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: ctac.info@nyu.edu