Delivering Self Service BI in the Changing Healthcare Industry

1. Delivering Self Service BI in theChanging Healthcare Industry Morie MehyouJefferson Regional Medical Center

2. Original Project Objectives • Accurate and timely financial information to directors and managers • Provide parameterized reports • Allow users to search data • Access to information at user convenience • Provide meaningful and timely productivity data with comparisons • Maintain data integrity

3. Users sign in via secure Intranet page. Access is limited based on user profile

4. Users can access several reports from menu to the left. Detail revenue reports, Income Statement, Accounts Payable with drill down to specific vendor/invoice.

5. Further drill down to G/L details

6. Productivity Reports showing: Total Hours Paid/Worked, Paid hours/Unit, FTEs, Total Stats

7. Summary Report showing Productivity over 5 years with comparison to Budget and National Benchmark data. Labor and Hours per Stats.

8. The “New” age of Quality in Healthcare • The largest purchasers of healthcare services are demanding Value for money spent. • Patients are demanding Transparency, Accountability, Better Care, Participation, and Information. • Good patient care can be measured • Scientific studies • Best practices • Prevention

10. Facts and Figures • Medicare benefit payments • 374 billion (2006) • 12% of total Federal budget • 20% of total health care spending • 32% for Hospital inpatient • Annual average growth 8.9% • Medicare revenue • 41% payroll taxes • 40% Beneficiary premiums • 12% payment from States • 7% other taxes (including taxes on S.S. Benefits) Kaiser Family foundation fact sheet June 2007

11. Is it a Stick or a Carrot? • CMS rule for reporting on “clinically proven” best practices for specific medical conditions is not mandatory *** BUT *** • Hospitals will not receive full payment if they choose not to report (reduction of up to 4%) Can’t afford not to report • Everyone else is doing it Don’t want to be left out • Large employers and insurance companies are monitoring results Unpredictable • The public is accessing data on the internet Don’t under estimate the power of the people!

12. Hospital Quality DepartmentThe Old and the New • Old Quality Department • Joint Commission preparedness • Minimal data reporting (external or internal) • Policies etc....... • No time restraints • New Quality Department • Extensive Data analysis • Extensive reporting - Internal and external • Medical Staff and all Management levels demanding timely and accurate information • Peer Review data for Credentialing • Patient Satisfaction • Mortality analysis and much much more..........

13. Clinical Outcomes Challenge! • Provide timely and accurate data to users • Provide immediate feedback • Drive change and improve outcome • Universal method of communication for multiple users (employees, managers and physicians) • Easy access by all users • Early identification of failed charts

14. Solution • Use existing proven method and tools of communication • Give access to front line users • Drive change by providing results shortly after patient discharge • Accountability

15. Link to Abstracting rules Drill down to QM report by quarter Other pdf reports from regulatory agencies

16. Users can execute report by clicking here

17. Numerator, Denominator, Hospital, State, National and HQID rates.

18. Users can click here to drill down to see list of patients

19. Specific information relating to failed charts. Multiple data source

21. SCIP Measures reflect total patients with drill down reports showing qualifying vs. non-qualifying patients

22. Included vs. excluded accounts with reasons. Further drill down available by clicking here