iCentrix Corp. - Productivity and Service Encounters
iCentrix Corp.

Most requests in the early 2000ís focused on basic performance measures designed to monitor and improve billable hours or revenue. Experiences from these projects showed that carefully designed interactive, real-time data systems could make a major difference to the bottom line. Examples include one organization that saw an increase of $2.6 million dollars in the first quarter of use over the same quarter of the prior year. Another experienced an increase of 30 percent in revenue in the first year of operation.

Increases such as these occurred in organizations that already had productivity measurement systems in place for many years. The difference was in the application of certain key principles to the design of the systems that would lead to widespread adoption within the organization, including: 1) aligning the system measurements and reporting with the organizationís management structures, management practices and business rules, 2) obtaining consensus and buy-in from executive management and program directors, 3) providing on-demand access to productivity numbers so managers and clinicians could track progress throughout the month instead of waiting to obtain reports several weeks after the month is closed, 4) structuring the system so that managers and clinicians could develop trust in the numbers, instead of wondering how the numbers were obtained and questioning their validity. The latter principle is supported by interactive drilldowns that allow managers and clinicians to understand exactly how the numbers are related to the individual sessions and service types that clinicians perform (an example is shown in the figure below).



During this period, the second most common request was for comprehensive reporting on service encounters (also known as sessions or visits). Data warehouses and business intelligence allowed managers to quickly produce the exact report they needed using ad hoc reporting techniques (the business intelligence structures behind this type of reporting are known as cubes). Service encounters cubes allowed organizations to make a wide variety of improvements, ranging from shorter times to produce demographic reports such as unduplicated counts of clients seen sliced by region, ethnicity, program, etc., to reducing numbers of no shows by slicing no shows by program, team, staff, day of week or other parameter, to improving billing rates by identifying aging of unposted events, to isolating candidates for write-offs of aged bills that are unlikely to be collected, among many other types of improvements.

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    Behavioral KPI Whitepaper
 ·Productivity and Service Encounters
 ·Clinicianís Dashboard
 ·Compliance
 ·Financial Challenges in the Era of Health Care Reform
 ·Clinical Outcomes Challenges
 ·Clinical Outcomes Solution
 ·Dashboards and Scorecards
    Business Intelligence (BI)
    Executive Dashboards & Key Performance Indicators (KPI)


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