Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
Boosting Your Bottom LineThe Bags of Money Series Part 4:
Watching your Money!!Dashboards – An overview
David Wawrzynek, CCSIBoris Vilgorin, McSilver CTAC
January 26, 2017
Agenda
‣Introduction
‣Best practice
‣What you are going to need
‣Questions
Data reportingYou cannot know whether or not you are successful unless
success is defined and tracked
“you can’t manage what you do not measure”
Data reporting is the corner stone of good business practice
• Traditional reporting is static, paper based and usually can only
display a single set of data at a time
• New technology allows us to rethink the ways we report data
and present it in a more dynamic, user friendly and efficient
manner
Why dashboards?
• Gives us the current state of the most important
information
• Provides us a warning for those conditions that we need to
pay attention to
• Gives us information that can be seen in a glance, it does
not require interpretation or analysis
• The information is easy to understand, little or no training
should be required
• Gives us comparisons to expected values
• When appropriate shows us change over time
Gives us the current state of the most important
information
• Displays all revenue cycle management data determined to be
important
• Displays current performance
Benchmark Actual Variance
Avg days AR Outstanding: 45 61 16
Denial rate all sources: 5.00% 4.20% -0.008
Denial rate Medicaid: 2.50% 2.10% -0.004
% claims submitted on time: 100.00% 93.00% -0.07
RCM Performance
Provides us a warning for those conditions that we
need to pay attention to
• Values that meet or exceed expectations are in green
• Values that are below expectations and require attention are
displayed in red
Budget Actual Variance
Gross 856,213 850,125 (6,088)
Total Rev 856,213 842,361 (13,852)
Operating Surplus/(Deficit) 0 (7,764) (7,764)
Units of Service 6,586 6,415 (171)
Gross Cost per Unit 130.00 132.52 2.52
Net Revenue per Unit 130.00 131.31 1.31
Net Surplus/(Loss) per unit 0 (1.21) (1.21)
Medicaid Participation 80.00% 82.31% 2.31%
Oak St MH Clinic YTD 6/30/2016
Gives us information that can be seen in a glance, it
does not require interpretation or analysis
• Each data element is clearly identified
• Your eye is drawn to those elements that are most critical
• Year to date and individual month data is easy to find and
distinguish
billable
hours
Billable hr.
goal
%
billable
hrs. CPT Unit show rate
John Jones 327.00 400 81.75% 390 85.96 %
Jun-15 36.50 50 73.00% 43 87.30 %
Jul-15 39.25 50 78.50% 47 83.75 %
Aug-15 50.25 50 100.50% 60 85.86 %
Sep-15 54.25 50 108.50% 64 84.62 %
Oct-15 45.50 50 91.00% 55 86.96 %
Nov-15 35.75 50 71.50% 43 77.33 %
Dec-15 30.50 50 61.00% 37 92.73 %
Jan-16 35.00 50 70.00% 42 92.42 %
Year to Date 327.00 400 81.75% 390 85.96 %
Information is easy to understand, little or no
training should be required
Staff Productivity Report
• Most employees in your organization should be able to
understand the information
• Concepts are simple and labeling is clear
Month % of Goal Show rate
Jun-15 73% 87%
Jul-15 79% 84%
Aug-15 101% 86%
Sep-15 109% 85%
Oct-15 91% 87%
Nov-15 72% 77%
Dec-15 61% 93%
Jan-16 70% 92%
YTD 82% 86%
Gives comparisons to expected values
• One of the more critical aspects of a dashboard
• Use colors to clearly indicate if variances are good or bad (in
this dashboard three variances are negative, two are good and
one is bad)
• In this example the variances are the numeric difference
between actual performance and the benchmark goals. In some
cases the variance is better displayed as the % of goal
achieved.
Benchmark Actual Variance
Avg days AR Outstanding: 45 61 16
Denial rate all sources: 5.00% 4.20% -0.008
Denial rate Medicaid: 2.50% 2.10% -0.004
% claims submitted on time: 100.00% 93.00% -0.07
RCM Performance
When appropriate shows change over time
Staff Productivity report
• Essential for evaluating the results of quality improvement
efforts
• Useful for understanding seasonal patterns
• Helps identify trends quickly
• Can be used as a projection tool
Month % of Goal Show rate
Jun-15 73% 87%
Jul-15 79% 84%
Aug-15 101% 86%
Sep-15 109% 85%
Oct-15 91% 87%
Nov-15 72% 77%
Dec-15 61% 93%
Jan-16 70% 92%
YTD 82% 86%
Who should be looking at the data and what should they be
looking at?
Executive Leadership
• High level information focusing on the organizations key
performance indicators
• Focus on finance, clinical operations and human resources
Program management
• Information is more focused and specific to programs they
manage
Supervisors
• Information is person specific
• Information is presented in a manner that supports performance
and quality improvement
Budget Actual % of budget
Mental Health Clinic
Expense: 2,543,101 2,538,540 99.82%
Revenue: 2,543,101 2,514,685 98.88%
Surplus/(Deficit): 0 (23,855)
CD Clinic
Expense: 1,254,712 1,250,151 99.64%
Revenue: 1,254,712 1,253,502 99.90%
Surplus/(Deficit): 0 3,351
Change in net assists: (20,504) Dec-15 Dec-16
88.15% 93.16%
Benchmark: 5.00%
Actual: 4.12%
Benchmark: 45
Actual: 63
Agency Financial Performance
Consumer Satisfaction
Billing Denial Rate
Avg days AR outstanding
Executive Leadership Dashboard
0 0.1 0.2 0.3
1
Turnover rate
Actual Benchmark
86%
88%
90%
92%
94%
96%
98%
100%
102%
104%
Qtr 1 2016 Qtr 2 2016 Qtr 3 2016 Qtr 4 2016
% of Expected Productivity
CPT Unit billable hours Payer Mix
Jun-15 225 196 Commercial 1.01%
Jul-15 251 218 Family Healthplus/Child Health Plus 3.43%
Aug-15 196 170 Foster Care 2.45%
Sep-15 237 207 Medicaid 33.75%
Oct-15 201 174 Medicaid Managed Care 44.71%
Nov-15 201 174 Medicare 1.26%
Dec-15 230 201 Medicare Managed Care 1.15%
Jan-16 213 188 Medicare Managed Care/MD 5.81%
Grand Total 1,755 1,528 Medicare/Medicaid 5.63%
Self Pay 0.80%
Filter (Multiple Items) Grand Total 100.00%
Row Labels % billable hrsshow rate
Staff 1 95.67% 89.06 %
Staff 2 77.50% 76.96 %
Staff 3 87.01% 81.85 %
Staff 4 83.71% 72.68 %
Staff 5 96.00% 77.56 %
Staff 6 81.75% 85.96 %
Grand Total 86.46% 80.15 %
Budget Actual
123.14 122.98
Program Management Dashboard
Gross cost per unit 0
50
100
150
200
250
300
6/1/2015 7/1/2015 8/1/2015 9/1/2015 10/1/2015 11/1/2015 12/1/2015 1/1/2016
CPT Unit billable hours Linear (billable hours) Linear (billable hours)
Unit
East Side Childrens Clinic
North Side Adult Clinic
billable
hours
Billable hr.
goal
% billable
hrs. CPT Unit show rate Count of Services Month
Staff 2 309.25 425 72.76% 671 76.57 % Service 9/1/2015 10/1/2015 11/1/2015 12/1/2015 1/1/2016 Grand Total
Sep-15 75.50 85 88.82% 150 80.38 % Psych Assessment - 30 Mins 1 3 2 6
Oct-15 75.50 85 88.82% 151 78.23 % Psych Initial assessment 31 30 11 7 12 91
Nov-15 57.75 85 67.94% 135 76.15 % Psychotropic Medication Tx 178 180 184 163 161 866
Dec-15 48.25 85 56.76% 116 74.78 % TPS Medication Management 1 1
Jan-16 52.25 85 61.47% 119 72.69 % Grand Total 209 212 198 172 173 964
Year to Date 309.25 425 72.76% 671 76.57 %
Supervisor Management Dashboard
Staff name
Staff 1
Staff 2
Staff 3
Staff 4
Staff 5
Staff 6
Month
6/1/2015
7/1/2015
8/1/2015
9/1/2015
10/1/2015
11/1/2015
12/1/2015
1/1/2016
0
10
20
30
40
50
60
70
80
90
9/1/2015 10/1/2015 11/1/2015 12/1/2015 1/1/2016
billable hours Epxected billable hr
Remember
• More is not better!
• Measure what matters
• Use your data to inform your decisions
• Accurate, timely and easy to understand
information is the key
What you need to create simple
dashboards
• Data
• Software Tools
• Knowledge
Data“Factual information used as a basis
for reasoning, discussion, or
calculation”
Common data sources:
• Billing systems
• Accounting systems
• Payroll and HR systems
• Scheduling systems
• Clinical recordkeeping systems
• Stand alone information recording systems (spreadsheets)
Data (continued)
Common types of data:
• Printed reports preprogramed into your
software (canned reports)
• Printed reports you create (ad hoc reports)
• Canned and ad hoc reports exported to an
excel or csv format (comma separated
values text file)
• Directly connecting to your databases
using spreadsheet or database software
Software ToolsApplication software that allows you to:
• Connect to your data source
• Make changes to the order and format of
your data
• Create tables, charts, and graphs for
display
• Most commonly used tool – Microsoft
Excel
Knowledge
Intermediate Excel skills
• Creating tables and using the table filtering
and summary tools
• Use of conditional formatting
• Creating charts and graphs
Knowledge (continued)
Advanced Excel skills
• Pivot tables – method for summarizing
large data sets
• Pivot charts – charts and graphs based
upon pivot tables
• Creating data connections – connecting
directly to the data source
Knowledge (continued)Very Advanced Excel skills
• Power Query – connect to and transform
your data
• Power Pivot – import your data into a
worksheet, create relationships between
different data sources, create measures
and key performance indicators
• Power view – create data visualizations
• Microsoft Business Intelligence Desktop –
Enhanced data display
Unlock the information in your software
• Run the reports already in your systems and review them
for accuracy and usefulness
• If a report generator is available in your software have
someone trained on how to use it
• Learn how to export data to excel or csv
Where to start
Where to start (continued)• Get someone on your staff trained in Excel
• Consider modifying a position and giving
that person responsibility for collecting and
reporting your data
• Start today – your ability to collect, monitor,
analysis and report data will be critical to
your organizations future success
Questions?
THANK YOU FOR ATTENDING
TODAY’S WEBINAR!
Check out our website: www.ctacny.org
CTAC email: [email protected]