
delivery of value to their stakeholders, specifically to:
• Patients
• Physicians
• Payers
• This value will be in the form of high-level quality which greatly exceeds its cost
• To recognize that the value has been achieved, the healthcare organization needs
to develop and deploy the most effective and efficient tools and techniques
11
12. Building Value-Driving Capabilities:
Business Intelligence – Introduction
• Healthcare providers are on the verge of a transformation in the field of business intelligence.
• As providers work to implement and achieve meaningful use of electronic health records (EHRs), they are gaining access to
new levels of clinical data, the accuracy of which will be heightened by the switch to ICD-10.
• Meanwhile, the prospect of new forms of payment—including episode-based payment bundles, shared savings programs,
and capitated payment models—is exposing the limitations of traditional cost accounting methods.
• This has prompted providers to consider costing systems that can provide greater levels of detail regarding the costs
related to specific services, processes, and physicians.
• For example, the ability to “drill down” into the costs associated with
• bundled services,
• specific patient groups, or
• practice patterns
• can help decision makers better understand variation and costs related to variation—and make changes that will improve value.
• As healthcare organizations gain access to more and better data, their need for business intelligence—the ability to
convert data into actionable information for decision making—is growing.
12
HFMA’S Value Project: Building Value-Driving Capabilities:
Business Intelligence, January 2012, Reprinted with Permission
13. • To drive value, healthcare organizations will need to use business intelligence to:
• Develop a business intelligence strategy focused on converting financial and clinical data into actionable,
accessible information that clearly supports an organization’s strategic goals and decision making
• Accurately capture and quantify the costs of providing services and the costs and benefits associated with efforts to
improve quality of care
• Develop business cases that prioritize and reliably quantify expected clinical outcomes, financial impacts, resource
needs, and “go/no go” points of value improvement projects
• Although business intelligence is still in its adolescence at many healthcare organizations, organizations
should begin to develop value with the data and resources available to them now, rather than wait to
improve value until they have implemented systems capable of providing more refined business intelligence,
organizations interviewed by HFMA’s Value Project agree.
• As Kevin Brennan, CFO of Geisinger Health System in Danville, Pa., notes, “The tools we have available to us
are sufficient to the task. We just have to redeploy them in a manner that supports value.”
Building Value-Driving Capabilities:
Business Intelligence – Introduction
HFMA’S Value Project: Building Value-Driving Capabilities:
Business Intelligence, January 2012, Reprinted with Permission
13
14. Building Value-Driving Capabilities:
Business Intelligence – Making Information Actionable
• HFMA’s January 2011 survey on the current state of value indicated that, while many organizations have begun collecting data in such areas
as costs of adverse events, financial implications of readmissions, and the financial effects of waste in care processes, few organizations are
using the data they collected as a basis for action. A significant number of respondents also indicated that they are not yet actively
measuring these costs. Although these numbers may have improved over the past months as the Medicare value-based purchasing
program draws closer to implementation, the findings of this survey indicate that many organizations have much room for improvement in
both collecting the data needed to measure quality and cost outcomes and making that data actionable.
• To move from a data-collecting organization to a data-driven organization, providers should:
• Create an enterprise-wide data strategy to ensure the accurate and consistent calculation and reporting of data across the organization
• Establish clear lines of sight from individual metrics for departments and staff to organization-wide goals and executive dashboards
• Make information available to inform the decision making of front line staff in as close to “real time” as possible, optimizing the possibility for interventions
that can avoid adverse events or waste and improve results
• Creating a Data Strategy
• For information to be actionable, it must be credible. And the credibility of information depends on several factors.
• First, all interested stakeholders must agree that what needs to be measured is being measured.
• Second, there must be assurance that metrics are being recorded and reported consistently—and, if more than one department is measuring the same
item, that each is doing it in the same way.
• Third, information needs context for meaning.
14
HFMA’S Value Project: Building Value-Driving Capabilities:
Business Intelligence, January 2012, Reprinted with Permission
15. Creating a Data Strategy
• Agreeing on metrics.
• Some metrics will be prescribed by government and private purchasers as a condition of reimbursement. In other
instances, organizations will want to define and track their own metrics to gauge the success of an initiative or
assess the quality or cost of care. In all cases, it is important that both finance and clinicians understand and
agree upon the metrics that should be tracked, where and how the information should be collected, and how
the data should be calculated and reviewed.
• Consistent reporting.
• Value initiatives may require tracking the same metric across different departments or, in the case of a system,
across different facilities. Organizations must ensure that information is being collected and reported consistently
if that information is to be credible, comparable, and, ultimately, actionable.
• Providing context.
• Simply reporting data on quality and cost outcomes is insufficient. Data should be presented within the context
of a dashboard or scorecard that defines clear performance goals and clearly illustrates progress toward those
goals. Users should be able to understand the significance of the data within the context of both internal and
external performance benchmarks and use the data to identify areas most in need of improvement and areas
where goals have been met or are being maintained
HFMA’S Value Project: Building Value-Driving Capabilities:
Business Intelligence, January 2012, Reprinted with Permission
15
18. Each indicator is given a numeric and descriptive score
Score Numeric Score
• Excellent (<10th percentile) 5
• Good (10-25th percentile) 4
• Satisfactory (25-50th percentile) 3
• Needs Improvement (50-75th percentile) 2
• Poor (75-90th percentile) 1
• Unsatisfactory (90th + percentile) 0
% score is calculated by summing numeric score and dividing by
total possible score
Balanced Scorecard Scoring
Source: INSIGHTS Scorecard Software, www.hcillc.com
18
19. • Aligning Metrics with Organizational Goals
• Internal dashboards should create clear lines of sight between organization-wide goals and
the efforts of individual departments and staff. Many hospitals and health systems
interviewed for the Value Project noted the problem of “data overload” within their
organization:
• Too many targets and metrics are being tracked without a clear sense of their significance
to the organization. An effective strategy to counter data overload is to define a clear—and
concise—set of strategic goals for the organization. Improvement initiatives, and the metrics
and data collected to measure progress on them, can then be prioritized according to their
alignment with one or more of the organization’s goals. Dashboard metrics—from the system
level to the individual—should then be aligned beneath organizational goals so that everyone
within the organization can understand how their performance on metrics furthers the
organization’s goals.
Creating a Data Strategy
HFMA’S Value Project: Building Value-Driving Capabilities:
Business Intelligence, January 2012, Reprinted with Permission
19
22. • Timeliness of Data
• For data to be actionable, it must be put in the hands of decision makers in time for them to take action on it.
Different data have different life spans.
• For quality measures — especially those affecting patient safety and clinical outcomes—an organization’s ultimate
goal should be to make reporting as close to “real time” as possible. At Geisinger, which has an advanced, integrated
electronic health record in place, evidence-based practices and treatment protocols for various procedures and
conditions are embedded within the system. The system’s monitoring and tracking capabilities allow section leaders
to identify noncompliance within a day, often allowing corrective action while a patient is still in the hospital.
• For example, after 40 separate criteria for coronary artery bypass graft (CABG) procedures were embedded within the
system, compliance with all 40 criteria increased from 59 percent to 99 percent, infection rates declined by 21 percent, and
readmissions fell by 44 percent.
• (This is a fantastic result – and a primary outcome of a very good BI system – SB)
• Data on costs need not be supplied on a daily basis, but quarterly or annual cost reports are not sufficient, especially
in high-volume areas where wide variations in physician preference items can quickly drive overall costs up or down.
• Section leaders need to be able to regularly monitor trends in the cost of supplies and labor on at least a monthly—if not
weekly—basis.
• To the extent that healthcare organizations are exposed to financial risk through a bundled or capitated payment model, the
need for more timely cost reports will intensify.
Creating a Data Strategy
HFMA’S Value Project: Building Value-Driving Capabilities:
Business Intelligence, January 2012, Reprinted with Permission
22
23. Creating a Data Strategy –
Conclusion
• An organization’s ability to deliver timely data will be driven largely by
the degree to which data collection and analysis can be automated.
• As healthcare organizations work to implement electronic health
records and healthcare IT systems, the ability to deploy these systems
to drive timely reporting of quality and cost data should be a priority
from both a clinical and financial perspective.
23
HFMA’S Value Project: Building Value-Driving Capabilities:
Business Intelligence, January 2012, Reprinted with Permission
24. Business Intelligence Strategic Objectives
• Hospitals should be constantly rethinking their BI objectives
• Assume that initial BI goals and objectives may have been some operational improvement areas built around labor
management or supply chain management
• It may also have had some applicability towards improvement throughput in some areas that are:
• High variability
• Clinical costs
• Outcomes
• High cost
• High volume
• High revenue
• High defects
• Low satisfaction
• A long-term BI strategic objective should:
• Resolve to keep improving in those areas cited above, and
• Continue to use BI concepts to standardize around Key Performance Indicators (KPIs)
24
25. Principles of Values-Based Healthcare Delivery
• Prevention of illness
• Early detection
• Right diagnosis
• Right treatment to the right patient
• Rapid cycle time of diagnosis and
treatment
• Treatment earlier in the causal chain of
disease
• Less invasive treatment methods
• Fewer complications
• Fewer mistakes and repeats in treatment
• Faster recovery
• More complete recovery
• Greater functionality and less need for long
term care
• Fewer recurrences, relapses, flare ups, or
acute episodes
• Reduced need for ER visits
• Slower disease progression
• Less care induced illness
Quality improvement is the most powerful driver of cost containment and value
improvement, where quality is health outcomes
Better health is the goal, not more treatment
Better health is inherently less expensive than poor health Value-Based Health Care Delivery
Professor Michael E. Porter
Harvard Business School
www.isc.hbs.edu
HBS Health Industry Alumni Conference
October 18, 2012
25
26. Business Intelligence and Strategic Planning
• So, the real question is,
• How do we use BI to move from volume to value and create a data strategy
• Hospital organizations need to make a commitment to BI if they want it to be
successful
• They are a variety of ways that hospital leadership can ensure a successful BI plan
if they first develop a strategic plan
• The next two subsections of this class will delve into hospital strategic plans in the
following manner:
• Ten components of a successful hospital BI Plan and,
• Selecting a BI system in the modern world
26
27. 10 Components of a
Successful Hospital BI Strategy Plan – Checklist
1. Define BI for your hospital
A. Just reporting, analytics and dashboards?
B. All of the technical elements, as well?
2. Based on answers in the first component:
A. If just reporting, you need to define linkages, dependencies, overlaps and integration with all of the latter
B. If the latter, then significant technical materials will be needed to be incorporated in the plan, as well
3. Ensure senior business executive commitment and top down mandate.
4. Establish high-level governance offices and roles in the organization
5. Document the current state of your BI environment
6. Envision and propose a target state for what the BI should look like
7. Identify gaps between the current state and the target state
8. Based on the target state requirements and the gaps that need to be closed, build a vendor/technology shortlist, considering potential
multiple vendor co-existence scenarios.
9. Design a road map to close the gaps and achieve the target state
10.Select software vendor(s) and (if necessary) systems integrator
27
28. 1. Define BI For Your Hospital
• In your hospital, do you want BI to be:
• Reporting, analytics and dashboards of clinical and financial information, only, or…?
• Also involving the technical elements that allow BI information to flow, such as
• Extracts, Transformations and Loads (ETL),
• Data Warehouses,
• Access Portals,
• Master Data Management (MDM)?
• Another way to think of this is,
• Should the executive leadership team be building a BI strategic plan that only
involves the outputs from BI information, or should the SP also involve the inputs?
28
29. 2. What to Do When You Decide If BI is Just
Reporting…Or Much More!
• If the decide that BI is just reporting and monitoring the
• you will need to define, with the technical information
• linkages,
• dependencies,
• overlaps and
• Integration, including coordination with the higher level enterprise architecture efforts
• If you decide that BI does, if fact, involve all the technical elements
that allow for the reporting and monitoring
• Then the organization will be building a much bigger SP, and in doing so, it will
need to incorporate a great degree of technical materials
29
30. Getting Started With A BI Culture
• The business intelligence pioneers profiled in this article share other lessons they have discovered in their journey:
• Do not try to engage physicians in the start-up phase. “During that time, there’s really nothing for anybody to decide. You’re just building data maps and
dictionaries and the basic foundational elements of the warehouse,” says Veltri. “If you put organizational leaders or physicians into this upfront process, they get
bored because there is little progress toward the things they want, such as dashboards or reports.”
• Appoint the right group of people to set priorities, depending on your organization’s needs. At Northeast Georgia, an Enterprise Priority Council is made up of
the system’s vice presidents and medical staff members. “Based on what we are trying to accomplish strategically, they help prioritize the next opportunity,
whether that is developing a new dashboard tool or taking on an improvement project with some technology need,” says Cummings.
• In Denver, clinicians and revenue cycle leaders serve on the Warehouse Advisory Council that sets priorities. “They prioritized colorectal cancer screening as the first
registry that we would build—even over diabetes,” says Veltri. “The primary reason was that a key stakeholder had received a grant to support a colorectal cancer
screening project, which paid for some of the development. Without such a council, IT never would have known that this direction was acceptable to the physicians.”
• Share dashboard data broadly.
• At Hartford Hospital, the chief physicians of every department and every division have access to all the data—as do the nurse managers. “Any nurse who is managing a
floor can go in and look at my physicians and I can go in and look at her floor,” says Lindberg.
• “That allows us to have a conversation on how the different things are impacting one another. We can brainstorm together and come up with good solutions, working as
a collaborative management team.”
• Document how EHR data can be used to drive clinical improvement.
• Because this capability is so new, everyone is a trailblazer, making mistakes as they gain experience. “I would encourage others that want to embrace a program like this
to document the processes and the failures and successes and how we can improve this,” says Smith. “We can all learn from one another as we go forward.”
• Veltri believes business intelligence answers the question: Can hospitals improve quality and charge less for that quality? “The answer is: ‘Yes, Denver Health has
proven this can be accomplished,’” says Veltri. “But the organization must manage the use of quality data, and use this data to make informed decisions based on
data.”
Using Business Intelligence Intelligently, by Lola Butcher
Summer 2012 HFMA Leadership magazine
Publication date: Friday, May 25, 2012
30
31. 3. Ensure Senior Leadership Commitment
• If Senior Leadership commitment cannot be obtained, STOP!
• It will not do any good for the organization if the big bosses do not buy-in
• The leadership team commitment will help to ensure that all of the work that needs to be done in developing the BI
tools and techniques will pay-off
• There are several ways to attempt to obtain the BI commitment
• Create a BI Return on Investment (ROI).
• Remind them of the millions of dollars that have been invested in the EMR systems, which is likely to return close to zero
additional dollars on the bottom line.
• It is only with BI outcomes that the EMR investment will pay off
• So build a high level business case
• Show them the kinds of benchmarking that can be utilized to establish competitive advantages
• There are many different types of benchmarks available in the hospital industry that can be used for competitive
purposes
• Clinical benchmarks are obtainable
• Quality benchmarks are obtainable
• Patient satisfaction benchmarks are obtainable
• The required Senior Leadership top down mandate will only work if accountability is attached to the
commitment!
31
32. 4. Establish High Level Governance Offices and
Roles in the Organization
• Establish a hierarchy charged with successfully selecting and implementing a BI
strategy
• Select a team leader
• Make ‘live’’ the BI definitions already established in previous steps
• If necessary, develop a BI project management office to move forward strategy
and operations of the BI plan
• Develop BI governance rules for actual actions to take place
• Need standard definitions
• What is a billable visit?
• How are provider incentive payments calculated?
• Need to get clinical and business leader to define
• Communicate
• Monitor
• Retrain
32
33. 5. Document the Current State of Your BI
Environment
• Using individuals and systems from the governance offices, determine
• Internal environmental conditions
• What are the elements of a BI Plan that already exist
• Market share analysis
• Product line analysis
• Human resources analysis
• Technology analysis
• Financial analysis
• Medical provider analysis
• Supplier and partner analysis
• External environmental conditions
• Determine what is happening outside the hospital’s four walls, in relation to the BI Plan
• Emerging technologies analysis
• Competitor analysis
• Payer analysis
• Place the analysis and results in perspective
33
34. 6. Envision and Propose a Target State for
the BI Environment
• BI Information Technology architecture
• Technical
• Security
• Data Requirements
• Integration (with other applications, processes, portals) architecture
• Information delivery (desktop, portal, mobile, disconnected , etc.)
• BI operational, training, and support requirements
• BI requirements for all:
• Business and IT standards
• Output styles (reporting, ad hoc querying, OLAP, dashboards)
• Roles
• Business roles
• IT roles
• Decision types (strategic vs. operational)
• End-user self-service requirements
• Process requirements
• Multi-healthcare facility requirements
• BI Return on Investment
34
35. 7. Identify Gaps Between Current and Target State
• As in traditional strategic plan gap analysis, the hospital organization
needs to
• Determine exactly what they want to achieve
• Why they want to achieve it
• Where they are right now
• Assess internal environmental conditions
• Assess external environmental conditions
• Describe the strategic gap from the desired to the current position in relation
to organizational and environmental variables
• So, that the organization can create action plans to achieve their goals
• Identify competencies and resources needed to close the gap
• Allocate capital and/or operating dollars to each initiative
35
36. Organizational Assessment
• Just as providers who deliver care directly need to assess the financial implications of clinical intervention, operations staff members need
to assess the clinical implications of their financial decisions.
• To begin moving their organizations toward integration of clinical operational, and financial information, finance leaders should
undertake an organizational assessment.
• Specifically, finance leaders should ask three basic questions:
1. Is my organization ready?
2. How can I prepare my organization for the necessary change?
3. How can I get cross-functional buy-in?
• Before starting the transition, a finance leader should understand where his or her organization currently stands and how ready it is to
embrace the paradigm shift.
1. Are the nurses completely aware of supply costs?
2. Do the organization’s accountants have a baseline understanding of clinical quality?
• This assessment will provide the information needed to identify steps to promote the organization’s readiness for the necessary changes,
such as increasing educational opportunities, providing data at point of care, or simply starting a dialogue with department leaders.
• The assessment also can help the finance leader identify the best way to ensure cross-functional buy in for the change.
What Finance Needs to Know About Using Technology to Improve Value
Sanjaya Kumar, January 3, 2011,
http://www.hfma.org/Templates/InteriorMaster.aspx?id=24368
Reprinted with Permission of HFMA
36
37. Gap Analysis -
Where Are You, Where Do You Want To Be
• We need to begin by determining what capabilities exist at your
hospital today
• As we do this, let’s review
• Some BI job competencies that the HFMA have identified through focus
groups
• A BI checklist of what is really needed at hospital organizations to minimize
their implementation time and cost and maximize their outcomes
• Then, let’s see what we may need to do to set up the
implementation, and why it needs to be done
37
38. BI Competencies and Capabilities -
Job Description
BI levels
1. Reporting – data pull
2. Analysis and tracking
3. Consulting – listening to strategic leadership: what do they want to do? Then formulate
the appropriate questions and identify the data perspective to address the questions.
BI
responsibility
level
Organizational
influence
Tasks Professional
responsibility
Decision
Making
Data pull Operational:
tracking
performance to
business goals
Capture,
extracting,
reporting
Formulate data
search
Tools and report
forms
Analysis, track,
monitor
Tie to business
processes
Model Healthcare
processes: -
analytics,
- regulatory,
- patient
processes,
- integrating care
Consulting Strategic: where
do we need to go
Structuring info
for decisions;
formulating the
“next”questions
Synthesize and
Apply
Knowing what
the questions
are/should be
The document is a framework-structure regarding the levels of business intelligence and tasks associated with each of the levels.
This is from the HFMA’s BI Advisory Group discussion in August 2012. The group identified 3 levels of BI responsibility with level 3
[consulting] as the current frontier.
Original
Definition
• Gather
• Store
• Monitor
• Analyze
• Report
• Take action
38
39. Business Intelligence Checklist
Fill Out Back At Your Desk Business Intelligence Capabilities Checklist
Your Your Desired
Level One - Data Pull Current System Future State
Data Mining
How good?
How often?
How useful?
Storage Capacity
Is it big enough?
Response Time
Is it fast enough?
Level Two - Analysis and Reporting
Monitoring
End-user friendly
Finance department friendly
IT friendly
Friendly links for benchmarks and goals
Analyzing
Easy to manipulate for end-users
Easy to manipulate for finance staff
Answers questions you did not know you had
Easy links for benchmarks and goals
Reporting
Easy to set-up
Understandable outcomes for the end-user
Understandable outcomes for the Finance staff
Outcome links for benchmarks and goals
Level Three - Consulting
Helps to make forward-looking decisions
Answers questions you did not know you had
Helps to bridge the gap between actual results and goals
Utilizes outcome links for benchmarks and goals
39
40. Take Away –
BI Request Checklist
Required Questions to be Asked Outcome That Can be
Produced
Benefits That Can Be Derived
1. Is there agreement on what to
measure?
2. Can anything be done to affect
the measure?
3. Are there specific goals or
targets?
4. Are there defined critical
thresholds?
5. Is an upward or downward
trend “better?”
6. Is there such a thing as “too
good?”
40
41. 8. Build a Multi-Vendor/Technology Shortlist,
Based on Target State Requirements and the Gaps That
Need to Be Closed
• Determine the vendors and/or technologies that your hospital wants
to review based on the target requirements
• RFI vs. RPQ
• Buy vs. Build
• Outsource vs. Employees
• Software as a Service (SaaS) / Cloud Computing vs. Client Server
• Bandwidth
• Each of these decisions will have a big affect on the success (or
failure) of the Business Intelligence outcomes
41
42. 9. Create Action Plans to Close the Gaps
• Design a road map to close the gaps and achieve the target state with:
• A clear understanding of priorities and dependencies
• Strategic and tactical steps (including proofs of concept and prototypes )
• A mix of top-down vs. bottom-up design approaches
• Plans, such as:
• Change management
• Quality Assurance
• Risk management
• Scope management
• Communications
• Now that all the plans and details are in place, you can proceed with building a
detailed BI business case
42
43. 10. Select Software Vendors and System Integrators,
If Necessary
• Despite enormous advances in information systems, the process by which most hospitals and health systems
select them has remained virtually unchanged for decades: the “Request For Proposal (RFP)”
• Unfortunately, vendors have learned ways to minimize the value of RFP feature checklists, to where they
little today about system functionality
• A 40+ year Hospital IT management consultant describes a modern selection methodology that replaces the
RFP with
• Scored demos,
• Reviews of vendor user manuals, and
• Mathematically structured reference checking
• This is adapted from articles by:
Vincent Ciotti
Partner, H.I.S. Professionals
A Management Consulting Firm
7 Ave Vista Grande,
PMB 169, Santa Fe, NM;
Telephone: 505/466-4958;
E-Mail: vciotti@hispros.com
43
44. Selecting a Business Intelligence System
in the Modern World – Check List
1.Develop a Top 10 features list
2.Issue a Request for Price Quotation (RPQ) with a features list
3.Obtain system demonstrations from appropriate software vendors
4.Make phone reference calls
5.Review the user manuals
6.Obtain preliminary costs
7.Produce semi-finalists rankings
8.Go on site visits
9.Engage in contract negotiations
10.Select the system that meets the tests
44
45. Focusing on BI Analytics is A Key
to the Future of Healthcare Finance
• We know that analytics focus on
• improving operational performance,
• ensuring effective management of operations,
• gaining efficiencies and reacting to surrounding conditions more quickly, and
• projecting the future or trends.
• To differentiate and demonstrate leadership, finance can continue to enrich reporting and analytics aligned with organizational and departmental strategies.
• And we know that investments in people, process improvements, and technology are typically required to help organizations become leaders in the finance
analytics domain.
• Healthcare organizations that believe a new economic model for healthcare payment is coming soon should start developing capabilities to succeed in the new
environment.
• The revenue cycle may never be the same.
• As discussed above, obtaining the greatest strategic value from BI requires the ability to leverage:
• New metrics
• New models
• New methods
• The execution of business strategy is often hampered by a lack of reliable information.
• The uncertainty about issues ranging from the future of healthcare reform legislation to local market transformation adds to the challenge.
• In this environment, gaining continuous market and business insight and acquiring the agility to react quickly are increasingly critical to business success.
http://www.hfma.org/Templates/InteriorMaster.aspx?id=28457
Edward J. Giniat, National Healthcare Sector Leader of KPMG
Reprinted with permission of HFMA
45
46. What Finance Executives Should Do
• What should healthcare finance executives be doing to lead in determining their organization’s BI strategy?
• Finance leaders should be helping their organizations
• define the right KPIs, metrics, and measures for the business,
• understand the operating model and processes required to create an enterprise-wide information culture, and
• change the way they use technology and data to enable this transformation.
• They should recognize the linkage between financial measures and reporting and clinical intelligence for quality measurement,
reporting and clinical decision support, and the role advanced data analytics can play.
• Finance leaders should begin today to design the organizational structure and talent acquisition plans necessary to operate in a risk-
based capitated world.
• New relationships are developing among payers, providers, and suppliers.
• New entrants are changing the game.
• New competencies may be needed to perform many of the functions in an insured environment.
• The opportunity is to find ways to connect disparate data and use them to “do better with less” and on a broader scale.
• In fact, in a recent study, McKinsey Global Institute estimated that using advanced data analytics could save this industry $300
billion (Big Data: The Next Frontier for Innovation, Competition, and Productivity, May 2011).
http://www.hfma.org/Templates/InteriorMaster.aspx?id=28457
Edward J. Giniat, National Healthcare Sector Leader of KPMG
Reprinted with permission of HFMA
46
47. Deploying the BI Strategy –
What BI Tools Are Currently Available?
• Clinical / Financial Reporting
• Scorecard
• Dashboards
• Cost Accounting
• Service Line Reporting
• Labor Management Analysis
• Supply Chain Management Analysis
47
48. Meanwhile, Numerous New Payment Methodologies
Require the Use of Clinical / Financial Reporting
• A successful provider organization in a value-based environment will need to operate under payment
systems that have moved away from fee-for-service to some form of shared financial risk involving a variety
of upside and downside risk options.
• Among the Pioneer Model, the MSSP and the PGPTD, there appear to be at least eight different payment
models in play, and there are other variations being tried in the private sector.
• At the same time, provider organizations are being required to measure and report outcomes and patient
satisfaction in accordance with a variety of measures, and to be transparent about it.
• Private sector arrangements are adopting these measures as well as others, and new measures are being
developed continuously.
• All of these emerging payment arrangements will demand, and reward, effective clinical and financial
integration among providers across the continuum of care, and punish the failure to do so.
48
50. Clinical / Financial Integrated Reporting
Major Joint Replacement - Hips
BI Tools –
Clinical/Financial
Reporting
Source: INSIGHTS Enterprise Edition, Cost and Clinical Reporting, www.hcillc.com
50
51. Profitability Analysis –
Top 10 Service Lines Based on Cases
BI Tools –
Service Line
Reporting
Source: INSIGHTS Enterprise Edition, Cost and Clinical Reporting, www.hcillc.com
52. Profitability Analysis –
Pulmonary Service Line – DRG Profile
BI Tools –
Service Line
Reporting
Source: INSIGHTS Enterprise Edition, Cost and Clinical Reporting, www.hcillc.com
53. Profitability by Physician –
DRG 193 – Simple Pneumonia
BI Tools –
Service Line
Reporting
Source: INSIGHTS Enterprise Edition, Cost and Clinical Reporting, www.hcillc.com
54. Cost Accounting Analytics –
Cost Variance Analysis to the Mean
Cost Reduction Increase in Quality
$872 – Cost Reduction per Case
19% - Cost Reduction %
$29,648 – Total Cost Reduction
27% – Reduction in Re-Admissions
25% - Increase in Home Discharges
What if 6 of the Top 10 physicians achieved a Direct Variable “cost
per case” equal to the MEAN of their peers?
BI Tools –
Service Line
Reporting
Source: INSIGHTS Enterprise Edition, Cost and Clinical Reporting, www.hcillc.com
55. Cost Accounting Analytics –
Cost Variance Analysis to Best Practice
Cost Reduction Increase in Quality
$2,251 – Cost Reduction per Case
50% - Cost Reduction %
$76,534 – Total Cost Reduction
100% – Reduction in Re-Admissions
79% - Increase in Home Discharges
What if 6 of the Top 10 physicians achieved a Direct Variable “cost
per case” equal to the BEST PRACTICE of their peers?
BI Tools –
Service Line
Reporting
Source: INSIGHTS Enterprise Edition, Cost and Clinical Reporting, www.hcillc.com
56. Overtime Earnings Codes –
Efficiency and Rate Variances
Overtime Earnings Code - Efficiency and Rate Variances
OPERATING ROOM Cost Center
Overtime Earnings Code by Pay Period PP 24
Actual Hours 117.53
Budgeted Hours 179.00
HOURS - Variance (61.47)
HOURS - Efficiency Variance Percentage (52.35%)
Actual Average Hourly Rates 40.57
Budgeted Average Hourly Rates 40.06
RATES – Variance 0.51
RATES - Variance Percentage 1.28%
Actual Total Dollars 7170.00
Budgeted Total Dollars 4768.30
DOLLARS - Variance (2401.70)
DOLLARS - Variance Percentage (50.37%)
BI Tools –
Labor Management
56
57. Take Away Checklist–
BI Request Checklist
Required Questions to be Asked What Can You Do With
These Outcomes?
What Benefits Can Be Derived With
These Outcomes?
Are you able to calculate these ratios
instantly (10 minutes after your biweekly
labor stops crunching?)
Are you able to instantly calculate this for
every department, at the subdivision,
division, administrative and executive level
rollup?
Are you able to present (report) the results
back to those individuals responsible at the
department, subdivision, division,
administrative and executive levels in a
format allowing them to drill down to the job
code and individual employee levels?
Are you also able to automatically and
instantly generate biweekly labor alerts to
the managers responsible for any non-
compliance, as well as also generating these
alerts to their bosses? 57
58. Detailed Pay Period Analysis –
Overtime Dollar Amounts and Paid Hours
Total $7,170 .00 179.00
BI Tools –
Labor Management
58
59. Overtime Actual Trend (to Budget) Analysis
0
0.05
0.1
0.15
0.2
0.25
0.3
0.35
0.4
H
o
u
r
s
p
e
r
u
n
i
t
s
o
f
s
e
r
v
i
c
e
Operating Room Department - Overtime Trend
Hours Per Units of Service (Productivity)
For the Fiscal Year Ended September 30, 2011
Pay Period 24 Analysis
Acual
Budget
Page 59
BI Tools –
Labor Management
60. Automated Email Alerts for
Out-of-Compliance Conditions
• In a Low Hanging Fruit environment, department managers and their
bosses will be able to realize real savings through change management
decisions.
• Again, this can be done through a series of Excel spreadsheet analysis or
much more easily and timely through commercially available software
Page 60
ALERT
October 14, 2014
Total Salaries per Workload Unit – Major High
Has created a Major High Alert
Data Date: October 14, 2014
Projected: 22.50
Actual: 25.00
Difference: 10.0%
61. Class Survey
• Do you have a BI strategic plan?
• If so, does it include many/most of the plan steps described in the class?
• Have you developed a formal plan to select a new BI system?
• If not, is it because,
• You already have a system
• You just completed an acquisition of a new system
• Using formal plans is not what your organization does?
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62. Action Items
• Make sure that you have a BI system, with essential skills, that allows the hospital
to understand:
• Cost of adverse events
• Margin impact of readmissions
• Cost of waste in care process
• Develop a BI strategic plan, if you have not already done so, that ensures the
organization will be able to optimize many of its clinical/financial integration
processes
• Analyze your hospital’s current tool kit and determine if the hospital is ready to
accept the 21st century tools necessary for improved financial, operational and
strategic outcomes in a value-based world
62
63. Conclusions
• Operating a hospital is tough!
• In the new era of the ACA, moving from volume based leadership to value based leadership will test the
skills and resources of the hospital organization
• Finding the value is not hard, but it is a process
• While the HFMA has been in the forefront of developing programs describing for its hospitals how to move
for volume to value, it is still up to the hospital organizations to create action plans and then implement
those action plans
• For hospitals to take full advantage of its opportunities, the organization must
• Develop very good strategic plans,
• Make use that the plans are carried out
• Use the (favorable) outcomes of the plans to make good improvement decisions for
• Quality indicators
• Clinical outcomes
• Financial performance
• Do it, use it, improve it, claim it
• It is all up to you!
63