Productivity Tools
Historically, productivity-benchmarking data was publicly available through organizations, such as the American Hospital Association’s monitoring data. Unfortunately, this publication was stopped several years ago and benchmarking data has become proprietary, expensive, often outdated, and difficult to obtain. HCT has partnered with a number of organizations to build a substantial benchmarking database through primary and secondary research. This database includes 11 productivity measures over 30 cost centers, and is often used with other parts of our Hospital Transformation Intervention Assessment Tool™ which incorporates Quality, Service and other Operational data. HCT typically provides our proprietary benchmarking data in conjunction with an onsite assessment, and if appropriate, a process redesign engagement.
Assessments
Phase one of the methodology is assessment of facility financial data and operating statistics. Data included in this request is:
· Monthly Operating report FTEs and cost center statistics
· Position Control reports by department by position title
· Revenue and usage reports by hospital, revenue center and charge code
· Sitter information
· Registration counts
· Skill mix data
· Staffing grids (if available)
· Endoscopy counts by CPT code
The assessment of financial and operating statistics is coupled with interviews of each department leader to drill down and appropriately class each individual within the organization. This is an essential step to ensure HCT consultants are providing accurate benchmarking information. The assessment also includes identifying which statistic is used as the departmental unit of service and ensures standardization across the system. With the assistance of department leaders, the facility Controller, and CFO, appropriate adjustments are made to account for productivity differences. Additionally, our consultants will determine what tools are already available at the facility to assist department leaders with managing their departmental productivity and how effectively they are utilized to manage labor.
The next step in the assessment phase is unit-based observations. HCT’s final deliverable is more than a worked-hours-per-unit-of-service recommendation. It is an action plan that identifies process redesign opportunities to help department leaders reach their new target. Our content experts will spend considerable time in the departments observing workflow and staffing patterns. There is constant collaboration among the consultant, Director and responsible Administrative Team member throughout this phase.
Once an action plan has been developed and agreed upon, our consultants will work with department leaders to implement the tactics in the plan. We have found that the probability of a facility realizing their productivity targets increases significantly when there is support in implementation. Implementation support usually is not indicated in every cost center; only those key areas as identified by Administration as having a greater need or sense of urgency.
The productivity engagement should last 6-10 weeks. The initial data analytics can be completed off-site if there is agreement and an efficient way to share information. Otherwise, we recommend that the full 8 weeks be on-site. The assessment phase usually takes a total of 4 weeks, as does the implementation phase.
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