Case study 02 · Healthcare
Waaberi Hospital
Healthcare management and clinical intelligence
A hospital management and reporting architecture that connects clinical activity with revenue, departmental performance and management dashboards.
1 · Context
The client and the project
Waaberi Hospital operates across several departments, each generating clinical activity, charges and records. Hospital management needs to understand performance across the whole hospital, by department and by individual doctor.
2 · Challenge
The operational challenge
Clinical activity and financial results are typically reported separately and compiled manually, which makes it hard to see how departments and doctors are performing, how activity translates into revenue, and where attention is needed.
Management needs figures it can trace to the underlying activity rather than totals assembled at month end.
3 · Our role
What HornBridge is responsible for
- Systems design and operational reporting requirements
- Reporting architecture linking clinical activity to revenue
- Data model for departments, doctors, services and charges
- Management dashboard design and development
4 · Approach
How the solution works
Clinical activity is captured once, with the department, doctor and service attached. Revenue and financial records are linked to the same activity, so every reported figure can be traced back to what happened.
On that foundation sit the reporting views management needs: hospital-wide performance, departmental visibility, individual doctor performance and revenue reporting, brought together in management dashboards.
Architecture
Proposed reporting architecture
Clinical activity is captured once and linked to finance, so management intelligence draws on the same records.
Control point
- 1
Clinical activity
Where data is created
- Consultations and services
- Department and doctor recorded
- Charges raised
- 2
Shared records
One source of truth
- Activity linked to revenue
- Department and doctor reference data
- Validation and access control (control point)
- 3
Intelligence
What it means
- Hospital-wide performance
- Departmental visibility
- Individual doctor performance
- 4
Management
Decisions
- Management dashboards
- Revenue and financial reports
- Drill-down to source (control point)
Hospital leadership sees clinical and financial performance from the same records.
Original diagram of the system’s structure. Screenshots are not shown, to protect client and patient information.
5 · Components
Key system components
- Clinical activity reporting
- Consultations, procedures and services recorded with department and doctor.
- Hospital-wide performance monitoring
- A consolidated view of activity and results across departments.
- Individual doctor performance
- Activity and revenue attributed to each doctor for review.
- Revenue and financial reporting
- Revenue linked to the activity that generated it.
- Departmental visibility
- Each department’s activity, revenue and trends in one place.
- Management dashboards
- Decision-oriented views for hospital leadership, traceable to source.
6 · Controls
Technical and financial controls
- Single capture of clinical activity with department and doctor
- Revenue linked to recorded activity
- Role-based access to performance information
- Drill-down from dashboard totals to underlying records
7 · Status
Where the project stands
The system and its reporting architecture are being developed. No performance figures or outcomes are reported.
8 · Benefits
Intended benefits
These are the benefits the system is designed to deliver. They are not reported results.
- Management can see performance by hospital, department and doctor from one source.
- Reported revenue can be traced to the clinical activity behind it.
- Operational decisions draw on current information rather than month-end compilation.
Practices
Practices involved
Next step
Discuss a similar system.
Tell us how your organisation works today. We will reply with how we would approach it and what a first release could include.