Measuring Clinical and Operational Efficiencies within the Connected Community

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Measuring Clinical and Operational Efficiencies
within the Connected Community
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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
15,000 ft
Strategic Agenda
VALUE PROPOSITIONS
Operationalizing
Implementation of Prioritized Initiatives
0 ft
Areas of Focus
Measure
Measure
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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

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Measurement is a function of the maturity of the
community, and the key to demonstrating value.
Target Value Creation
Community Value
Value Steps
14 13 12 11 10 9 8 7 6 5 4 3 2 1

• 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

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
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It takes a diverse team to analyze and deliver
results that constituents trust and value
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Activities can be completed within eight weeks or
less depending on resource and data availability
Week 1
Week 2
Week 2
Week 4-5
Week 6-7
Week 3
Week 8
Define Key Measurement Metrics
Define Critical Success Factors
Understanding of Current State
Collect Data
Present Findings
Generate Report
Analyze

• 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.

• Identify barriers to the collecting data.
• Outline alternative or proxy data if actual data
  is not available

• Understand and communicate value of measuring
• Provide initial different measurement metrics for
  consideration

• Develop baseline criteria
• Identify outputs
• Identify inputs into 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.

• Collect data from charts, host systems, feeder
  systems, output systems.

• Identify any inconsistency with data
• Calculate metrics

Resources
20 Hours
20 Hours
80 Hours
80 Hours
40 Hours
20 Hours
20 Hours