After a long conversation, we immediately knew that the practice needed the ability to better see and understand their data. They needed to be able to make timely decisions that would more accurately support their drive to keep up with promises of same-day appointments and neighborhood convenience, without compromising on affordability, comprehensiveness, and the prompt nature of these services. The solutions used by other hospitals and care-centers simply would not do and could not be blindly slapped on to accommodate this unique set of concerns. The doctors and staff needed the ability and simplicity to see and interpret data on-the-fly. They needed an uncomplicated system of support that would also cater to their diverse user groups, which includes men and women patients of all ages along with their professional community of colleagues and partners.

1. Stop taking data for granted. That’s where you will drill into the most amazing answers for your patients without wasting precious time.
2. Start putting data into the right buckets. Start simplifying it.
3. Train your doctors and professionals to leverage the power of well-visualized data. They need to save their time and energy for serving the patients instead of untangling data knots. That’s not their job. It never was.
4. Envision a system that is intuitive and quick across the patient journey – from the moment a patient comes in or calls the practice– all across their life-long care appointments. You do not have to remember the details or spend time looking for them if you have smart, easy to read dashboards that contain all of the information you need to quickly make your decisions.

The executives leaned in and liked what we were suggesting. It resonated with them: the idea of data as an assistant so they could better serve their patients as partners. Then we led them into a blueprint of ‘how’ this vision can come to life.

• The Orasi Analytics team designed a detailed ‘Provider opportunity dashboard system’. The idea was that the system would create real-time alerts whenever a patient came in for a sick visit if they were due for any additional tests or consultation.
• The dashboard would show a complete breakdown of the patient’s problem-list during the Encounter and measure whether the Provider needed to order additional labs or service that the patient needed.
• It would also track how effective each Provider and facility are at recognizing that patients needed these additional services, and whether or not they were ordered, to help identify areas for improvement.

The team began putting the pieces together. It shaped the dashboard according to the key benefits and goals that a doctor or staff member would need during various patient interactions. It also added operational dashboards for the staff – managing resources across facilities, mitigating over time, and managing raises. It further built a series of models to predict if an insurer will pay on a specific CPT code, when they’re likely to do it, and how much they’ll pay if they do. 

The dashboards worked their wonders from the very first day.

• The staff was now able to track patient volume and average encounter value without missing time or insights. It could also categorize them as per the Provider and Facility over time.
• These dashboards also showed the value a Provider brings per hour- and why. For example, if the patient volume is low (seeing 1 – 1.5 patients per hour), but the Provider is extremely thorough, the revenue from that Encounter may be several times higher than that of another Provider who sees more patients. Also, the patient would be more likely to report higher levels of satisfaction with the Provider and the practice.
• When a patient came in for a sick visit and was due for a physical, it alerted the Provider.
  It doubled the value of an Encounter, and it turned into a profit for the practice.
  It was simultaneously improving the patient’s health.
• The insurer prediction part was a parallel booster on its own. This allowed them to forecast profits and revenue.
• It also informed the primary care provider when they should sell their debt, no longer spending time and resources pursuing it, and at what price.