Optimizing Healthcare Performance Management (HPM) – Achieving Bottom Line Results with Effective Reporting Alan Eisman, VP Healthcare Solutions Information Builders

Preparing for the New World of Healthcare Reform  Alignment of organization structure, business model (ACO), goals, initiatives, measures and incentives to strategy  A Strategic & Operational Framework that balances Financial, Clinical, Quality and Operational Efficiency Goals  A Integrated, Trusted and Transparent model to support  Sevice Line (IPU) strategies in support of Enterprise Strategy  X-functional Areas: OR, ED, Quality, Rev. Cycle, Supply Chain etc…  Deep Analytic & Operational access to enable business processes & decision making that support goals  Collaborative, Closed Loop and Integrated for Continuous Improvement Measurement without the opportunity to improve is Harassment – W. Edwards Deming (Father of Quality)

Do you have Slogan and Buzzword Fatigue? “Meaningful Use” “We want to become data driven” JCAHO, P4P, PQRI, OPPE. RAC RVUs, FTE/AOB, LWOBS, LOS EMR, EHR, PHR, CPOE, HIE, ACO These issues are dealt with in disconnected ways with incomplete and old information using esoteric tools in information and organizational silos Copyright 2007, Information Builders. Slide 3

Copyright 2007, Information Builders. Slide 4

Getting Everyone Focused on Common Goals Requires Enablement of Process Engagement of Stakeholders Extreme Ease of Use and Flexibility Elimination of Manual Steps and Spreadmarts

Transparency Drives Accountability and Improvement  Medicare spending varies from $14,000 to $5,200/Beneficiary  40% Can be explained based on case mix, regional pricing  60% due to other factors supply of resources and practice patterns  Physician down the hall - “In our own organization there is a 2 to 3 fold variation in use of tests, unaware of what colleagues down the hall are doing. Copyright 2007, Information Builders. Slide 6 “Chaos and Organization in Health Care” Thomas H Lee, M.D. James J. Mongan M.D.

How Do I Get Started  My Simplified View of Maturity Cycle  From Process Measures – Outcomes – Cause and Effect  From Departmental – Service Line – Enterprise  From Spreadsheets – Metrics Management – Balanced Scorecards  From Historical – Daily Dashboard - Operational - Predictive Copyright 2007, Information Builders. Slide 7

Copyright 2007, Information Builders. Slide 8 Need for Better Metrics Management Metrics are an aggregated way of planning and tracking performance improvement Managing measures: tolerances, attributes, history, and auditing is all part of metrics management Many Healthcare Metric definitions and formulas have been standardized Using Metric benchmark data is now a common practice of competitive businesses

Copyright 2007, Information Builders. Slide 9 Aligning Goals With Your Strategies

Operational Analytical Strategic How Business Intelligence Should Work? Copyright 2007, Information Builders. Slide 10 Monitor performance and communicate strategy - Translate strategy for the operation - Promote continuous improvement -Drive accountability and focus on key drivers Direct Analytical BI towards potential problems Isolate and identify good and bad - Analyze historical trends - Mine for problems and opportunities - Predict future potential Direct the focus of operational initiatives Implement Operational Initiatives To… - Enable/Accelerate processes - Empower employee decisions - Improve patient flow Monitor Performance of Initiatives

Color Coded by Contract to Identify Potential Revenue

This is the FPA Physician Revenue Cycle and Productivity Dashboard which shows 6 KPIs

Meaningful Use Should Be Whatever It Needs to Be ERP Trusted Performance Management Layer Personalized Dashboards My Dashboard for KPIs, Alerts & Drill Anywhere Analysis with data from any source Metrics in one place managed with Scorecards for each Dept. Holistic integration framework Functional Analytic Applications Independent Integration Layer ClinicalADT Ambulatory ORMSEDDW

Excellence with BI - You know you have it when there is  Democratization of Information - Everyone uses it  Credibility  Everyone believes the numbers and the numbers are the same  You can drill to what makes up the number  Context –  Understand numbers by any relevant dimension  Cause and effect drill paths to answer Why?  The Ability to  Drill anywhere to get the next answer  Easily discover patterns and anomalies with visual analysis  Make decisions to improve revenue cycle, patient flow, quality etc.  Sharing information to support decision making is effortless Copyright 2007, Information Builders. Slide 15

And the Stakeholders are Happy Copyright 2007, Information Builders. Slide 16

Questions?