1. Measuring Clinical and Operational Efficiencies within the Connected Community

2. 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

3. 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

4. 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

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

6. 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