Please join us -  May 18, 2020 - 2pm ET - 2:45 ET


Webinar: Achieving a Data-Driven Response to COVID-19 

Data Analytics for Staying Afloat and Responding to the Changing Care Environment

"Driving Without A Dashboard? You’ll Be Running On Empty Soon."

   
A recent OPEN MINDS Briefing by Monica Oss emphasized the importance of using data for driving action in response to COVID-19. The briefing cites successes with using actionable data achieved by Crossroads Health, an iCentrix Customer. The briefing can be viewed here: OPEN MINDS Daily Executive Briefing - 04/20/20  

This webinar will describe the roadmap used by Crossroads and other iCentrix customers to achieve their successes, including best practices and key analytics techniques for obtaining actionable insight from data.
Examples of how data is being used by clinical and financial teams to make informed decisions in response to the crisis will be discussed.

Analytics Techniques

Analytics techniques that will be discussed include: statistical analysis using control charts (example shown below), KPI comparisons, comparison of individual staff performance to the team mean, prior period analysis, and gap analysis.

 
Examples of using each technique in the context of practice management will be described, e.g., application of control chart analysis for developing budgets (annual projections from the mean), or projections of future performance resulting from changes in means over time (such before / after the onset of COVID-19).

Behavioral Health Life Cycle Perspective  

The webinar will describe how an integrated behavioral health life cycle view of data can be used to gain insight into which opportunities are most important, and to provide a basis for triggering action. Best practices for developing measure definitions that reveal life cycle inefficiencies and opportunities in a meaningful way will be described.

Alerts

Alerts mine the data automatically to provider users with insights that would otherwise have to be gleaned by examining and analyzing multiple dashboards. Automated analysis at multiple levels of granularity, such as by program, supervisor, or staff, obviates the need for users to drill through the data to make their own discoveries. 


While drilldowns and cross filters are powerful and essential tools, experience shows that requiring managers, supervisors and clinicians to drill through the data to make meaningful discoveries requires extensive training and experience. Relying on dashboard users to perform the analysis takes time away from their critical job functions, and can easily result in the most important insights being missed.

A flexible alert structure focused on identifying weekly changes in performance helps an organization recognize and respond to changes in their care environment (such as in the case of COVID-19), and/or changes in clinical or financial operations, and promotes a common understanding of the insights revealed by data - allowing organizations to focus on action, versus data analysis for its own sake.

While alerts provide a starting point for learning, "What's getting in our way?", and "What's helping us succeed?", the data that underlies the alerts must be made available to stakeholders in an intuitive way that allows them to develop their own understanding of the operational characteristics that drive performance (afterall, they are the ones who know the most about the processes they're following and the obstacles they're encountering!).

This requires a number of different perspectives on the data, including data visualization (illustrated below a daily trend chart for the measures selected), comparative analysis tools (such as gap analysis), comparison of means, comparison to prior periods, etc. Easy access to these views (click on an alert) allows users to reconcile the data with the alert and develop an understanding of the underlying causes.


 

 The impact of changes in clinical operations on financial performance

Finance teams need to be able to translate clinical performance changes into financial terms (afterall, no matter how well we perform on clinical measures, our bills are paid in cash). This means that finance needs insight into the impact of changes in clinical performance on revenue and cash.

Techniques for developing meaningful insight into the relationship between clinical performance measures and revenue and cash will be described. The impact clinical life cycle issues have on revenue can be calculated in terms of revenue opportunity to determine how the organization's financial position will be affected by changes in the clinical life cycle, allowing managers to weigh each issue's relative importance from a financial perspective.

Comparisons of revenue opportunity cost allow financial analysts to project revenue deltas resulting from changes in the clinical environment, such as projecting revenue shortfalls from the impact of social distancing on attendance. 

  

In the chart shown above, the revenue opportunity at appointments increased by about 1 standard deviation above the 24 week mean after the onset of social distancing, indicating a revenue shortfall of about $2K per week due to changes in attendance rates.

Collectively, analytics best practices allow an organization to shift the focus from analyzing data and dashboards to meaningful action, and provides them with a framework for leveraging widely accepted principles for total performance management (such as LEAN) that have been used successfully in other industries to achieve performance management and improvement.

  

The webinar will be presented by Steve Keller. Steve’s background includes 38 years of experience including work with Behavioral Health and Integrated Care programs. The presentation will draw on Steve’s experience working with over 75 behavioral health provider leadership teams, including 20 industry leading CFO’s to develop analytics-based financial solutions.

 


With 18 years of experience providing behavioral health analytics solutions for leadership teams, iCentrix has developed a unique knowledge base
that makes us singularly qualified to address the increasing demands placed on behavioral health providers resulting from
healthcare transformation and Value-Based Reimbursement models.

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iCentrix Analytics
www.icentrixanalytics.com
603-893-3922 x25 
Doug Philipon   doug@icentrix.com