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SSM Health Care. Category 4: Information and Analysis. Information and Analysis. The MBNQA Information & Analysis criteria SSM’s approach to information management and measurement Information systems infrastructure Performance Management Process Use of comparative data. MBNQA Categories.

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Category 4 information and analysis

SSM Health Care

Category 4: Information and Analysis


Information and analysis
Information and Analysis

  • The MBNQA Information & Analysis criteria

  • SSM’s approach to information management and measurement

    • Information systems infrastructure

    • Performance Management Process

    • Use of comparative data


Mbnqa categories
MBNQA Categories

  • Leadership

  • Strategic Planning

  • Focus on Patients, Other Customers, and Markets

  • Information and Analysis

  • Staff Focus

  • Process Management

  • Results




Framework

Organizational Purpose:

Environment, Relationships and Challenges

5: Staff Focus

2: Strategic

Planning

1: Leadership

7: Organizational

Performance

Results

6: Process

Management

3: Focus on

Patients, Other

Customers

and Markets

4: Measurement, Analysis and Knowledge Management


Mbnqa category 4 information and analysis performance measurement analysis
MBNQA Category 4INFORMATION AND ANALYSIS Performance Measurement/Analysis

  • Select and align measures

  • Gather/integrate data to support daily operations/decision making

  • Ensure effective use of comparative data

  • Analyses to support leaders’ review and strategic planning

  • Communicate results to enable effective decision-making

  • Align results of analysis


Mbnqa category 4 information and analysis information management
MBNQA Category 4INFORMATION AND ANALYSIS Information Management

  • Make needed information available to all stakeholders

  • Ensure data integrity, reliability, accuracy, timeliness, security, confidentiality

  • Ensure hardware/software reliability and user-friendliness

  • Keep system current with health care needs


2002 recipient of the Missouri Quality Award

Applications development

Client Response Center

Decision

support

Compliance

Administration

Group

Information

technology

SSM Information Center (SSMIC)


Vendors /

Consultants

Network /

Entity IMC

Nursing

Informatics

L

I

S

T

E

N

I

N

G

P

O

S

T

N

E

E

D

S

A

S

S

E

S

S

M

E

N

T

S

SSMHC System Strategy

Medical

Informatics

System

IMC

Capital

Allocation

Committee

e-Health /

Web IMC

I

N

P

U

T

S

HIPAA

Entity

Service

Level

Agreements

SSM

Information

Center

Revenue

Cycle

Tactical

Teams

Operational

Teams

Project

Office

ePMI

Network/User

Group Teams

Plan / Check

Entity Membership

Do / Act

IS Planning and Management


Hospital 1

E-mail access

SSM Physician Portal

Hospital 2

SSM Connect

Lotus Notes access

Hospital 3, etc

Fax machine

Pager

*

Hand-held PDA

Physician Connectivity

Access Anytime, Anywhere…


Our Mission

Exceptional patient, employee, and physician satisfaction

Exceptional clinical outcomes

Exceptional financial performance


Alignmentof Indicators

Through our exceptional health care services, we reveal the healing presence of God.

Exceptional

clinical

outcomes

Exceptional

patient, employee & physician satisfaction

Exceptional

financial

performance

Operating

margin

%

Unplanned re-

admission rate

within 31 days

of discharge

Inpatient

loyalty

Overall

physician

satisfaction

Overall

employee

satisfaction

Service & quality

indicators

Inpatient

loyalty

indicators

Employee

satisfaction

indicators

Physician

satisfaction

indicators

Reimburse-ment

indicators

Productivity/

expense

indicators

Liquidity

indicators

Profitability

indicators

Growth

indicators

Performance Management Process


Performance Indicator

Reports (PIR)

Data Warehouse

Different Source Systems

- General Financial (ERP)

- Materials Management (ERP)

- Human Resources

- Clinical Systems

- Satisfaction Systems

Gathering, Integrating and Presenting Data


Performance Indicator Report (PIR) Rollup

System-

Level Indicators

(SSMHC PIR)

Operations

PIR

Hospital

Operations

PIR


Hospital Operations Performance Indicator Report



Consolidated Operations

Profitability Operating Margin % 1.5% 2.4%

Liquidity Unrestricted Days Cash on Hand 182 209

Hospital Operations

Growth Acute Admissions

Reimbursement Patient Revenue Per APD

Producitvity/Cost Operating Expense Per APD

Profitability Operating Margin %

Clinical 31 Day Acute Readmission Rate

Service & Quality Inpatient Loyalty Index

Satisfaction Employee Satisfaction Indicator

Satisfaction Physician Satisfaction Indicator

137,656

$1,410

$1,402

3.7%

4.5%

49.5%

74.1%

77.6%

136,884

$1,336

$1,321

4.4%

4.2%

52.9%

71.8%

73.6%

Skilled Nursing Home

Profitability Operating Margin %

Service & Quality Daily Physical Restraints Prevalence

Home Health

Profitability Operating Margin %

Service & Quality Homecare Patient Loyalty Index

Physician

Profitability Net Revenue Per Physician

Productivity Practice Direct Operating Cost %

1.4%

3.9%

.

12.0%

56.9%

.

$35,074

66.6%

-1.9%

5.1%

.

8.4%

64.0%

..

$33,739

68.4%

> 5% favorable

Within 5% of plan

> 5% unfavorable

Performance Analysis – System-Level Indicators

Year to Date Performance

InitiativeIndicatorsActual PlanTo Plan

Year to Date Performance

InitiativeIndicatorsActual PlanTo Plan


Corrective Action Plans

  • Hospitals and networks use them frequently … for virtually every red light that exists on the PIR.

  • Required by policy for certain indicators:


Inprocess measures
Inprocess Measures

  • Category 4: Gather/integrate data to support daily operations/ decision-making

  • Category 6: Inprocess measures used to manage day to day processes?

    In-process indicators: Measurements that indicate how a process is working. Also called leading indicators. Provide early warning signals to tell us if we are moving towards/away from our goals.


Functional groups inprocess measures
Functional Groups’ Inprocess Measures

  • ER – Time from door to treatment or physician time (whichever is earlier)

  • Surgery - % limbs marked:

    • Correctly

    • Incorrectly

    • Not marked

  • Radiology turnaround time

  • Pharmacy- Drug cost/patient day (measured daily)


Deploying the Plan

  • Departmental Posters

  • Passport Program


Patient-level information

Improved

clinical

outcomes

National health

care database

Opportunities

Cost

reduction

Departmental-level

information

Comparative Data




Lessons Learned Variation

  • Measurement is essential to improvement

  • Don’t compare yourself to just averages - - unless you want to be average

  • Attention to inprocess (leading) indicators as well as to outcome (lagging) indicators

  • Alignment of measures and strategic goals is essential

  • Measure what is important


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