neshs webinar 12 17 2009 presentation handout
DESCRIPTION
Plan, Measure, Act: Best Practices in Strategic Planning and Business IntelligenceTRANSCRIPT
Sponsored by Gold SponsorsGold Sponsors ::
Berkshire Marketing Group
NESHS WebinarSeries
MACNULTY CONSULTING, LLC
Best Practices in Linking Strategic Planning and Best Practices in Linking Strategic Planning and Business Intelligence to Improve PerformanceBusiness Intelligence to Improve Performance
December 17, 2009December 17, 2009
“Plan, Measure & Act!”
2
1
Pat Salem, M.B.A.Vice President, Healthcare Planning & [email protected]
Amy MacNultyPresidentMACNULTY CONSULTING, [email protected]
Presentation Collaborators & Colleagues
3
Mitch Ocampo, MCSD, MCDBA, MCTPractice Director, Microsoft BIBITadvisors617.359.8194 [email protected]
AgendaAgenda
1. Results Oriented Enterprise Planning and Implementation
2. Closed‐Loop Planning – BI: “Plan, Measure & Act!”
3. Best Practices of BI and Dashboards: Tools, Techniques & Mindset: “One Stop Reporting Platform”
4. Partners Case Study
Questions & Answers
4
2
? ? ? ?If you have questions during the presentation, please submit them using the Q&A option at the top of your screen.
We will address them at the conclusion of today’s event.
5
? ? ? ?
Organizing a Strategic Planning Process: Organizing a Strategic Planning Process: Typical PhasesTypical Phases
6
Phase 2Strategic Thinking
Evaluate strategic alternatives & define a preferred future
Phase 1Strategic Assessment
Build the fact base to support decision‐making
Phase 3Strategic Planning
Define means to achieve desired future position
Interviews, surveys and focus groupsAssessment of current positionPortfolio modelPlanning assumptions and key uncertainties
Identification of key issues and critical success factorsReview of mission/ vision/valuesDevelopment of future vision and metrics
Definition of goals and strategiesFramework for tactical planningStrategic financial planCommunications plan
3
7
Why PlanWhy Plan??Understanding of key uncontrollable issues likely to impact the organization in the future
Environment, market, competition
Establish position in light of these key uncontrollablesStrengths and weaknesses
Determine optimal alternative strategic directions
Build consensus for an appropriate strategic direction among stakeholders
Identify measures for success
Plan, Measure and Act!
Planning process will result in the development of a plan document.Planning process will result in the development of a plan document.
Raising the Bar: Best Practices for Healthcare Raising the Bar: Best Practices for Healthcare Strategic PlanningStrategic PlanningHow would you rate your organizations strategic planning performance against following best practices?
Linked to all parts of organizationEvolving, flexible and continuously improvingCommunication throughout the processAdherence to essential strategic planning componentsFinancial analysis and outcomes secondary to strategic thinkingDiverse competencies (vs. single core competency) drive the planning process, i.e. key areas of competitive advantageAction plans and strategic thinking at business unit level are emphasizedInnovation and creativity are emphasizedPerformance management and knowledge management programs are incorporated into strategic planning processStrategic planning changes from static to dynamic process
Source: Raising the Bar: Best Practices for Healthcare Strategic Planning, Alan M.Zuckerman, HS&S, SHSMD Benchmarking Study, 2007. 8
4
9
Strategic Thinking and Strategic Planning are Not the Same Thing
Strategic ThinkingStrategic Thinking Strategic PlanningStrategic PlanningGetting from here to there
Evaluating alternative paths to reach future state
Resource allocation
Laying the course
Conceptualizing the end game
Future state definition
Naming assumptions
Combination of dialogue, discussion, and debate
Strategic Planning ContinuumStrategic Planning Continuum
10
Traditional Goal Oriented
Scenario Planning
Alignment Dynamic
Source: HBR, Putting Leadership Back into Strategy
Models of Strategic Planning
Linear‐ Top Down
Match Resources to Capabilities
Environmental Scan and Optimize Response
Align Mission and Performance
Collaborative with focus on Strategic Thinking
Opportunities for Success:Focus on dynamic process than solutions will increase commitmentLink to management cycle for effective implementationCombine planning discipline with increased capacity for creative thinkingBuild on strengths and identify opportunities to differentiate: “we are the best because…”
Opportunities for Success:Focus on dynamic process than solutions will increase commitmentLink to management cycle for effective implementationCombine planning discipline with increased capacity for creative thinkingBuild on strengths and identify opportunities to differentiate: “we are the best because…”
5
11
Understanding Understanding Strategic IssuesStrategic Issues
12
Where Do You Get Information?Where Do You Get Information?
What are your biggest data challenges?
Where have you been “creative?”
How do you decide what information to share with others in a planning process?
When do you report back on progress?
6
13
13
Quantitative Data Problems and PitfallsQuantitative Data Problems and PitfallsProblem Potential Solution
Data limited to inpatient services
Lacking primary market research
Out of date data
Reluctance to believe what the information tells us
Analysis paralysis
Inability to turn data into information
“Connect the dots”
Just do it
Use what you have
Involve the right people
Agree “what you need to know”
Import expertise
14
Qualitative PerspectivesQualitative PerspectivesMethod Benefits Limitations
One-on-One Interviews
More "confidential" than focus groups
Allows for in-depth exploration of topics with each participant
Interviewer bias is possible
Time intensive (expensive)
Limited number of people can be involved
Focus Groups
Allows more to participate
Can begin process of building consensus
Can explore reasons behind responses
Potential for “group think”
Not possible to explore topics in depth with each participant
Written Surveys: On-line/ Telephone
Good way to get input from large numbers of internal or external constituents
On-Line can be less expensive than phone surveys and easy to tabulate
Biased sample Typically low response rates
Generally not possible to explore reasons behind responses
7
15
Developing Elements of Developing Elements of the Strategic Planthe Strategic Plan
16
Planning HorizonPlanning HorizonReach agreement about your planning timeframe
Mission
Time
Vision
Goals
Tactics Tactics Tactics
1 Year Operating Plan
3 years?5 years?10 years?
Strategies
8
17
Working DefinitionsWorking DefinitionsMission A long-standing statement describing an organization’s core purpose
or reason for being.
Values Intrinsic beliefs an organization cherishes above all others.
Vision A statement describing an organization’s desired future position.
Goals Desired end results toward which effort is directed.
Strategic Metrics Measures and targets used to create clarity around desired outcome of the strategic plan and to monitor progress.
Strategies Carefully designed plans for deploying resources to attain a favorable position.
Tactics Specific steps to achieve strategies.
Management Metrics Indicators that management monitors to measure performance on tactical steps.
Resource Requirements/Budget Financial and non-financial needs to support implementation.
18
Strategic MetricsStrategic Metrics
Strategicmetrics can be developed at the vision or goal level
Managementmetrics are developed at the strategy and tactic levels
Strategic Metrics Measures and targets used to create clarity around desired outcome of the strategic plan and to monitor progress
9
Competing on AnalyticsCompeting on Analytics
Champion Analytics from the TopCreate a Single Analytics InitiativeFocus Your Analytics EffortEstablish an Analytics CultureHire the Right PeopleUse the Right Technology
Source: Competing on Analytics, Thomas H.Davenport, HBR, 2005.
“Use sophisticated
data-collection technology and
analysis to wring every last
drop of value from all your
business processes.”
19
Performance ManagementPerformance Management
Balanced Scorecard◦ Measures to help monitor strategy implementation and performance
Link Performance to StrategyHealthcare Executive Dashboard◦ Financial Perspective◦ Patient Perspective◦ Internal Processes◦ Learning & Growth
20
10
21
Strategic MetricsStrategic Metrics
Helpful HintsLimit the number of measuresEmphasize outcome measures over process measuresUse a balanced set of measuresEnsure that measures are clear and the data are readily availableRecognize data limitationsAvoid measure “creep”
22
Translating the Plan Translating the Plan Into ActionInto Action
11
23
Tactical PlanningTactical PlanningEven good strategy isn’t enoughMust determine capability for implementing strategy◦ Timeliness – Is there so much to do that effective plan implementation is unlikely? ◦ Affordability – Can we afford the plan, in terms of operating expense and capital expense?◦ Availability of human resources – Do we have the people with the right skills to implement the plan?
Who will do What by When With What Resources to produce What Results
24
After the Plan is DoneAfter the Plan is Done
12
25
Three Types of Links NeededThree Types of Links Needed
1. Functional links◦ Strategic plan with long‐term financial plan
Critical for avoiding the dreaded “Shelf‐itis”
2. System plan to operating entity plan3. Links of plans with varying time horizons
Strategic Plan
Annual Business Plan
Service Line Plans
Functional Plans
26
Communicating the PlanCommunicating the Plan
Provide feedback to all stakeholders involved in the processProvide sufficient information to support plan implementationProtect key strategic information from competitors ◦ How much of the plan is shared? Support employee morale◦ Employees often the best ambassadors
◦ Use multiple communications vehicles
Everyone does NOT need to receive the same level of plan detail!
13
27
Monitoring Plan ImplementationMonitoring Plan Implementation
Frequency of reviews a function of plan time horizons and the level at which the review is taking placeRemember, this is a strategic plan◦ Reviews in the early stages of the planning horizon focus on actions, not outcomes◦ Later reviews assess both actions and outcomesManagement reviews typically occur on a semi‐annual basisBoard reviews should occur at least annually
28
Questions to AskQuestions to Ask
Do we have the correct goals categories? Are they still realistic? Do they need to be changed?Is appropriate progress towards goal achievement being made?
If not, is the issue one of strategy or execution? How do you know?
Do the strategies or timelines require adjustment?
Are action steps being implemented in a timely and effective fashion?
If not, is the issue one of resources, execution, inappropriate steps or unforeseen issues/complexity?
14
29
Is your Plan on Target?Is your Plan on Target?
Using Business Intelligence to ACT Using Business Intelligence to ACT like a metricslike a metrics‐‐driven organization driven organization
Pat Salem, VP Planning & BI, BITadvisors
From strategy to execution & measurement
Strategy
Insight Decisions
Real-time “actionable”information; aligning actions with strategyMonitor key strategic metrics, quality, financial & operational performance.Report across data sourcesExecute across the continuum care network
““Closing the Planning LoopClosing the Planning Loop””
Any Business Application
Any Data Source
Ad Hoc Reporting & Analytics
Dashboards, & Scorecards
Performance Management
30
15
What is Business Intelligence?What is Business Intelligence?
31
Business Intelligence (BI) technologies help an organization collect, integrate, analyze and interpret business information to support better decision‐making.
BI often uses metrics or key performance indicators (KPIs) to assess the present state of business and to prescribe a course of action, such as % Operating Margin, ALOS, FTE / Adjusted Occupied Bed.
How we How we ““dodo”” reporting todayreporting today……....““The Report Life CycleThe Report Life Cycle””
Call IT 911!!Call IT 911!!
Get data Get data extractsextracts
Into AccessInto Access…… Out to Excel..& PivotOut to Excel..& Pivot
Into Power PointInto Power Point
32
16
Schematic of BI Tool SetSchematic of BI Tool Set
33
Executive ManagementDashboards, Scorecards, KPIs
Front Line EmployeesOperational or Standard Reports
Information Discovery and DeliveryInformation Discovery and Delivery
Business AnalystsAd-Hoc Queries, On-line Analytical Processing (OLAP)
IT
Business User
Business User
BI Creators
34
17
35
DASHBOARDS and AD HOC Reports DASHBOARDS and AD HOC Reports –– What can they do?What can they do?
Dashboards provide organizations the ability
to track performance of KPIs
Visualizations align actions with strategy
Alerts organizations to exception conditions
Users can drill down to detail to see root cause
Ad hoc reports provide users with a self-serviceenvironment
Mangers can create reports from scratch or simply update existing reports
Intuitive analysis via ad-hoc reports “on the fly”
Quick adoption rate …ease of use
TRUST... Business Intelligence provides accurate & consistent information, for users to make timely business decisions
36
Data Lineage & ConsistencyData Lineage & Consistency
Nursing
Log Sheets
Financial
ReportService
Report
18
Healthcare Drivers for BIHealthcare Drivers for BI
ARRA & HITECH act provide incentives to stimulate EMR adoption.
Economic challenges / capital constraints – focus on financial performance & dashboards.
Healthcare consumerism is fueling the need for transparency of hospital quality & cost data.
Cost shifting spurs patients to become more involved in the healthcare purchasing decision.
Hospitals face growing demand for services and declining reimbursements.
CMS & private payers are moving toward “value‐driven healthcare.”
The number of P4P initiatives is increasing.
New emphasis on public reporting of quality data via “report cards”.
HCAHPS / patient satisfaction used as a proxy for quality performance.
Hospitals face increased competition from new “retail” providers, e.g. Minute Clinic, Wal‐Mart, Target, Rite Aid….
37
BI for the BI for the ““Continuum of CareContinuum of Care””
38
Retail Clinics
Home Care
CHCMD Office
Acute Hospital
SDC
LTCHospital
Rehab SNF Hospice
Ambulatory Care
Acute Care
Post Acute Care
19
BI Portal for Health Information Exchange BI Portal for Health Information Exchange
39PAYERS
REGULATORYAGENCIES
SUPPLIERS
MDS & OTHERPROVIDERS
BI for BI for ““DisparateDisparate”” HC systemsHC systems
40
Finance AncillaryDepart
ClinicalInitiatives HRPhysician External
Data
• GL / AR• Budgeting• Planning• Medical
Records• Registration• Materials
(Supply Chain) • Payroll• Patient Billing
• DecisionSupport
• BI /Data Warehouse
• ED• O.R.• Pharmacy• Radiology• PACS• Cath Lab• Laboratory• Pathology
• Time andAttendance
• Credentialing• Scheduling• MD Billing• MD A/R• RVU• PQRI
• Meditech• Eclipsys• Siemens• McKesson• IDX • Lawson
D i v e r s e A p p l i c a t i o n s a n d S y s t e m s • SAP• BOBJ• Eclipsys• McKesson• Trendstar• Peoplesoft• Cognos
• TEIC• Midas +• Eclipsys• Siemens• Cerner• Allscripts• Eclinical• GE Centricity
• McKesson • Siemens• Cerner• Emergsoft• Meditech• MISYS• Mediware• IDX• GE
• Kronos• ADP• API
IT
• Quality Measures
• EMR• CPOE• BPOC• Disease
Surveillance • Laboratory• Pharmacy
• WebMD/Healthshare
• Press Ganey• HCAHP• AHRQ• Claritas• Solucient
• IDX • Siemens• McKesson• Meditech
• Utilization• Mkt. analysis
20
Enterprise Healthcare DashboardsEnterprise Healthcare Dashboards
Quality Management Strategic Initiatives
Volume Tracking Financial Performance
Patient Satisfaction Supply Chain Management
Staffing Productivity Operations/Business Processes
Emerging trends in the healthcare industry
have accelerated the need to access more
timely, accurate and reliable data.41
Executive Balanced Scorecard Executive Balanced Scorecard
Provides:
Board level insight into key strategic metrics
Actual vs. Goal for: financial, patient, internal processes and growth
Automated data collection / analytical processes for organizational performance scorecard.
Historical trends and ability to drill down into hierarchical detail to conduct root cause analysis.
42
21
Disease Management Disease Management ‐‐ Diabetes SurveillanceDiabetes Surveillance
Provides:Conduct real‐time diabetic surveillanceConnect directly to your EMR, practice management, and financial systemsMonitor alerts for patients with elevated HgA1c levels (Hg A1c>9%)Facilitates UDS reporting under HRSAIdentify patients that have not had an annual eye / foot exam or flu shot.Drill‐down by site, provider & payer to view patient clinical detail “on the fly”Track Hg A1c historical trends and quality performance by payerImprove diabetic patient quality outcomes by identifying high‐risk patients Track and reduce healthcare racial disparities
43
Patient Census TrackingPatient Census Tracking
44
Provides:Patient census, occupancy, and bed tracking data.The ability to connect to the hospital's ADT system, and real‐time inpatient and ED census monitoringAutomated inpatient census tracking, % occupancy, and emergency department volume by service.Census alerts anticipate patient flow bottlenecks, identify pending discharges, and improve staffing efficiency.
22
45
Case Study ‐ Radiology
Mitch Ocampo, MCSD, MCDBA, MCTPractice Director, Microsoft BI
MGH ImagingMGH ImagingImaging in four main locations10 Radiology Divisions (Neuro, Body, Chest)10 Main imaging groups (CT, MR, US, Xray…)2000 Employees in Imaging
23
MGHMGH’’s Goals s Goals
Strategic PlanningWhere are we gaining or losing business and whyHow can we serve patient population and referring physicians
Tactical OperationsUtilization trendsTechnologist & resource productivityPhysician productivity
Goals ContGoals Cont……………………..
Monitor patient quality outcomesComply with patient safety & regulatory requirementsAdhere to quality and safety programsTrack compliance Conduct research on utilization & patient outcomesInnovation and best practices for Radiology “BI”
24
ChallengesChallenges
Multiple data‐sourcesMultiple versions of truthHard to gain access and use dataResource bottleneck for report writers
Technology DecisionsTechnology Decisions
BuildRadiology centric view of the worldCost vs benefits of owning the technologyIMAP
BuyCost of Product/solutionMissing functionalityCost of Consultants
25
RoadmapRoadmap
Build the data modelDetermine the look and feel of dashboardDetermine how to fill the “quadrants” of the dashboardDevelop graphs and scorecards
MACNULTY CONSULTING, LLC
MGH Radiology Dashboard
26
MACNULTY CONSULTING, LLC
Hand Hygiene
MACNULTY CONSULTING, LLC
27
MACNULTY CONSULTING, LLC
MACNULTY CONSULTING, LLC
28
MACNULTY CONSULTING, LLC
MACNULTY CONSULTING, LLC
29
MACNULTY CONSULTING, LLC
MACNULTY CONSULTING, LLC
30
31
32
Question & Answer SessionQuestion & Answer Session
? ? ?? ? ? ?
If you have questions, please submit them using the Question’s Pane in your
GoToWebinar toolbar.If we are unable to address your question during today’s live session,
a presenter will follow-up with you afterward. 65
HandoutsHandouts
Case Studies & Dashboard ExamplesCase Studies & Dashboard Examples
66
33
Boston Medical Center uses BI to Analyze Nursing Boston Medical Center uses BI to Analyze Nursing Operations, Outpatient metrics, and Quality of Operations, Outpatient metrics, and Quality of CareCare
The ChallengeMajor changes in the healthcare industry◦ Pay‐for‐performance◦ Transparency of quality and safety data◦ Patient empowerment
Driving cost down◦ Improve quality and safety of care◦ Avoid healthcare associated infections◦ Reduce length of stay
Using data and analysis for improving process and outcomesSolution
CDW for integrated data analysisStrategic and Operational Dashboards with Business Objects
67
Benefits / ImpactBMC Corporate Dashboard (VSSC)◦ Individual Physician scorecard for credentialing
Nursing Dashboard◦ Hospital, specialty group and unit levels◦ Insight to staffing costs◦ 10 key metrics
Outpatient Dashboard◦ Department, clinic group, location, service, major billing code levels◦ 3 key metrics◦ Los, discharges, empty beds
Access to care◦ Department, clinic location, provider group, provider levels◦ 6 key metrics
Financial reports◦ About 40 financial reports of Lawson data
Boston Medical Center uses BI to Analyze Nursing Operations, Outpatient metrics, and
Quality of Care
68
34
Gaylord Hospital & MEDITECHGaylord Hospital & MEDITECHEDGE deployment for EDGE deployment for ““RealReal--TimeTime”” Patient Patient Census & Bed Tracking DashboardCensus & Bed Tracking Dashboard
The ChallengeExecutives needed a unified picture of Gaylord's patient population data that would transcend the artificial segmentation created by the two EMR systems and MEDITECH.Goal to analyze, track and report on patient utilization, revenue, quality, and costs across the entire continuum of careManually managing over 30 Crystal Reports within the hospital each month
SolutionCensus data that formerly updated only at midnight now updates automatically every 5 minutes via a dashboard.No more time wasted manually manipulating spreadsheets and slides just to get a visual representation of data.Deployed Crystal Reports against the MEDITECH sql data repository.
69
Community Health Center (CHC) Alliance & EMR Community Health Center (CHC) Alliance & EMR DataDataEDGE deployment for Patient Quality Dashboard EDGE deployment for Patient Quality Dashboard
The ChallengeCompiling, aggregating and analyzing GE Centricity EMR dataNeed to benchmark patient quality data for network of 80 CHCs inFlorida.Production reporting for Crystal Reports; scheduling and security.
SolutionDashboard “Quick Start” for Edge deployment.Quality dashboard for Diabetes and Hypertension tracking.
70
35
QuickVitalSigns QuickVitalSigns –– Executive Balanced Scorecard Executive Balanced Scorecard
Target Market:
CEOs, CFOs and the Board of Trustees
Provides:
Board level insight into key strategic metrics
Actual vs. Goal for: financial, patient, internal processes and growth
Automated data collection / analytical processes for organizational performance scorecard.
Historical trends and ability to drill down into hierarchical detail to conduct root cause analysis.
Problem Addressed: Analysts manually compile their scorecard in a static Excel format.
71
QuickVitalSigns QuickVitalSigns –– Physician Manpower ProfilerPhysician Manpower Profiler
Problem Addressed: Strategic Planners and Physician Relation staff need accurate & timely medical staff credentialing, utilization, and MD need projection data for program planning & MD recruitment.
Provides:
Medical Staff credentialing data at your fingertips: status, location, age and FTE etc…
Visual “Insight” into utilization trends by service, sub‐specialty, and physician e.g. discharges, O.R. cases
Dynamic MD Manpower planning tool keeps your MD supply up‐to‐date, and provides “what‐if”capabilities for Mkt. Share and Census scenarios.
Comparison of Actual vs. Budgeted data, with flexible time period views (month, Qtr, Yr.).
Automated data collection / analytical processes for dashboard information delivery.
72
36
QuickVitalSigns QuickVitalSigns –– CMS Core MeasuresCMS Core Measures
Provides:Consolidated quality data.A reporting repository for CORE measures & HCHAP benchmarked satisfaction scoresHistorical trends for annual, quarterly and monthly periods.Visual color coded alerts to identify variance in performance against
targets.The ability to drill down from the dashboard level to perform "root cause analysis".
73
QQuickVitalSignsuickVitalSigns‐‐ Disease Management Disease Management Diabetes SurveillanceDiabetes Surveillance
Provides:Conduct real‐time diabetic surveillanceConnect directly to your EMR, practice management, and financial systemsMonitor alerts for patients with elevated HgA1c levels (Hg A1c>9%)Facilitates UDS reporting under HRSAIdentify patients that have not had an annual eye / foot exam or flu shot.Drill‐down by site, provider & payer to view patient clinical detail “on the fly”Track Hg A1c historical trends and quality performance by payerImprove diabetic patient quality outcomes by identifying high‐risk patients Track and reduce healthcare racial disparities
74
37
QuickVitalSigns QuickVitalSigns –– Patient Census Patient Census TrackingTracking
Provides:Patient census, occupancy, and bed tracking data.The ability to connect to the hospital's ADT system, and real‐time inpatient and ED census monitoringAutomated inpatient census tracking, % occupancy, and emergency department volume by service.Census alerts anticipate patient flow bottlenecks, identify pending discharges, and improve staffing efficiency.
75
Physician Manpower ProfilerPhysician Manpower Profiler
Problem Addressed: Strategic Planners and Physician Relation staff need accurate & timely medical staff credentialing, utilization, and MD need projection data for program planning & MD recruitment.
Provides:
Medical Staff credentialing data at your fingertips: status, location, age and FTE etc…
Visual “Insight” into utilization trends by service, sub‐specialty, and physician e.g. discharges, O.R. cases
Dynamic MD Manpower planning tool keeps your MD supply up‐to‐date, and provides “what‐if”capabilities for Mkt. Share and Census scenarios.
Comparison of Actual vs. Budgeted data, with flexible time period views (month, Qtr, Yr.).
Automated data collection / analytical processes for dashboard information delivery.
76
38
QuickVitalSigns QuickVitalSigns –– Practice Management DashboardPractice Management Dashboard
Problem Addressed: Healthcare administrators need accurate, timely, and “actionable” information to manage their ambulatory facilities.
Provides:
Practice management overview at your fingertips
Visual “Insight” into key metrics: Financial, Utilization, Productivity, Coding, Quality
Comparison of Actual vs. Budgeted data, with flexible time period views (month, Qtr, Yr.).
Automated data collection / analytical processes for dashboard information delivery.
Interactive and intuitive features provide users with the ability to navigate and drill down into hierarchical detail: Physician, Payer, CPT
77
78
39
Provides:Incorporates the HITECH quality measures required for “Meaningful Use” to date…Historical trends for annual, quarterly and monthly periods.Visual color coded alerts to identify variance in performance against targets.The ability to drill down from the dashboard level to perform root cause analysis “on the fly”Dashboard can either sit on top of existing EMR & other data sources
ORJumpstart Quality reporting during EMR implementation, or before EMR selection via a quality data repository 79
QuickVitalSigns QuickVitalSigns –– EMR Meaningful Use DashboardEMR Meaningful Use Dashboard
BITBITadvisorsadvisorsHealthcare Business Intelligence SpecialistsHealthcare Business Intelligence Specialists
Premier professional services organization focused on Data Management, Business Intelligence, and Project Management across the United States and Canada
Proven best practices and methodology :
Data Warehousing and Reporting; Corporate Performance Management;Enterprise Application Integration;Project ManagementDashboards & Scorecards
Over 500 successful implementations in New England, leveraging solution accelerators for industry verticals (Healthcare)
80And beyond……
40
Technology PartnersTechnology Partners
81
Pat Salem, M.B.A.Vice President, Healthcare Planning & [email protected]
Amy MacNultyPresidentMACNULTY CONSULTING, [email protected]
Presentation Collaborators & Colleagues
82
Mitch Ocampo, MCSD, MCDBA, MCTPractice Director, Microsoft BIBITadvisors617.359.8194 [email protected]
41
MacNulty Consulting, LLCMacNulty Consulting, LLC
ServicesStrategic Planning Physician AlignmentCommunity Needs AssessmentRegulatory Planning
Amy MacNultyWith over 24 years of healthcare experience in Strategic Planning, Physician Strategies and Regulatory Planning, Amy is a recognized leader in facilitation and providing panning support for strengthening relationships between hospitals and physicians. Her client
engagements range from strategic planning to strengthening physician-hospital relationships to clinical services business planning.
Formerly as Senior Principal and Northeast Region Manager for Noblis, a nationally recognized science, technology, and strategy organization, she effectively combined her strategic planning, organizational development, and program design skills to manage a broad range of planning projects. Prior to her work at Noblis, Amy was Managing Principal and Owner of The Bristol Group, Inc. responsible for implementing firm-wide marketing activities, expanding the client base and developing new service offerings. 83
42