Abstract

In this paper we present our point of view on how intuitive dashboards based on the right key performance indicators (KPIs) can accelerate the speed and quality of decision-making for healthcare providers.

Today, the provider value chain generates huge volumes of disparate and disjointed data. The BI and analytics systems should gather and aggregate data against the right KPIs and present a meaningful dashboard-based view. A good BI dashboard helps providers analyze their retrospective trends, see the indications about performance in real time, and make reasonable predictions for the future. It is crucial to support these capabilities with advanced slice and dice options to identify and eliminate the root causes for poor performance. This will help the leadership in getting a holistic snapshot of the provider’s performance and take proactive decisions.

Most providers today have multiple ERPs and applications with analytics capabilities. The need of the hour is to have one common source of truth to connect performance across provider domains – clinical, operations, and financial, for intelligent inputs to bring transformational benefits

WHITE PAPERKPIs for intuitive, real-time analytics in healthcare providers

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The dynamic healthcare environment – evolving regulatory environment, shifting reimbursement models, rising consumerism, declining margins – is pushing providers to go digital and embrace technology like never before. This rapid proliferation of technology in providers is leading to a highly fragmented applications landscape, multiple clinical systems (HIS, EMR, Specialty, Lab and diagnostics, etc.), and portable devices. They generate huge volumes of disparate and siloed data across the entire provider value chain over multiple channels. The BI and analytics systems should gather and aggregate data against the right KPIs and present a meaningful dashboard-based view.

With greater accountability and governance pressures, the providers today are increasingly tracking and reporting key performance indicators (KPIs) to get a measure of how they are progressing toward short- and long-term goals. The key to building a strong foundation for the analytics program is to identify the right KPIs. Pick outcome-based KPIs across the provider value chain; define baseline performance values; and progressively link them to the business value.

These KPIs can be identified by a thorough study of the ‘As-Is’ model and current perceived / experienced pain points across business processes. Techniques like motion

Introduction KPIs –Building blocks of analytics

Here is an indicative chart showing provider KPIs with value linkages to explain the holistic approach for KPI identification:

Operational levers

Key performance indicatorsValue levers

Increase revenues

Increase pro�tability

Reduce costs

Improvereimbursements

Improve customer base

Improve operational e�ciency

Improve clinical e�ciency

Improve care compliance

Improve patient safety

Improve patient base

Reduce patient switch

Improve collections

Improve claim accuracy

Improve cycle time

Improve asset utilization

Total collections; claim denial turnaround; net AR days and aging; bad debt as percentage of gross revenue

Billing turnaround; re-billed claims; clean claims as percentage of total claims

Patient satisfaction scores; adherence to follow-up plan

Number of revisits; admission rates; referrals

Readmission rates; mortality rates; ALOS; case mix index

Rate of hospital acquired infection; OR returns Medication error rate

Reduce waiting time; improve schedule adherence

Occupancy rate; bed turnover rate; OR utilization rate

Caregiver to patient ratio; sta� turnover rateImprove sta� utilization

analysis, work break-down analysis, and swim lanes diagrams of As-Is can be deployed to identify the stakeholders involved and potential bottlenecks. Each KPI identified should be subjected to the SMART test, i.e.:

• Specific: Clearly indicate the item getting evaluated

• Measurable: Data capture points need to be available

• Achievable: Should not require change in regular workflow

• Result-oriented: Change in the KPI value should have significant impact on output

• Time-based: How long before data on specific results is available?

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Once we have the foundational KPIs, the next step is to chalk out the plan to measure, monitor, and improve. Real-time

Analytical / BI tools with these capabilities effectively cause a shift to proactive behavior among the providers. It empowers

Measure, monitor, improve

dashboards, alerts, and dynamic reports built on a consolidated source of provider data are the best mechanism to ensure that key

employees to actively make decisions to optimize resources across objectives and look for creative ways to achieve goals.

stakeholders in providers are focused on the same targets and looking at the latest numbers.

Further, clear communication and feedback processes are established around objectives and measures.

Proactively identify theexistence of a problem

Understand the magnitude and historical context Fix the problem Determine the root

cause of the problem

• Fix the problem by eliminating identified bottlenecks in work flows • By increasing the alert frequency on missed activities

• Real-time alerts over emails, SMS• Dashboards to provide intuitive performance levels

• Historical trend analysis• Predictive modeling to forecast problem magnitude

• Drill down up to the root cause in reporting • Work flow manager to

highlight processes taking longer than benchmarks

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Most providers today have multiple ERPs and application vendors offering point solutions for analytics. These definitely help in the short term, but in the long term, what providers need is to move from a point-of-need analytics solution to a unified analytics

Effective analytics / BI focuses on quickly achieving results and changing behavior, rather than being a complicated planning and data management exercise. With the selection of meaningful metrics and the right technology aligned to a provider’s maturity level, investment in an analytics tool can start driving results in a matter of weeks.

Analytics and BI – The right tool can be a game changer

Conclusion

solution that offers a single source of truth across the provider value chain. The right analytics tool caters to the provider’s current analytical maturity and provides a road map

Prior to embarking on the analytics journey, providers must consider the following success factors:

• Robust road map – Short-term and long- term performance objectives

• Identify KPIs that will measure performance vis-à-vis objectives

to progressively move to next levels. Here is a snapshot of the analytics / BI maturity of healthcare providers and the desired product features.

• Pick high-impact KPIs to generate maximum ROI

• Take a holistic approach that integrates people, processes, and systems, to meet common goals

• Continuously measure, monitor, and improve

• Business-function-specific point of need reporting • No coherent information architecture

• Analyze trends and patterns, root-cause analysis, comparison to benchmarks • Coherent information architecture exists but cannot extend to new data sources

• Advanced algorithms for predictive modeling, trends forecasting, alerts to prevent misses • Best practices for information architecture are defined and used in certain areas.

• Automate analytics, self- learning rules and algorithms, intuitive to uncover problems• Advanced information architecture that pulls data from internal and external sources

Advancedanalytics

Operational reporting

Predictiveanalytics

Pervasiveanalytics