1. Analytics and Value Creation

5. There is no clear consensus among providers on what constitutes quality
Quality is relative among payers
Recipient expectations of quality vary by factors like:
Age
Gender
General Health
Severity of illness

6. Cost should be clear:
For all services provided
For full episodes of care
Per all care providers
Per all payers

7. Challenges Creating Value

8. Payers have overlapping but not identical interests in the quality and the price of services provided. 

9. Providers have not geared themselves, nor they are reimbursed to produce Value, (new, more, or better value;) rather, they are paid for the volume of services Provided

10. Value Creation Requires:
Reorientation of healthcare providers around quality and cost effectiveness:
Commitment to ongoing, real-time learning
Reliable and automated bi-directional information.
Awareness of effective and waste expenditure.
Optimized allocation and efficient use of resources
Make healthcare accessible and affordable
Promote patient engagement
Respect patient as a person, not as a case
Safeguard patient from treatment caused injury and infection.
Get visible progress best practice outcome

11. The platform
Benchmark and Improve

12. Benchmark and Improve Support value creation by:
Measuring the organization’s health,
Ranking results to peers,
Identifying services costs,
Assessing service prices,
Planning improvements
Simulating outcome
and forecasting results,
While meeting accreditations requirements

13. Benchmark and Improve Industry wide expected results:
Facilitate establishing and promoting field-tested best practices,
Efficient allocation of resources to
Minimize the intervention from outsiders.

14. The Core is Analytics

15. The Core is Analytics Put available data to smart use
Know your situation
Out of the box KPI visualization
Self service business intelligence
Compare with peers
Simulate performance scenarios
Forecast results
Plan wisely

16. Internal Dashboard 4 KPI groups measuring the Hospital performance:
Quality and patient safety
Utilization of Resources
Financial Performance
Patient Experience

17. Internal Dashboard Well defined indicators Industry based indicators
Timely & interactive visualizations
Benchmark against internally set goals.
Expandable at the hospital level to cater for the hospital-specific measurement needs

18. Internal Dashboard
Internal dashboard is a mirror used to check how you look

19. Industry Dashboard
Industry dashboard is a window to compare yourself with others

20. Industry Dashboard
Hospital can benchmark itself to the industry-wide performance
Other hospitals are kept anonymous
Interactive visualizations on industry performance
Updated quarterly
All standard Indicators
Filtered by hospitals common features
Expandable to fit new recommended metrics

21. It is always time to Improve
To facilitate the setting of improvements plans, the platform takes care of the most complicated issues of:
Identifying actual costs of products and services
Complimented by the tools to price them
And a budget building module to:
Plan service offering
Simulate impact on performance
Support making strategic decisions

22. Activity based cost It is a service costing system:
Adopted for hospitals; It speaks the hospital language.
Understands the flow for care provision, and
Allow for the deployment of all kinds of resources needed to produce services
Launch base for pricing and budgeting modules

23. Activity based cost Characteristics:
Essential input to continuous improvement processes.
Highlights well performing activities.
Identifies non or low value added activities
Identifies time and material wasted
Provides the actual cost of products and services
Helps to fix the prices that are excessive or incorrect
Cost Centers
Revenue Centers
Services

24. Service Pricing Real cost is now available as main input
Standalone and packag prices
Packaged services built per providers methods
Ability to create and integrate sub-packages, like for pre-OP, probable complications
Provides the hospital with the flexibility needed to cope with variables, exclusions, and inclusions.

25. Flexible Budgeting
Plan their activities in terms of services and volume:
Per segment
Based on historical performance
And management expectations
Within the constrains of capacity, resources, and contractual, regulatory limitations.
Calculate the budgeted revenue and related cost
Compare initial budgeted results with actual results
Simulate other scenarios and approve budget

26. Flexible Budgeting Monitor volume deviation per segment
Adjust budgeted revenue and cost to match the actual volume
Monitor revenue and cost variances from adjusted budget
Analyze variances
Recommend volume per segment for coming periods
Adjust cost and revenue for coming periods once changed

27. The platform
Many of the techniques and methods are used across different industries. Extra attention is given to the:
Privacy of the patient information,
Confidentiality of the Provider internal process
Confidentiality of Provider’s data and position
Necessity to avoid significant investment or systemic changes and
Provision of multiple data connection methods up to full integration

28. An organization is considered healthy when it is Creating Value, Quality Outcome, Great Experience, and the Desired Results. It is a happy organization.

29. Benchmark and Improve It is All up to you