How to Develop a Business Case
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- Loreen Higgins
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1 Health Data Analytics Business Case Development
2 Greencastle Background Maximize the Value of Change through our core solutions: Business Critical Initiatives Transformational Technologies Optimization Solutions 2
3 Health Data Analytics (HDA) Health Data Analytics (HDA) is the thoughtful combination of Business Intelligence (BI) and Clinical Intelligence (CI) Creating value with Health Data Analytics requires the timely and relevant processed data (information) that allows you to make intelligent business/clinical decisions that drive action.
4 Health Data Analytics Maturity
5 HDA Maturity Time Allocation
6 Greencastle HDA Business Case Service Offering Greencastle helps healthcare organizations create a business case for increasing i their HDA capability maturity.
7 HDA Business Case What a Business Case Is: The product of an assessment (where you are) A gap analysis (where you want to be and the effort for attainment) What It Focuses On: How HDA fits into the organizations strategy The organization s change readiness stature What the Components are: Courses of Action (COA) Development Benefits of becoming a data driven organization Resource requirements (people, time, budget, technology) Limitations and Constraints Recommendations What is the Value Enable Leadership with a common operation picture to make an informed decision on the best course of action to pursue regarding increasing the maturity of the organizations HAD capability 7
8 Developing a Business Case The process of developing a business case is a systematic look at the full spectrum of opportunities and challenges associated with increasing HDA maturity. In advance of this complex, multi-stakeholder initiative, we will examine impacts to the organization, people, technology, and process necessary for increasing HDA maturity with a deliberate eye on the key success factors for implementation. Establish Goals and Standards Process for Developing a Business Case Gather Readiness Develop Relevant Data Gap Analysis Business Case 8
9 Implementation Process Initiate Plan Execute Control Close Business Case Preparation Phase helps answer: Are we ready to make this change? What will the impact be? Where are we today? Why are we at level x today? What will it take to get to next level? What do I need to invest to get to next level? What are the current standards and how do we measure against those? We are thinking about doing something new/different, are we at a point to make a commitment to change?. What course of action (COA) should we take? Can we do this ourselves or do we need outside help?
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11 University Medical Center Strategy Map Financial Perspective What we must deliver to sustain financial viability Growth/Revenue Grow Revenue Reach and sustain a margin to fund our mission Operational Efficiencies Productivity Customer Perspective What our customers expect from us Medical/Health Professionals in Training Great place to learn, grow We will create relationships of trust Accessible Patients-Family-Community Compassionate Responsive Voluntary Physicians Modern, Safe Courteous, Convenient Professional Environment Help expand practice Customer Centric Processes Education & Research Customer Relationships Clinical / Operational Internal Perspective What processes we must excel at to deliver what our customers expect Grants Health Disparities Office Clinical Trials Quality Compliance Best Practice Adoption Timely & Efficient Care Patient throughput Contractin g Innovative Revenue Generating Practices Facilities Planning Performance Measurement People /Knowledge Perspective How we must develop the organization Foundational Building Blocks People Skill Mix Service Excellence Communications Career Ladder Accountability Empowerment Union Relationship Knowledge Standard Operating Procedures Flexible & Responsive tools Access to information
12 University Medical Center Strategy Map Financial Perspective What we must deliver to sustain financial viability Growth/Revenue Grow Revenue Reach and sustain a margin to fund our mission Operational Efficiencies Productivity Customer Perspective What our customers expect from us Medical/Health Professionals in Training Great place to learn, grow We will create relationships of trust Accessible Patients-Family-Community Compassionate Responsive Voluntary Physicians Modern, Safe Courteous, Convenient Professional Environment Help expand practice Customer Centric Processes Education & Research Customer Relationships Clinical / Operational Internal Perspective What processes we must excel at to deliver what our customers expect Grants Health Disparities Office Clinical Trials Quality Compliance Best Practice Adoption Timely & Efficient Care Patient throughput Contractin g Innovative Revenue Generating Practices Facilities Planning Performance Measurement People /Knowledge Perspective How we must develop the organization Foundational Building Blocks People Skill Mix Service Excellence Communications Career Ladder Accountability Empowerment Union Relationship Knowledge Standard Operating Procedures Flexible & Responsive tools Access to information Greencastle Associates Consulting, Targeted LLC 2012 Patient Population Initiatives Link cost to Outcomes Patient throughput Analysis
13 Addresses What Is Holding Healthcare Back
14 HDA Capability Enablers People Technology Skills & Roles Patient Needs and Desires Responsibilities Data Modeling Master Data Responsibilities Access Accountability Training Organization Structure Informatics Security Analytical & Reporting Tools Reporting / Dashboards Infrastructure Data Quality Reporting Dashboards Quality Feedback Action Planning Execution Data Acquisition Workflow Improvement Governance Governance Strategy Projects Metrics Training Policy Security Standards
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16 Gather Data Observations Document Review Survey Greencastle is sensitive e to the amount of time required by individuals to provide information during the assessment phase. 4 5 Focus Group Interview All interviews and data requests are vetted prior to execution. 16
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18 HDA Capability Enablers Dashboard Hospital la Dept B Unit C Practice D People Data Quality Technology Governance Ready to Proceed Some Risk: Additional Preparation High Risk: Significant Preparation 18
19 Dashboard Component Analysis Practice A Component: People Some Risk: Additional Preparation A. Key Findings 1. The organization reacts generally well to change (survey response, adoption of technologies), however Ad hoc approach to change is a concern, need a better change process. 2. The overall climate for change to EHR is positive and enthusiastic. How things have been adopted in the past has caused some anxiety B. Items to sustain 1. Key Physician champions are requesting new technology 2. Physician users are aware of the change and impact 3. Good use of standard communication plans 4. Senior leaders participate p in staff meetings 5. Effective use of Steering Committees for project reporting C. Items to improve 1. Ad hoc Change Management practices 2. Alignment: Sense of urgency is not consistent amongst staff 3. Alignment: New technology skills not currently present requires preparatory training to assist in project delivery 4. Staff concern that technology efficiency will reduce overtime shift availability 5. Not incorporating all available communication vehicles 6. No consistent message for the purpose and drivers of the initiative 19
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21 HDA Business Case In order to select a Course of Action (COA), score each COA using decision criteria Criteria Decision Yields Best Results / Value Accountability Stakeholder Buy-in / Fewest Barriers Speed Cost Manageable Feasibility (easy to complete) Suitability (fit) Totals Courses of Action COA 1 COA 2 COA 3 21
22 Developing a Business Case Timeline 7W Weeks Process for Developing a Business Case Establish Gather Readiness Develop Goals and Relevant Data Gap Analysis Business Case Standards 22
23 HDA Business Case Feature Hospital Readiness Change Focused on the Process Not the People Leadership Understanding of End-users Attitudes Toward HDA Executive Assessment Summary Benefit Current readiness for increasing HDA maturity is defined and understood Reduces defensive behavior of stakeholders Help choose the correct approach for gaining widest possible adoption Creates awareness among senior leaders regarding the opportunities / decisions / leverage points Detailed Assessment Report Identification of strengths / obstacles / watch areas Clear COA Direction 3 rd Party Assessment Ongoing actionable items to address increasing functionality and as well as closing adoption gaps Greencastle provides unbiased assessment of your process while leveraging best practices from many industries 23
24 Contact Information Presenter Celwyn Evans ext 222 Moderator Joe Crandall
Health Data Analytics (HDA) Build the organizational capabilities to create value from HDA
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