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Chart of Accounts (COA) Redesign for Healthcare

Healthcare organizations rarely have “transformational” opportunities, but revisiting the Chart of Accounts (CoA) allows your organization to reassess and enhance your business requirements. Designing a new CoA has the potential for creating more positive, transformative change than other aspects of a modern Enterprise Resource Planning (ERP) system. The CoA is pervasive throughout both health and departmental systems that drive the business, from transactional systems for managing revenue and expense, to defining and managing budgets, people, and organizational structures, to tracking and managing assets and facilities, and many other areas. Read more

Change Management Approach to Achieve Healthcare IT Adoption

Reform-driven “disruptions” or changes continue to impact healthcare’s transparency and cost-control efforts.  Both transparency and cost-control efforts support IT spending, smarter analytics, and expansion of products and service lines beyond traditional partnership models.  Both are also a catalyst for consolidation of operations and initiatives to transform hospitals into new delivery models focused on leveraging the hospital’s IT tools and investments. In an effort to address these challenges, healthcare entities are embracing Change Management as the tool to enable the required paradigm shifts. Read more

Business Intelligence Readiness Assessment

Consider that average office of the Chief Financial Officer is challenged with:

  • Business Intelligence (BI) solutions that are separate and uncoordinated
  • Supporting varying Key Performance Indicators (KPI), business drivers, and calculations across operational and clinical systems
  • Dealing with disjointed “systems of record” reports for the various business and services lines Read more

Making the Case for Healthcare Enterprise Integration Strategy

As the average hospital today has almost 850+ mission critical applications, the word “interoperability” has now become synonymous with Enterprise Integration (EI).  EI is the goal of connecting software (read: getting to data) from different vendors’ solutions notwithstanding differences in infrastructure technology and application architecture.  Hospitals must connect all manner of disparate healthcare applications while accommodating the unique needs of each EMR/EHA and Back-Office solution interface to keep operating and patient data flowing. At the same time, hospital IT is charged with the growing requirement for both Healthcare Information Exchange (HIE) and Accountable Care Organizations (ACO) while meeting Meaningful Use/Quality KPIs and Business Intelligence objectives. All of these initiatives add another layer of complexity that need to be handled in a confident, productive manner. This is where an Enterprise Integration (EI) Strategy comes into play. Read more

Fixed Asset Management for Healthcare

The goal of this blog is to help you learn about healthcare best practices for fixed asset management and suggest tips for implementing them in your hospital. These best practices will help you to seek out potential savings in your fixed asset base and show you how to save time in the process. Key topics covered include:

  • Healthcare Fixed Asset Management Issues
  • Facility Manager (role/considerations)
  • Review prevailing Best Practices Read more

Healthcare Payroll PeopleSoft Best Practice Guide – Part Two of Two

The following Part Two of the Healthcare Payroll PeopleSoft Best Practice Guide reviews the PeopleSoft application features and functionality used in production to determine if these are being utilized optimally. Your review should compare the current production system features (including customizations) against delivered functionality. Read more

Healthcare Payroll PeopleSoft Best Practice Guide – Part One of Two

As many healthcare organizations have begun to focus on how to manage labor expenses (with a goal to reduce) without reducing headcount, I have been asked to share some Healthcare Payroll PeopleSoft Best Practices recommendations and suggestion for PeopleSoft optimization.

The following “Healthcare PeopleSoft Payroll Best Practices Guide” is one of two that offers strategies to establish consistent pay processes, provide predictable results and ensure that payroll process improvements are on the right path to world-class business performance. More importantly, Read more

Lessons Learned on PeopleSoft Position Management

The University of Texas Medical Branch (UTMB Health) is moving to an environment where Managers will process changes for their employees using Pages in PeopleSoft 9.1/Tools 8.52 Manager Self Service.  The Pages will have approval routing that is based on the level of the Manager submitting the request as well as the “reports to” Manager.  The transactions will be automatically loaded to the core tables in PeopleSoft HCM upon final approval.  Read more

Lessons Learned on OBIEE & OBIA

I have worked with many healthcare organizations that have decided to license Oracle Business Intelligence (OBIEE) solution and are now facing the daunting task of implementation. Instead of embarking on your OBIEE journey blind, I suggest learning from those who have already gone through the process.  It will allow you to prepare a solid plan and avoid common mistakes.  Read more

Data Governance in Healthcare

Data governance is a longstanding obligation of the healthcare industry.  And in light of the many Business Intelligence (BI), Electronic Health Record (EHR)/Electronic Medical Records (EMR) projects, data governance has become critical to the data integrity of health information. Most hospitals have multiple information systems that feed into their BI, Decision Support Systems (DSS) and Analytic / Meaningful Use Dashboard and Scorecards solutions. But, without data governance built into the solutions, the ability of these systems to authenticate and properly move data — knowing where it came from and where it needs to go — information usage is less likely to be “successful”.  Data governance helps a health system identify the source of data and store it, if necessary, in the appropriate place. Data governance needs to be done from the beginning, so systems (people, process and information systems) can identify the source of the data, the original author and the rules for the data. Read more

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