Using Self-Serve Predictive Analytics to Align Staffing with Forecasted Demand Yvette Porter-Lee, BS, MSJ Manager, Staffing/ Budget Nursing Administration - Overlook Hospital Tamira Harris, PhD, MBA, MSN Business Advisor McKesson Connected Care and Analytics

Learning Objectives  Assess how data transparency can help organizations achieve sustainable cost reductions and other major initiatives  Describe the impact of self-service, data-driven decision- making on daily operations  Demonstrate the business case of reliably accurate forecasts for budget monitoring and understanding volume trends  Review how demand forecasts can be used to actively engage executive, medical and clinical staff 2

Atlantic Health System 3 At a Glance  12,114 employees  3,168 physicians  280 medical residents  1,339 licensed beds  72,892 admissions  7,191 births  19,033 inpatient surgeries  28,658 same day surgeries  205,898 emergency visits  697,416 outpatient visits  43,833 hospice days Size and Scale  Four hospital system with $1.8B in revenue  Efficient contracts with largest areas health insurance plans  Alignment strategies with key physician groups  Non-union Quality and Specialized Services  Gagnon Cardiovascular Institute  Carol G. Simon Cancer Centers  Goryeb Children’s Hospital  Atlantic Neuroscience Institute  UHC data base participant Market Leader  Leading market share position, more than double next nearest competitor  Excellent socio-demographic characteristics  Currently overseeing 2 ACO‘s

VISION Empowering our communities to be the healthiest in the nation MISSION Deliver high quality, safe, affordable patient care within a healing culture Educate, in an exemplary manner, present and future health care professionals Innovate through leadership SHARED VALUES Professionalism, Respect, Involvement, Dignity, Excellence 4

Goal: Cut $70M in costs over 3 years 5 Reduce Costs  Spend less capital on hospital bricks and mortar  Tightly manage labor costs Increase Revenue  Increase ambulatory presence  Reduce leakage

Overlook Medical Center At a Glance  24,478 admissions  5,917 inpatient surgeries  9,279 same day surgeries  96,612 ED visits  Fortune 100 Best Place to Work 6 4 U.S. News and World Report  Best Regional Hospital for Neurology, Neurosurgery, Gastroenterology, GI Surgery, Geriatrics, Gynecology, Nephrology, Pulmonology and Urology  Neuroscience Institute - Hub for New Jersey Stroke network - treat 40% of state stroke patients

Overlook Strategic Goals  Primary Goals Improve patient throughput, initially ED Match nursing staffing to demand  Additional Benefits Organizational transparency Proactive/real-time decision making Improved patient placement Ability to address and monitor o Service line profitability o Labor analytics Capacity Executive Team 7

Capacity Planning in Healthcare Process by which hospitals can effectively determine the resources (beds and staff) required to meet the forecasted patient demand over a given time period. Review & Analysis Historical Trends Forecast Patient Demand Schedule Resources To Meet Demand Monitor & Measure Against Plan Adjust& Refine Plans 8

Forecasting with Capacity Planner 1. Identify patterns and trends 2. Apply assumptions 3. Fine-tune timing of demand 9 Demand Forecast Historical Data

Executive Hospital Overview 10

Executive Review of Expected Activity 11

Proactive Planning / Performance Tracking 12

Projection Accuracy 13

Achieving Buy-in  “It’s like scarily predictable.”  “I love that all the information can be gathered in one place.”  “The biggest thing is how accurate it is and how much you can look at things ahead of time and then make decisions based on that.”  “It creates transparency … that is the first step in improving processes.”  “It’s so nice to have something that I can just jump in, pull up a report, and see the trends of my unit. I love that. I wish more of the applications would do that.” 14

Success to Date Primary Strategic Goals  Organizational transparency  Improve patient throughput starting with the ED  Match nurse staffing to demand  Proactive/real-time decision making  Improve patient placement  Service line profitability  Labor analytics Milestones to Date  Data buy in / Decreased silo’s  Standardized STAFFING MODEL  Paperless bed meeting with strong throughput focus / action orientation  Decreased labor costs / Improved productivity  Improved discharge timing  Reduction of 0.2 of a day in LOS  Closed surgical unit for a total of 22 days ~$3,400 savings per day  Critical Care closure and savings  Engaged physician leadership  Metrics for service line directors 15

Managing Daily Operations 17

Using Data to Drive Activity 18

Outpsyching Psych 19

Pluses and Minuses of Organizational Transparency 20

Failure to Execute 21

22 Questions?