EMR, EHR, meaningful use, ubiquitous access... These are some major clinical events changing healthcare delivery processes. Healthcare providers and hospitals are finding using EMR and practicing management systems may be tougher than previously thought, especially in the face meeting federal stimulus incentive deadlines. This document highlights 2 key business process metrics that can shed light on how to get the best clinical and financial results.

1. Click to edit Master title style
Evidant HP
Knowledge to Enable Efficient Care Delivery
Reducing risks in health care
operations management

2. Click to edit Master title style
The Context
• Major clinical change events are underway:
 EMR / EHR / CPOE
 P4P / CMS / “Meaningful Use”
 Ubiquitous Access
Evidant Corporation ©2010 1

3. Click to edit Master title style
The Problem
• Such changes impact care delivery processes:
 Productivity loss  Costs go up
 Increased work shifting
 More and new ways of communicating
• This results in risks to:
 Hospital quality
 Hospital capability …
Evidant Corporation ©2010 2

4. Click to edit Master title style
The Questions
• …Which causes clinical leaders to ask:
“Because of these changes …”
…How efficiently is my hospital delivering
care to patients?
…What does it cost my hospital to deliver
the service?
…What’s my risk of loss if I can’t deliver
the service?
Evidant Corporation ©2010 3

5. Click to edit Master title style
The Answer
Measure business processes. Create information from those
measures, and offer insight from such information to help enable
efficient health care delivery.
Availability Management
Monitor the infrastructure to support a process.
Performance / Service Level Management
Monitor applications that facilitate a process.
IT Service Management
Monitor the activities within a process.
Business Service Management
Measure the process!
Evidant Corporation ©2010 4

6. Click to Process Metrics When Measuring Business Process
2 Key edit Master title style
• Ability to execute the service
 “Service Quality”
What percentage of the service is unavailable, degraded,
and acceptable?
– By time
– By location
– By user type or patient type
• Cost impact to the business
 “Value at Risk”
What is the cost when the team is not as productive when
delivering the service?
What is the potential revenue loss if the service is impacted
(slowed or unavailable)?
What services should I focus my support efforts on and can I
prioritize based on business impact?
What’s the trend over time (are we getting better or worse at
reducing costs of service delivery risk)?
Evidant Corporation ©2010 5

7. Click to edit Master title style
The Evidant Service
• An out-of-the-box package of people, process
and technology that delivers this information
and insight for the hospital environment.
 Pre-defined workflows for inpatient business processes
 Pre-defined metrics to track
 Pre-defined implementation approach
 Pre-defined support
 Pre-defined “technology stack”
Evidant Corporation ©2010 6

8. Click to edit Master title style
Service Quality Example
• The graphs represent
the capability of the
Emergency Department
to delivery its services
over an entire month.
Note that there was a
significant event
impacting service
capability in the middle
of the month.
• Note also the
“Unacceptable” service
levels (yellow)
throughout the month.
Most impacted activities
were ED Arrival, Triage,
Schedule for OR,
and OR Consult.
Evidant Corporation ©2010 7

9. Click to edit Master title style
Value at Risk Example
• This chart shows the
financial risks due to
degradations and outages
noted in the previous slide
in the ED over the whole
month.
• Note the pink bars
measure the opportunity
that was lost. In the middle
of the month the
opportunity loss was
nearly $500,000.
• The business activity
where the risk was
greatest was in the ED
Arrival (which makes
sense―if you can’t record
who’s coming in to the ED,
the risk of losing that
revenue is greater).
Evidant Corporation ©2010 8

10. Click to edit Master title style
The Benefits
• Ability to drive quality improvements through
quantitative measures
• Identifying inefficiencies in key care delivery
processes.
• Drive behavior through outcomes
measurement
• Align and improve service delivery through
financial analytics
Evidant Corporation ©2010 9

11. Click to edit Master title style
For more information
• Contact
 Scott Leslie, CEO, Evidant Corporation
 949-609-1497
 scott.leslie@evidant.com
 Mike Walker, VP Consulting, Evidant Corporation
 925-324-2578
 michael.walker@evidant.com
Evidant Corporation ©2010 10