How To Adapt Your Organization To The Future: A Guide To .
How To Adapt Your Organization ToThe Future: A Guide To ManagingData For A Performance-DrivenEnvironmentThe 2018 OPEN MINDS Management Best Practices InstituteThursday, August 16, 2018 10:15 am – 11:30 amJoseph P. Naughton-Travers, EdM, Senior Associate, OPEN MINDSwww.openminds.comn15 Lincoln Square, Gettysburg, Pennsylvania 17325n717-334-1329ninfo@openminds.com
AgendaI.II.III.IV.V.Leveraging Metrics-Based Management To Improve OrganizationalPerformanceCommon Tools For Your Performance Management SystemStaff Information Literacy: The Key To Leveraging Data To ImprovePerformanceCase Study: Kings View CorporationQuestions & Discussion 2018 OPEN MINDS2
I. Leveraging Metrics-Based ManagementTo Improve Organizational Performance 2018 OPEN MINDS3
Metrics-based management is thepath from information to action.A longer definition – a model ofmanaging processes, outcomes, andperformance that relies on qualitativeand quantitative measurement of thecurrent performance, the desiredperformance, and the objectives andaction plans to improve performance. 2018 OPEN MINDS
A Framework For Performance Management Determine critical performance outcomes for success of organizational strategy (startswith the strategic plan) Distill from these performance outcomes the specific measures (leading and lagging)that would best enable the management or measurement of success Determine which of the data to create these measures are available in current datasystems – and identify proxy data and measures where not available Design dashboard based on available measures For each measure, create an appropriate display and measurement and reportingspecifications For long-term planning, identify data not currently available in system for necessarymeasures and conduct ROI of costs to gather data 2018 OPEN MINDS
Key Steps For Implementing Performance ManagementIdentify and quantify what‘performance’ means for yourorganizationLeverage Operational PerformanceWithin Programs With FunctionalDashboardsDesign a dashboard at the businessunit/program level that providesmanagers with the tools to measureand maximize unit performanceCreate an overarchingorganizational strategic dashboardfor the board and executive teambased on strategic vision, mission,and objectivesDevelop an executive teamdashboard of leading indicators oforganizational success 2018 OPEN MINDS
Pushing Data To Managers Is Key To Leverage – Dashboard IsCommon Model An intuitive graphical display that is thoughtfully laid-out and easy to navigateA logical structure that makes information easily accessibleLittle or no user training is requiredData displays that can be customized and categorized to meet the specific needs ofeach user. Regular and frequent updates of dashboard information for accuracy and relevance tocurrent conditions Information from multiple sources, departments, or markets can be viewedsimultaneously 2018 OPEN MINDS
Common Tools For Your Performance Management System Critical management reporting A “Balanced Scorecard” approach to metrics selection & dashboard development Bench-marking metrics 2018 OPEN MINDS
Critical Management Reports These ensure that all staff has access to the accurate, up-to-date information that theyneed to do their jobs on a daily basis With roughly 90% of the reporting needs for organizations being planned andpredictable, this simply means producing and using meaningful reports from themanagement information system and making certain that staff know how to use them 2018 OPEN MINDS
Access To Care & Revenue Reporting #1 Access To Care Reports # of referrals / % accepted for admission # of admission denials by reason Waitlist information Time metrics for access to care #2 Revenue / Productivity Reports Census to budget Unit-fee productivity reports 2018 OPEN MINDS
A/R & Other Financial Reporting #3 Financial Reports Averages days in A/R Collection % Bad debt percentage, dollars, by reason Late charges Income statement, budget to actual 2018 OPEN MINDS
Outcome & Compliance Reporting #4 Outcome & Satisfaction Reports Outcomes Successful discharges #5 Compliance Reports Records compliance Critical incidents 2018 OPEN MINDS
A Balanced Scorecard Approach for Metrics Selection Based on the 1992 article, “The Balanced Scorecard- Measures that Drive Performance," (HarvardBusiness Review) by Kaplan & Norton Kaplan and David P. Norton included anonymousdetails of the use of Balanced Scorecard in thisarticle In 1996, they published the book The BalancedScorecard: Translating Strategy into Action (HarvardBusiness School Press) Due to these works, Kaplan & Norton are often seenas the creators of the Balanced Scorecard concept 2018 OPEN MINDS
History Of The Balanced Scorecard Concept The roots of the balancedscorecard concept include: The work of General Electric onperformance measurement reportingin the 1950s The work of French processengineers (who created the Tableaude Bord – literally, a "dashboard" ofperformance measures) in the earlypart of the 20th centuryThe first Balanced Scorecard was created by ArtSchneiderman (an independent consultant on themanagement of processes) in 1987 at AnalogDevices, a mid-sized semi-conductor companyHe participated in an unrelated research study in1990 led by Dr. Robert S. Kaplan in conjunctionwith U.S. management consultancy, NolanNorton, and during this study described his workon the Balanced Scorecard 2018 OPEN MINDS
The Four Perspectives The 1st Generation design method proposed byKaplan & Norton was based on the use of threenon-financial topic areas as prompts to aid theidentification of non-financial measures inaddition to one financial measure Based on assumption that focusing onfinancials alone is path to failureBalanced set of KPI reflect fourkey management perspectives1. Financial performance2. Customer performance3. Organizationalinnovation4. Internal operations(clinical andadministrative) 2018 OPEN MINDS
Benchmarking For Performance ImprovementUsing benchmarks and performance targets to challenge and drive continuousimprovement in service quality and operationsAllow yourorganizationto Compare with other firms in yourindustry Develop cross-industry comparisons Develop points of reference orstandards of practice Make best-in-class determinations Develop best practices 2018 OPEN MINDS
What Is Information Literacy? Staff knows what data is available, how to get itand dissect it into valuable operational andmanagement information, and how to use iteffectively in their day-to-day work The “high IQ” organizations havecomprehensive plans for gathering, analyzing,disseminating, and using informationThe Phases Of ive PhaseThe Directive Phase 2018 OPEN MINDS
IV. Kings View Behavioral Health Case Study 2018 OPEN MINDS18
Kings View Behavioral HealthManaging Data For a PerformanceDriven Environment
Presentation Kings View Organization – Leon Hoover, MSW, M. Mgmt.,CEO Answering the Why question Business Intelligence – Jim Rodriguez, MBA, CSBI, CFO Health Information Analytics – Anthony Prieto, Director ofHealth information Analytics Quality and Performance Improvement – Alex Rocha, MBA,CPHQ Bringing it all together
Kings View Organization Corporate classification 501(c)(3) Created In 1951 To Provide Mental Health Inpatientservices, In Reedley California. Today, Community Behavioral Health Services No residential or inpatient services Primarily serve consumers funded with public dollars Corporate Office in Fresno, California
Kings View Services 2017 - Touched The Lives of 36,000 Consumers 32,000,000 In Revenue FY 17/18 35,000,000 Budgeted Revenue FY 18/19 Approximately 400 Staff serving agencies in twenty-nineCalifornia Counties Direct Services Concentrated In The Central San JoaquinValley
California Behavioral Health Market 2017 Census Population of 39,589,144 58 Counties – Small and Large! Alpine 1,156 Los Angeles 10,231,271 California Model; County Is The Managed CareOrganization (MCO)
California Behavioral Health Market Multiple Public Sector Funding Streams Behavioral Health Services Delivered by a Combinationof County Government and Contracted PrivateProviders Behavioral Health Cost Reimbursed ContractingStructure Creates a Complex Strategic and OperationalEnvironment
Service LinesDUI/PC 1000 Behavioral Health Intellectually Challenged Telepsychiatry Youth Empowerment Consulting Services EHR and BillingInformation AnalyticsCost Report Services
Value-Based Reimbursement Competency Organizational Culture The New Cultural Competency: Ability to “Turn On A Dime.” OpenMinds, Monica E. Oss, 7/25/2018 54% of Organizational Change Initiatives Are Successful Culture Eats Strategy for Breakfast: Attributed to Peter Drucker Leadership Is Critical One Team Culture Strategic Goals Recruitment and RetentionLeadership DevelopmentFinancial StrengthExperts In Data Collection, Analysis and Visualization
Business IntelligenceJim Rodriguez, MBA, CSBIChief Financial Officer
Focus Areas Organizational ChallengesBusiness Intelligence OverviewKings View’s BI GoalsBI Considerations
Challenges FacingOrganizations
Typical Organization’s Concerns1.2.3.4.Financial ConstraintsWorkforce ShortagesDisconnected Software SolutionsRegulatory Compliance
Business IntelligenceOverview
What is Business Intelligence (BI)?1. “BI is a technology-driven process for analyzingdata and present actionable information”.(techtarget.com)2. Collects data from internal systems andexternal sources3. Includes resources such as business tools,dashboards, reporting, prediction analysis, andcharting, etc.
Sample BI ArchitectureStand alonesystemsERPHRISEHRDatabaseBIApplicationsEnd Points
Kings View’sBusiness IntelligenceGoals
BI Broad-based Goals1. Keep pace with internal and externalenvironmental factors2. Cutting edge in data analytics for acompetitive advantage3. Provide consistent and standardizedreporting4. Compatibility with other systems
Phase 1 Goals – Financial Focus1. Successful setup with ERP2. Implementation of allocationmethodologies3. Implementation of Financial PlanningModule4. Design Standardized Financial Reports
Phase 2 Goals – Statistical Focus1. Importing EHR Operational Units ofService2. Importing HRIS data3. Creating a Position Control Model4. Creating a Provider performanceModel
Phase 3 Goals – Visualization Focus1. Dashboards and Scorecardsa) KPI’s and KRI’s2. Charting and graphing3. Predictive analytics, What-if Scenarios4. Capex Model
Business IntelligenceConsiderations
Organizational RequirementsThe Three C’s1. Cultural adoption from key stakeholders2. Cross-collaboration, e.g. Finance, IT and QI3. Commitment of resources Financial, Time, Personnel
Health Information AnalyticsInteractive DashboardsAnthony PrietoDirector of Health information Analytics
Focus AreasDashboard Examples Clinical ance
Clinical OperationsDashboards
Staff ProductivityDashboard Drilldown
Staff CaseloadPenetration
Assessments andOutcomes Dashboards
Outcomes Data(PHQ 9 & GAD 7)
Outcomes Data(PHQ 9 & GAD 7)
Outcomes Data(PHQ 9 & GAD 7)
Fiscal and BillingDashboards
Claimed by PaySource
Claimed by PaySource(Denials Drilldown)
High Utilizers
ComplianceDashboards
AppointmentType
AppointmentType
ANSA – CANSOutcome Data
Data Extractionand Mapping
Data InputData InputData Input
Data InputData InputData Input
Data OutputData InputData Input
Additional DashboardsKings View Analytics website:kvanalytics.com
Quality and PerformanceImprovementAlex Rocha, MBA, CPHQDirector of Quality Improvement
The Development andImprovement of Data Driven KeyPerformance Indicators
Focus Areas Challenges with Developing Key Performance Indicators Using data to identify opportunities, change behaviorand drive performance Organization, Manager and Employee benefits toutilizing performance data Considerations for data integrity, validation, andemployee engagement.
Challenges Managers and Organizations Facewith Developing Key Performance IndicatorsActual Case Study Project: Progress Note Timeliness Variation in Mental Health Plan Standards across Counties. Data Limitations from the County EHR – Accessing the rightinformation (data extracts) to analyze and identifyopportunities. Engaging staff to change their behavior and use dataanalytics in their day-to-day jobs to improve performance.
QI Indicator: Progress Note TimelinessWhy is this important? Progress Note Timeliness has multiple advantages and will ensure; quality of careand best practice, contract compliance and retention with County’s, accuracy ofprogress notes, continuity of care, timely billing of services, and improve clientengagement and accountability.Scope of Work: Developed Goal/ Aim Statement: Kings View will improve Progress NoteTimeliness of 0-3 days to 80% compliance (set standard) by May 2018. Meet with Clinical Teams to discuss and understand challenges. Leverage analytics dashboard to identify areas of improvement and driveperformance. Review, revise and develop new standards for Progress Note Timeliness that alignwith industry standards.
Data Access/Limitations Sample Progress NoteTimeliness Report fromEHR Data limitations exist with regard to access, accuracy, and ones abilityto trust or understand what the data is telling them to be able tomake fact based decision-making.
Utilizing data to identify opportunities,change behavior and drive performance Sample Progress NoteTimeliness andProductivity Dashboard Realtime Data Benchmarking Drill down capability bylocation, by staff, andservice date timeframe.
Utilizing data to identify opportunities,change behavior and drive performance Sample Progress NoteTimeliness Dashboard forindividual staff Using employeeperformance databenefits employees,managers, and theorganization.
Employee and Manager BenefitsData allows managers to engage employees withtheir performance in an efficient and effectiveapproach For managers, data creates alignment withperformance goals. For employees, this level of transparency leads tohigher employee ownership of their performance.
Considerations for Data Integrity andValidation Sample EHR Extract File Validation of ServiceCodes used Validate Individual StaffPerformance Report Run Time Framesand Frequency
Progress Note Timeliness plemented PNTimelinessDashboard
Closing remarks Overcoming these organizational challenges begins withshaping a plan. Developing key performance indicators and measuringemployee performance is harder than it looks. In the right hands with the proper approaches, thepotential for data to support decision-making andimproved performance is remarkable.
Questions & Discussion 2018 OPEN MINDS82
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History Of The Balanced Scorecard Concept The roots of the balanced scorecard concept include: The work of General Electric on performance measurement reporting in the 1950s The work of French process engineers (who created the Tableau de Bord –literally, a "dashboard" of performance measures) in the early part of the 20th century
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the cases of the OECD, the International Maritime Organization (IMO), the Food and Agriculture Organization of the United Nations (FAO), the International Organization for Standardization (ISO), the International Organization of Legal Metrology (OIML), the World Health Organization (WHO) and the UN Economic Commission for Europe (UNECE).
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Colossians 3:18 – Wives, be subject to your husbands [subordinate and adapt yourselves to them], as is right and fitting and your proper duty in the Lord. I Peter 3:1 – In like manner, you married women, be submissive to your own husbands [subordinate yourselves as being secondary to and dependent on them, and adapt yourselves to them], so that
welcome back inductions for your people returning to the office. Updated DDA access statement for staff and visitors who are mobility impaired. Learn from the experiences of your people who have been working from home and client feedback. Be prepared to adapt, evolve and improve working practices as the office moves in to the 'new norm'
organization behaviour varies from one organization to another, its usefulness is universal. organizational Behaviour is the study and application of knowledge about how people, individuals, and groups act in organizations. it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. II. Meaning OB is a field of study .
