CREATE QUALITY AND VALUE

Cost Reduction/Cost Management

• CFA’s approach uses a “value chain” philosophy including best practices, benchmarking, and active physician participation
• The CV operations analysis includes cost modeling, cost reduction and cost management analyses; updating the cost accounting system; the identification and targeting of high cost drivers; and specific tactics to lower costs
• The goal is to enhance your hospital’s cost per case position compared to local/regional competitors
• Active physician participation

 Clinical Best Practices/Standardization/Benchmarking

• Provides an ongoing management and feedback mechanism to enhance system capabilities, identify and mitigate cost-drivers, and eliminate redundancies
• Standardize care, as clinically appropriate, through: evidence-based medicine; best practices; indications/appropriateness criteria for procedure/admission; matching patient to modality/treatment; CV patient registries; outcome indicators; hospital admission/discharge criteria; pre-printed physician orders; patient and family educational materials; protocols, guidelines and algorithms; physician compliance; information system support; staff education
• Eliminate medical errors and enhance performance through aggressive quality improvement programs; high reliability organization (HRO) processes; internal and external benchmarking with dashboards
• Ongoing management and feedback mechanism

New Payment Methodologies

• Enhance your capability to bundle/package price and provide internal cost and outcome information; CFA can design/develop and establish pricing; market appropriate bundles; and ensure business and management systems that support ongoing implementation
• CFA’s coordinated, “value chain” approach leads to standardization, care coordination, enhanced outcomes
• Enhance capability to bundle/package price

 Clinical Quality Assessment/Improvement

• Quality improvement programs designed to ensure that a culture of quality permeates the organization; prepares you to compete on quality in the open marketplace

• Comparisons to both internal and external benchmarks for all key patient categories; reportable core measures for key cardiac services; PI activities focused on key quality outcomes; active physician participation; key clinical outcomes reported proactively to major payers
• Confidential, physician-to-physician quality reviews

 Customer/Patient Experience Assessment, Management and Development

• Assessment of patient experience/perceptions of care; plans, actions and approaches to enhance patient experience; reported by discrete department/service line; focus on customer service and clinical quality
• Programs for measuring and monitoring overall customer satisfaction, including patients, payers/employers, and physicians

 Data Collection/Management; Performance Dashboards

• CFA promotes a CVIS Vision and Strategy that integrates shared data; supports clinical operations/quality and research; creates a performance improvement management system to track, report and distribute key metrics, matching key metrics to appropriate organizational level
• Systems capabilities include point-of-care data entry; hospital and program specific key performance metrics; integration of all key (disparate) databases; user-friendly interfaces, queries and reporting; timeliness; “true” cost accounting information; meets internal and external reporting requirements
• CFA conducts a CVIS Assessment and develops a Project Plan, including clinical workflow process efficiency documentation, definition of reporting elements, and an implementation plan; key components include customized report templates, staff/physician education, optimized CVIS integration with Epic and other hospital systems
• CFA’s wide-ranging qualifications include image and data storage products; cardiac cath lab monitoring systems and imaging modalities; Metrics for financial performance, operations, clinical outcomes and business development