Information Management
Information Management
Benefits of PDS
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The THA Patient Data System (PDS) was created in 1989 out of a desire to provide individual association members complete and timely all-payer data for decisions related to planning, marketing, quality improvement and financial savings. The data from PDS also allows members and the association to “speak with one voice” regarding health care issues in · The THA PDS provides quarterly in-patient and outpatient data that is six to nine months more current than data released by the Texas Health Care Information Council. THCIC does not capture small and rural hospital information. · All payer data at the patient level and facility comparisons to local, regional and national benchmarks. Interstate data sharing programs with · Access to data is unlimited. Hospitals can assign multiple users in areas such as planning, finance, medical records, quality improvement, and physician relations. · The THA PDS data are subject to rigorous editing to insure integrity and reliability. Our data management program assures accuracy prior to public release. Submission to the THCIC is provided as a free service to PDS members who are required to report. · The Executive Overview Report is a dashboard of performance indicators within 4 areas - Market, Clinical Quality, Operational Effectiveness and Financial Performance. Included as part of PDS participation, but can be purchased separately. · User-friendly modules for analysis of market share (with built in mapping and graphing), quality performance and resource efficiency. Modules allow the beginner and the data guru to access data at their own comfort levels. · Free on-line training by our professionals allows your staff to master the Polaris Suite without leaving the hospital. · Free Online Community lets your staff discuss best practices with peers and conduct project research. You can answer all the questions that challenge and confront you every day. Explore multiple solutions and enhance your strategic planning efforts with the robust comparative data of PDS driving your analysis, Quality Compare your facility to your market with actual vs. expected statistics for deaths, complications and lengths of stay § Do you have service lines and DRGs with inefficient lengths of stay? § Do you focus performance improvement activities on the DRGs and service lines with higher than expected complications or deaths? § Do DRGs with excessive lengths of stay correlate with DRGs having greater than expected complications? How do you know? Finance Utilize the actual vs. expected statistics to examine loss and gain within your facility § Is there a service line with very few patients? If so, is it feasible to keep it? § What is the projected demand for services in my market? § Are there undocumented complications and co-morbidities that would change the DRG assignment? § What service lines or DRGs have complications adversely impacting hospital costs? Is there a plan in place to make improvements? Planning & Marketing
Compare physician referral patterns
§ Are physicians keeping patients within your facility or do they shift some to competitors? § Does your facility offer the services necessary to keep these patients in house? § Does your facility offer services for all payers? § Does your market area generate sufficient business to attract specialty physicians? Define primary service areas
§ What is the patient migration pattern within the local market? § Does the primary service area account for 80 percent of your patient volume? § Are there adequate services available for patients in the local market? What service lines or DRGs are leaving? § Is there population growth or decline in my major service areas? § What services or additional programs should I focus on to increase market share? § Where are my major competitors located in relation to my service areas? § Where are the majority of elderly people (65+) located? Do they have easy access to my facility? Evaluate service lines to improve marketing
§ Examine the data to see where services are needed. § Compare patient migration and service lines with local markets to improve services. § Where should I focus marketing efforts? § Which communities are most important to my hospital? § How does my market share in a particular service line compare to my competitors’? § Which of my product lines are strong (or weak) at my competitors’ hospitals? § Which hospitals are most important to my community? § Are there any unique threats or opportunities in specific markets? Patient Migration Patterns (in-migration and out-migration) § How does my primary service area change by product line? § From which zip codes do my competitors draw their patients? § Who are my primary competitors in each of the areas I serve? § How does patient migration vary by product line? § What is the volume of insured patients who are out-migrating? Payer Statistics
§ How does my facility’s payer mix differ from my competitors’? § What is the payer mix in each community I serve? § Does the payer mix in a community vary by service line? Managed Care Negotiations
§ Analyze patient severity by DRG and selected procedures. § Compare relative performance - charges, expected charges, LOS and expected LOS - by DRG within your facility to other hospitals in your market. § Where are my privately insured patients coming from? Who am I competing with to get those patients? Capital Investments
§ Before investing in new services, diagnostic equipment or a facility expansion, analyze the expected volumes and payer mix to anticipate your return. Determine which patients will be most likely to use it and what the expected reimbursement will be for each payer type. Physician Practice Patterns
§ Show physicians the data that demonstrates how effective and efficient they are. § Physicians will use the data to optimize resource use and improve quality of service. § Create physician profiles for reappointment and credentialing purposes. § Do your physicians practice more efficiently at other facilities? Why? § How do my physicians compare to my competitors’ in terms of clinical performance? § Where do my physicians admit patients in particular service lines? For particular payers? § How important is a physician to our facility? § How important is the hospital to a physician or physician group? § Do our physicians’ admitting patterns vary for different payer categories? § Compare a physician’s cases within a DRG to the hospital average, the market average and the state average. § Identify opportunities for LOS reductions within service lines such as cardiology. Severity of Illness
§ How does severity adjusted length of stay by service line for my patients compare to my competitors’? § How do charges by service line for my facility compare to other hospitals after adjusting for severity of illness? § Do my doctors really treat “more severely ill patients” or do they over-utilize services? The THA Patient Data System. Your formula for success! |