MEDITECH Customers Share Strategies for Using Data Repository to Improve Clinical and Operational Performance

As hospitals look for unique ways to mobilize the data gathered by their I.T. systems, three MEDITECH customers—Thibodaux Regional Medical Center (Thibodaux, LA), TriRivers Health Partners (Rockford, IL), and St. Agnes Healthcare (Baltimore, MD)—have found MEDITECH's Data Repository (DR) gives them the versatility they're looking for, in order to make informed decisions on their strategic direction. While each of these facilities has different priorities and approaches, the DR has given them all a robust tool to prepare for a shared future which includes increasing pay-for-performance initiatives, stringent government regulations, and self-driven process improvement strategies.

Collecting Data: The What, Where, and How Much
Helping customers to overcome the challenge of collecting and protecting data, MEDITECH's Data Repository offers a secure warehouse which automatically captures both MEDITECH and other vendors' data. By extracting data from this warehouse, hospitals are able to create easy-to-read reports, aiding in the organizations' daily decision making processes. "With Data Repository, we take the guesswork out of selecting which data should be collected, or finding the data once it's in the system," says Terry Evans, chief information officer at Thibodaux. "Any data entered in the MEDITECH system is automatically collected by the DR and stored in a format which is easy to use and understand."

For FHN Hospital, part of a joint-venture of TriRivers Health Partners, this automatic collection of data has enabled them to utilize balanced scorecards to measure Key Performance Indicators (KPI), including clinical outcomes and mortality rates. "Part of our KPI development process helps FHN "get to the truth" of its collected data. A specific managerial process focuses on how each KPI variable is collected and scored, and then contributes to reporting accurate actionable information," says Phil Wasson, joint vice president and chief information officer. "For example, there are several ways to identify and note 'decubitus ulcers upon admission' in the system. By developing standards for measuring, collecting, assessing, and reporting data, we ensure our scorecards represent the most accurate information."

FHN has over 100 department level and 40 derived scorecards, which are reviewed at the departmental, executive, and board levels. "You can learn more about your organization from scorecards than through any other method," says Wasson. "We have a scorecard champion who works with management to manage the data and scorecarding process. Once the data is formatted, we publish the results internally, and each department is held accountable for their results. It really lets us know whether we're on the right track with our quality initiatives."

Evans agrees the ability to harness data and put it into readable formats is key for any hospital keeping track of its progress. "Half the battle is comprehending how the data is collected and populated," he says. "Formulas for gathering statistics, such as Accounts Receivable days, must be counted in one single manner across the organization. Otherwise, our reports would present data with skewed results. Having a single point of access, with a simple front-end, that's easy to use—this is how you make the most out of your data warehouse."

Executives Lead the Way with DR
While data collection and reporting are among the most crucial components of MEDITECH's Data Repository solution, active leadership is necessary to foster meaningful action throughout the organization. According to Ken McCormick, former director of information services at St. Agnes Healthcare, hospitals must be sure all executives and managers have a full understanding of how DR fits in with their strategic direction.

"In some cases, managers may not be aware of what tools and reports are available to them, or even how to interpret the reports once they have them," he says. "We quickly realized the importance of aligning our executives' goals and strategies to all staff throughout the organization. Everyone needs to know what's important to our senior leadership. With everyone on the same page, we were able to transition from ad hoc reporting to a more robust, automated method for managing each department's processes."

To help spread the word at their organization, TriRivers Health Partners established an executive team to take charge of promoting their reporting efforts. "In order for all departments to be aligned across the organization, executives must communicate their performance expectations for the scorecards," Wasson says. "If these are not articulated clearly, our staff members won't understand how they can use them to improve their day-to-day activities."

Evans also notes that the best I.T. tools are those people want to use, which naturally generate positive word-of-mouth. "You shouldn't have to be an overachiever to use your I.T. system effectively," he says. "If you can establish appropriate benchmarks for your staff, and help them understand the meaning of the data in each field and how it will help them to do their jobs in the long run, it will open up a whole new world for your hospital."

Turning Real-time Data into Actionable Items
Ultimately, the goal of reporting is to show hospital staff what areas they should target for improvement, as well as suggest how they might institute meaningful change. McCormick points out that only data which is actionable can be useful for hospitals' improvement efforts. For example, St. Agnes was able to use the information from their DR reports to proactively improve their bottom line, through the drill-down capabilities of their General Ledger responsibility reports.

"In real-time, our department heads are able to determine whether their actual revenues and expenses are above or below the forecasted numbers for the period," he says. "With the drill-down capabilities included in Medisolv GL responsibility reports, our managers can make adjustments which will affect the current GL period. The ability to monitor budget versus actual performance throughout the month allows managers to become more proactive."

Similarly, TriRivers is developing 'flash reports' to provide its senior executives with organizational performance information prior to month-end close. In addition, scorecards calculate data during the month to offer a condensed version of their scorecard. "Based on the data presented from these flash reports, our department heads can drill down to take action if we discover any outliers in a KPI," says Wasson. "Having this real-time data at our fingertips allows us to proactively make changes to improve the quality of patient care. Once we're notified of a care plan which might not be following CMS standards, we can rectify it while the patient is still in the hospital."

Evans agrees that the DR can make a positive difference at many hospitals. "We've been able to keep our staff small, while leveraging the best technology to reach our goals," he says. "We've all experienced challenges along the way, but I'm very excited about where MEDITECH is headed in the future."