WELCOME TO THE HCSD DECISION SUPPORT SOLUTIONS APPLICATION UPDATE

1. WELCOME TO THE HCSD DECISION SUPPORT SOLUTIONS APPLICATION UPDATE

2. Objectives of the Meeting: • Give the HCSD Leadership an update on the current status of the Siemens DSS System • Communicate deployment and management improvement strategies, goals and scope, approach, roles and responsibilities, current events and issues, as well as key success factors to the deployment. • Convey relative and important issues surrounding the Siemens DSS System initiative. • Answer any related questions as part of the open dialog.

3. Organizational Structure • Mission or Statement of Purpose • Steering Committee “Proposed” Membership (separate slide) • DSS Goals and Objectives • Core Team Members (Separate slide) • Key’s to successful implementation and utilization: • Enterprise--wide standardization is key • Enterprise--wide enforced executive directives is key • Enterprise--wide compatibility is key

4. Mission or Statement of Purpose • To provide a single, reliable source of statistical and performance related information on HCSD financial and clinical operations for use by internal management, LSU executive oversight bodies, (BOS) as well as external regulatory (DOA) and legislative authorities. • Statistical information from DSS will be easily accessible, accurate and timely. • It will provide analytical reports for all management levels from senior management down to 1st line managers, by allowing comparison of detail level data at both the hospital and HCSD levels from the Patient Management System, Patient Accounting, and PeopleSoft Financial and HR/Payroll systems. (PeopleSoft Financials Interface – under construction, HR/Payroll – future development)

5. DSS Steering Committee • Champion the deployment and use of the application • Meet for regular progress reports • Provides executive guidance and direction for the DSS project and project team • Determines what information will be made available, when and to whom • Assure hospital management end user buy-in on the DSS system • Use as a performance and operational review management tool in oversight of the hospitals performance. • Steering Committee members: • Bob Plaisance • Lynette Buie • Art Landry • LeVern Meades • Clay Dunaway • Ed Burke • Guy LaBauve • Judy Albin • Marcia Daigle • Michael Kaiser • Bettina Owens

6. DSS Goals and Objectives • To provide financial and clinical productivity measurements. • To teach management to understand and apply the data and reporting tools available through DSS. • To consider future installations of additional database information such as Mysis, CLIQ, RIS, and Labtracker. • To develop and implement an “All Payer Logs” system to meet DHH (SCR-27) and management reporting requirements.

7. Core Team Members • Core team members are responsible for coordination of testing and validation of processes and the accuracy of the data. • Monitor system performance and act as liaison with Siemens for troubleshooting and application support • Responsibility includes training and support assistance to end user community to maximize use of the DSS application. • Reporting to executive management and Steering Committee on progress and issues requiring executive level intervention. • Core Team Members • Derwin Gongre (DSS application Support Manager) • Diane Dean • Dianne Hawkins • Mary Tauzin • Keith Verret

8. DSS Project Team Multidimensional: Finance, Clinical, Operational To provide input into implementation decisions To validate data related to specific focus areas To provide select maintenance tasks and specialized report-writing Clinical Decision Support Solutions Financial Operational

9. DSS Validation Team Multidimensional: Finance, Clinical, Operational All hospitals and HQ represented To validate data related to specific focus areas To monitor validated statistics for their hospital Clinical Decision Support Solutions Financial Operational

10. Keys to Successful Implementation and Utilization • Enterprise standardization • Standardization of business processes and standardized protocols at all hospitals • The steering committee and HCSD Executive Leadership (HQ and Hospital levels) will have to be supportive for change and standardization. • Enterprise compatibility • Standard policy/procedures and protocols across the enterprise will enable enterprise wide bench marking which will provide a valuable performance measurement for management.

11. What is DSS? Decision Support Solutions • A Siemens data warehouse application that we purchased in 2004 and were on the road to deployment when higher priority and hurricanes pushed us off schedule. • A suite of integrated applications which collect data from various separate systems and transform them into an integrated system where the data can be easily transformed into meaningful, measurable information - with views tailored to the concerns of financial, clinical, strategic and process-oriented decisions.

12. What is DSS? (continued) • Relational Database with Administrative tools • Interactive Analytical Templates • Web based Environment • Model Interfaces • Web Publishing • Executive View • Executive View Notification • Net Revenue Modeling • Cost Accounting/Budgeting • HIPAA Enabled Adapted from Siemens Medical Solutions Health Services Corporation

13. Implementation Structure • HCSD is an RCO site (servers are located at Siemens Headquarters in Malvern, PA). • Users access reports through Citrix Client. • Crystal Reports • OLAP Cubes • EV Indicators • HCSD HQ staff will provide on-going maintenance. • LSUHSC Security staff to maintain overall security levels. • Key Hospital Staff will be identified for DSS coordination and report writing.

16. Executive View Indicators • A management tool designed to help executives and managers identify key indicators, establish performance standards, and monitor actual performance against those standards • Notification by email based on individual user preferences • Email contains URL link to indicator • Deployment will include training and succinct definition of data source. • Adapted from Siemens Medical Solutions Health Services Corporation Annual Cost

17. Executive View Indicators Opening Screen Agency (HCSDA) Level

18. Executive View Indicators Secondary Screen Hospital Level Clicking on any one of the indicators presents additional information about the indicator in graph and data formats.

19. Executive View Indicators – Example continued All Views Financial Facility/Entity Performance – Hospital/BU Level

23. Executive View Drill-Down Capabilities

24. Drill Results

25. Crystal Reports & OLAP Cubes • Crystal Reports (same as in PeopleSoft) • Better export to Excel • Allows Drill Down • OLAP Cubes - Online Analytical Processing • Similar to Microsoft Excel Pivot Tables • A data mining feature that enables one to summarize and analyze large amounts of data in lists and tables. Pivot tables can quickly be rearranged by dragging and dropping columns to different row, column or summary positions. • http://www.orafaq.org/glossary/faqglosp.htm • Allows user to manipulate report views

26. Crystal Reports and OLAP Cubes Access to DSS reports is provided through the Internet through the Siemens Web Publishing application. Web Publishing Home Page

27. Financial Report in Crystal Format Crystal Reports - Example

29. Financial Report in OLAP Spreadsheet Format OLAP Cube Reports - Example

31. OLAP Report - Example Financial Report in OLAP Graph Format

32. Executive View Notification • Allows an EV user to receive an email when specific indicators change • Notification can be set by the user to be sent when any of the following events occur: • Any time an indicator is refreshed for any reason (This is the initial setting.) • When the status of an indicator changes from or to “Exceptional,” “Acceptable,” or “Unacceptable” • When the indicator reaches a particular status • Only Graph and Spreadsheet views are available from EV notification view.

33. EV Notification Email - Example

34. Graph View EV Notification Menu Spreadsheet View EV Notification Views - Example

38. Implementation Status • Backload of Patient Accounting and Patient Management data for FY 2003 and 2004 completed. • Live interface of Patient Accounting and Patient Management data began in Fiscal Year 2005 and is ongoing with nightly loads. • Cost Accounting module has been piloted for one business unit. Analysis of the resulting data was interrupted by the hurricanes and has not yet resumed. • Upgrade from version 5.0 to version 5.1 is scheduled for March 2006. • Training has been conducted for use of the Net Revenue Modeling component by the Managed Care Contract section.

39. Roll-Out Strategy • PA & PMS/COR (Patient Accounting and Patient Management System/Clinical Orders Results) data has been validated; on-going validation is continuing • As each indicator or report is validated by the core team, it is sent to hospital staff for further validation. • Throughout the validation process, needs for reporting and process standardization will be identified and policies implemented as needed. • Once a sufficient number of “model” reports and indicators are operational, additional indicators and reports will be identified and developed as needed. • This process will recur with the addition of each data source.

40. Proposed Next Steps • Training • Core users, CEO’s, MD’s, Dept Heads • New Indicators • Utilization Statistics • Financial Interface • Under development with HSC NO and Siemens Tech assistance • Monthly load which summarizes at the chartstring level from the PeopleSoft ledger table • HR Interface • ED Log • Denial Management • Eliminate need for WX file feed from Siemens