Measuring Clinical and Operational Efficiencies within the Connected Community

Strategic Operating Model Prioritized Initiatives Typically the Connected Community starts with a vision and as it evolves we want to measure specific areas of focus 50,000 ft Vision Board Decision Physicians Buy-in and cooperation Management Buy-in and ownership Strategic Plan 20,000 ft Organizing & Directing the Enterprise Strategic Operating Model Strategic Agenda 15,000 ft VALUE PROPOSITIONS Implementation of Prioritized Initiatives Operationalizing 0 ft Areas of Focus Measure Measure

What are some of the areas of focus that we can measure? Avoidance of unnecessary inpatient hospitalizations due to missing patient information Decrease outpatient visits related to preventable outpatient ADEs and missing information Decrease unnecessary duplicative laboratory and x-ray tests Decrease redundant medications and overuse of medications Decrease the volume of manual data exchange and associated costs and decrease cost in radiology associated with labor savings and decrease cost of results delivery Decrease emergency department expenses

Measurement is a function of the maturity of the community, and the key to demonstrating value. Target Value Creation Value Steps Community Value Phase 3 – Fully Mature Maximum synergies Optimal realignment Full ability to measure Demonstrated value to stakeholders Phase 2 - Selective Implementation Understand value of segments along the continuum Initiated the realignment process Have begun to implement select community initiatives Measure early stage initiatives relative to baseline Phase 1 - Strategic Aligning Establishment of baseline measures Isolated areas of integration Early stages of integration 14 13 12 11 10 9 8 7 6 5 4 3 2 1 Moving along the curve we attain the ability to measure our areas of focus and demonstrate value to the community Perceived Community Value Maturity of the Connected Community

It takes a diverse team to analyze and deliver results that constituents trust and value

Activities can be completed within eight weeks or less depending on resource and data availability Understanding of Current State Define Key Measurement Metrics Define Critical Success Factors Collect Data Analyze Generate Report Present Findings Understand and communicate value of measuring Provide initial different measurement metrics for consideration Develop baseline criteria Identify outputs Identify inputs into metrics Identify barriers to the collecting data. Outline alternative or proxy data if actual data is not available Collect data from charts, host systems, feeder systems, output systems. Through presentations of initial findings to a working group provide hypothesis as to what drives the metrics movements. Define strengths as weakness of data. Analyses the potential future directional movement of identified metrics. Present findings to larger steering committee Present tax and non-tax advantages of integration models, alternative acquisition methodologies, and not-for-profit issues relating to intangibles and governance. Identify any inconsistency with data Calculate metrics Resources 20 Hours 20 Hours 20 Hours 40 Hours 80 Hours 80 Hours 20 Hours