Maximize OR efficiency with predictive analytics

Hello everyone, and thank you for joining today's webinar Past, Present, Future. Maximizing operating room efficiency with prescriptive and predictive Analytics. My name is Brittany Turman with Optum, and I'll be your host. At the top right of your webinar screen are multiple application widgets that you can use to customize your viewing experience. You can expand your slide area by clicking on the Maximize icon on the top right or by dragging the bottom right corner of the slide window. We do have some complimentary related resources available for download during today's webinar.

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This presentation does use streaming audio through your computer speakers to ensure the best possible system performance. Please be sure to shut down any VPN connections and connect directly to the Internet. If you have any technical difficulties, please click on the help icon. It has a question mark next to it and covers common technical issues. I would now like to introduce our speaker, Brooke Cardiel, Director, Client Value Management. Brooke. Thanks, Brittany and welcome everyone. Yes, I have been in the client value management team for over 8 plus years at HOPDIM and I oversee what our team is really designed to do is be the long standing support model.

So we're there to drive speed to value. We are the clinical knowledge, expertise and we also want to drive engagement at your organization. Thanks for having me. Looking at our agenda today, we will examine the climate affecting our scheduling and surgical services departments and also discuss some potential solutions to universal challenges in this space. Then we'll delve into Optim's approach for efficient utilization and scheduling management with an interactive demo and then close out with hopefully some time for open discussion. Like Brittany mentioned, there will be poll questions throughout, so we're going to kick ourselves off with a poll question. This one says, how do you currently schedule surgeries?

Option A is manual case scheduling. Option B would be your HR system that includes scheduling functionalities. C is dedicated scheduling software, D is third party service provider and then E would be another method. I can see the submissions trickling and we'll just give it another 10 seconds. Perfect. Well, let's see our results. So it seems like Anox, surprisingly that the EHR system that includes some form of scheduling functionalities is the vast majority. So you know relatively 70% and we do still have you know some of the group that is operating under manual, manual case scheduling, which is OK.

You know we do still see that across discussing our surgical market challenges, surgical market challenges and solutions section. The OR is really the revenue engine of the hospital, but it can also be the bleeding heart consuming 35 to 40% of hospital costs. We have some sample role based scenarios for an operations leader, a patient and a top performing surgeon. This highlights 3 distinct but interconnected perspectives. So first is our operation operations leader. They are really challenged with balancing financial performance, operational efficiency and stakeholder satisfaction. They have pressures to increase revenue, optimize their OR utilization and maintain or improve their surgeon and patient satisfaction.

If we jump to the far right to our top performing surgeon, their strengths really are that they drive high case volume, they've excellent outcomes and it sounds like they have a pretty strong reputation at the organization. But Despite that, they're, you know, experiencing frustrations that Despite that strong performance, they still are being asked to reduce cost, which may trickle down to them feeling undervalued or constrained by administrative demands. Then we centralized in the middle on our patient. And really this, all of these scheduling challenges come back to, you know, the balance of managing patient experience. And so for patients in this example, they've, you know, they've been waiting, they've had a long fasting periods.

They haven't eaten since last night. They have anxiety before surgery. And then that anxiety is only heightened by lack of communication or clarity from staff members who might be around or in the room but are unable to tell them, you know, why their surgery has not yet started. And so holistically, we think about, you know, we need to demonstrate, you know, compassion of care, timely updates and reassurance in this situation. But how do we also balance the challenges that come from the schedule? I can assume that yes, these scenarios sound familiar and reflect the world, world tensions and healthcare operations.

But this triad really illustrates the complex ecosystems of surgical care. So where operation goals, clinical excellent, and patient experience really need to align. So let's discuss some current market trends shaping this experience, reviewing some retrospective and prospective research impacting hospital scheduling. There has been a 31 1/2 percent increase in surgeries across a 20 year longitudinal study, which is almost two times the rate of population growth for the same amount of time. Point being, accommodating the growing list of patients in need of a procedure is critical, but another study shows that there is going to be a roughly 22% decline in Crnas by the year 2033.

The shortage of cyrnas is anticipated to hit rural communities the hardest, exacerbating healthcare disparities in these areas. Shortages will halt the ability to reduce patient waiting lists and potentially expand hospital and surgery centers. These projective shifts are not, however, showing an impact on the industry standard for block utilization, which remains at 80% according to a study done by the OR Benchmarks Collaborative. Some estimates report that O Rs only achieved 50 to 60% utilization, representing a significant significant, excuse me, missed opportunity for revenue. Increasing OR utilization by just 1% can translate to hundreds of thousands of dollars in increased revenue for a facility with a single OR or millions of dollars annually for a multiple OR surgical center or hospital.

But how can organizations achieve this? With the rising surgical demand and complex ecosystem, health systems must embrace an AI driven scheduling and standardization workflow that will optimize every procedural opportunity. In such a dynamic, high stakes environment. Success really begins with that strategic scheduling. But our surgical departments are are in the constant juggling act of meeting leadership, surgeon and patient satisfaction like we saw on that first slide. The challenges of that department come down to some of the common themes that we show here. So handling multiple surgical care settings can mean scheduling conflicts for surgeons and in some instances manual key scheduling at some locations, which we did see on our pool.

When we can't efficiently evaluate our schedules, this can lead to inefficient block utilization, overtime cost expenditure, and also lack of data sharing with our providers how satisfied surgeons are. It really is translatable to how well they think the OR leaders manage the valuable resource of time, specifically their block time. Let's jump to a poll question on potential barriers faced by our attendees and then we can get into some common challenge and solution based slides. So this question is, what is the most common reason for surgery delays or cancellations at your organization? I'm not seeing too many responses trickle in for this one.

Anyone have a common reason for surgery delays or cancellations? Oh OK, you are coming in. Great, perfect. We'll move to review results. I would say we had a small subset of responses in this situation, but it was significant to see that really everyone that reported and said that these were patient related factors for surgery delays or cancellations. These are some really helpful insights as we pivot to now look at, you know how the challenge of lacking efficiency for day of surgery and some potential solutions to resolve that. So you know day of surgery, we saw on the last slide that many people feel that this could be relatable to patient, a patient related situation.

But let's talk about some of the things that we can control as representation of the hospital. So one could be just completing proper perioperative planning pre surgery and this does come along with confirming patient readiness, you know, which might have contributed to some of the results we saw on the last poll. But we also want to make sure we're ensuring, you know, all available resources like rooms are set up, equipment is available, and that we are appropriately staff for that day. Second option would be to use real time communication strategies for scheduling boards. I know most of our existing audience probably has this in place.

You know, live scheduling boards mixed with daily huddles can ensure alignment across all care and support teams. This is something that we see used pretty much across all of our existing clients. The last one is just ensuring you have a concise list of common delay reasons and evaluate your first case on time source patterns by not only surgeons but by respective staff. So mitigation strategies and protocols are in place that fit your operating room. Our second challenge is how do we handle too much downtime. So some potential solutions to this are one, understand just your historical patterns of your prime time versus after hours reutilization to ensure appropriate staffing that also reduces the amount of overtime expenditure as much as possible.

Second would be using near real time data to optimize which block should be available at which times and determine the resources and staff that will need to be utilized in each. Rather than a standard block length, consider implementing variable blocks that can change based on predictable procedures and service lines. And then lastly, for cases waiting to be scheduled, use analytics to identify common gaps in the schedule or for those half blocks at the end of the day that go unused, put those cases on your waiting list to be slotted in ahead of the day of surgery. And then our last challenge minus loading slowly, Brittany, is your side advancing on on your side minus just loading?

Yeah, I can see challenge #3 OK. I might just be on a bit of a delay then, which is fine. Hopefully we'll catch up. So challenge #3 is just how do we maximize our prime time hours and couple ways to do that. You know, we just talked about how you could analyze your historical rooms running data by hours or half hours the day to understand if you're maxing out your prime time schedule. You know, also understand what your overnight and weekend case volumes look like trend that over time. Being able to measure the patient flows and volumes by hour and half hour intervals has really been essential from for some of our existing clients on making decisions about critical capacity.

Second would just be implementing dynamic scheduling practices that allow for adjustments based on, you know, real time or near real time demand and availability. Honestly, this feels a little bit like a foreshadowing for my next few slides, but these dynamic scheduling practices can be simplified with AI. And then third, we can look at that rooms running data that I mentioned and and set one with some length of stay data to see what we could shift to create capacity in our critical care floors. We have one more cool question to better understand where our audience stands with current utilization tracking. So this one says, how would you describe your ability to track and measure or utilization and efficiency effective, somewhat effective and somewhat ineffective.

And then there's also very ineffective. Let's see those results. So really wonder wonderful to see that most of our audience is saying they feel like it's very effective in reaching their utilization goals at their organization. Then we have a few that are falling into the somewhat effective bucket. We have a few cool questions still riddled throughout that might, you know, get more at that somewhat effective group so I can understand more the types of challenges that you're going through. I I will say my side is stuck, stuck on challenge #2 Britney, I don't know if there's anything you recommend I try.

You could try a refresh. It sounds like you've got a delay on your side because everything is moving right along for as I can. I can see you moving the slides and the poles and all the things. Let me try to refresh. Thanks. Perfect. I think I'm back. Can you guys hear me? Yes, we can. Wonderful. Sorry about that, everyone.

So moving on from that poll question, really the first half of this presentation has highlighted the challenges and market pressures that are deeply familiar to probably some of our attendees here today, but also us at Optum through our work with customers, my value management team alongside our product partners engage with these types of issues daily. Whether it's, you know, helping organizations understand how to open new ORS or prioritizing cases by care setting to meet demand. This hands on experience has really directly shaped Optum strategy for utilization analytics. You know, our technology is built on more than 20 years of client collaboration and feedback, incorporating insights from surgeon champion surgical services schedulers and others across the continuum.

We're about to delve into Optim's approach to schedule management and utilization, which you'll hear me refer throughout as surgical capacity. And again, this offers a dynamic data-driven scheduling solution that adjusts in near real time based on your procedural trends. To take a closer look at how we use that historical procedure data, Optum AI enabled Smart Opportunities is a proprietary Optum algorithm that's designed to unlock hidden potential in surgical block scheduling. So it's trained on historical trends specific to each block holder. Then our machine learning identifies opportunities to release or reallocate block time, helping organizations take decisive action to improve performance.

This really helps our customers to achieve case volume growth. So by surfacing underutilized time, it opens up more opportunities to schedule cases that would otherwise be missed. And it also enhances block utilization. So it recommends strategic adjustments to surgeons or block group assignments, aligning allocated time with actual case patterns to maximize your efficiency for future trends. This is where our predictive analytics can really forecast your future schedules. And this allows us to help reduce unused times to detect underutilized availability that could be released or repurposed to maximize the efficiency on those future schedule days. And then the second one, just be aligned procedures on your wait list with availability.

So match the right fit surgeries to the right time slots, surgeons and rooms. We have one more poll question before we get into our live demonstration, and this one gets more at technical issues or limitations that you might be facing with your current surgical capacity management tool. Responses are integration challenges, lack of intuitive user interface, lack of data accuracy or reliability, limited functionality or other. Give it 10 more seconds. OK, perfect. Let's look at our results and everyone stated was integration challenges seems to be the vast majority. And so we're going to go through, like I said, a live demonstration, but my slides to follow will kind of speak to some of the ways that we are, you know, approaching integration or integration challenges.

And if that's something you're particularly interested in, you know, definitely take the survey or I know there's, I think there's some slides at the end that kind of tell you how you guys can contact us. I'd love to discuss this more. Wonderful. Well, let's jump into the demo. Brittany, are you seeing my surgical capacity screen? Yes, yes I am. Thank you. Great. Well, this is, I like to say upfront, this is just a demo version with dummy data of our surgical capacity module, you know, so for marketing and other purposes, so you know, we're not exposing any Phi today, but I'd like to start off with just kind of a lay of the land of what you're seeing in your Navigation Pane, what this is offering the different users.

And so starting with the summary page, this is a curated view that can be designed to inform each particular viewer. So it gives a snapshot of current and forecasted performance across block and or utilization day of surgery. KP is impacting our efficiency as well as your top areas of opportunity. This is also configurable by care setting and location. So for example, you know, if we look at the OR utilization tab, we have, you know, our prime time utilization and comparison to overall utilization. So we might have AVP of surgical services that just wants to see the trend in prime time versus all time utilization across all of their units and all of their locations.

And so this is something that could be, you know, pinned particular to them. And then within our KPIs tab, this could be a particular focus for an OR manager that's tracking, you know, a turnover initiative at one of their flagship hospitals. And they might have a particular focus on service line performance. We have the option to see, you know, and pin measures to the top like turnover time, see some of those, you know, early opportunities like your highest turnover delay reason, how you compare to our cohort and then explore more about that turnover time. You know, so if they had a particular interest in what their, you know, downtime associated with turnover really translated to in terms of, you know, dollar amount for particular services, this is something else that they could, you know, choose to have in their own user view.

Like I mentioned, all these settings are configurable. So I do like to highlight that the configurations tab at the top is customizable by the viewer and also allows you to adjust your case inclusion turnover settings by different care settings to ensure we are lying analytics to your systems insurgents expectations. Now let's explore one of our more differentiated features that you saw in the prior slides, which is the AI enabled smart opportunities. So you can see here that there is a dedicated session section to opportunities, which can span utilization, staffing and profitability. But these smart opportunities are also embedded throughout the workflow.

I'm going to delve into the block utilization opportunities just by accessing the block utilization summary tab at the top and then scrolling down to show are buckets of block opportunities. And so this is telling me that I have total a total number of opportunities across 38 block holders. And then it's also giving me essentially if I was to act on every single one of these recommended interventions, we could adjust your potential utilization by 61%. Then from there, it's bucketing your your block holders into kind of four key categories. You know, low utilization, low out of block would signify, you know, they have dedicated time, but they're not using it well.

Low utilization, high out of block might mean, you know, misalignment between their schedule and their practice patterns. You know, we can delve into those opportunities a bit more. High utilization, low out of block really would be, you know, your ideal performer, right? They're meeting the standards of their, you know, whatever threshold you set for them in terms of utilization, but you know, they don't have a lot of out of block time, so they probably don't need more time. And then the high utilization, high out of block, you definitely want those as well, people who really need more time on the schedule because they're maxing out their currently allocated time.

And so if we delve into the low utilization high out of block as an example, we can see that it's now telling us there are two particular block holders with opportunity. And we can drop down to see some more details for this block holder. You know, Doctor John Smith, we can see he has a current block schedule. You know, it looks like Mondays and Wednesdays with particular weeks of the month. It tells you the associated block time, his release percentage and then his out of block, his common out of block schedule.

So from here we can click into the two opportunities and see a little bit more of what that recommended intervention is. So the tool is saying that Doctor Smith, Doctor John Smith's Monday's block of week four and five have low utilization of 10% when we compare it to weeks 1-2 and three. And then inversely to that, his Friday out of block schedule week 1 and 2 and 3 has high utilization. So down below, it's making, you know, this is oversimplified for the sake of the demo, but it's making a recommended intervention to adjust their schedule. So release Mondays of week 4:00 and 5:00 and then include Fridays of week 1-2 and three.

And it's only going to suggest interventions that you know can be allowed for based on your existing schedule. So it's not going to tell you to take time from, you know, us a service line neurosurgeon that already has it, but it will at least suggest actions that can be taken. And then you do have the capability of selecting that action. It's telling you the impact of the change. And then you can start an initiative. The initiative feature is a, a tracking feature that allows you to assign ownership as well as set check in dates for, you know, a particular block change or you know, KPI strategy or, or utilization adjustment where you just want to track that initiative overtime.

And so this is just a sample of the types of things that you would fill out. In this example, they're assigning the initiative owner to the particular surgeon, but it could be assigned, you know, to a staff member that's working directly with him or someone who's responsible on the block committee. We can say like, when do we want to initiate it? When do you expect it to be completed and then when do we want to check in on that? From there we can move to creating the initiative, which will then populate in our initiative screen, which will just show the, you know, the initiative that is already underway.

And there's also the option to take action directly from these initiatives. So, you know, we know many times with block adjustments, these things can't be, are not going to be acted on immediately. There's something that, you know, we might want to track over time, see if these prep patterns persist based on your block policy. And then from there, you know, if we do actually decide to go with the intervention of adjusting this the schedule, we do have the option to take action directly in the tool. So we can, you know, essentially go to take action.

It will make the schedule adjustments for you. And then that would allow you to then see those adjustments on your schedule and track utilization against that new block schedule. And so this is all, you know, enabled within the workflow that you can so that you can, you know, identify opportunities, track them, you know, before even making the schedule change, just track performance overall and then take the action to actually address the schedule live within the site. Next, we'll pivot to talking more about our OR utilization strategy. And so pivoting here under our explorers, we have our OR utilization that is designed to calculate room agnostic utilization, meaning it calculates utilization dynamically based on the available minutes within your set prime time schedule.

That available time is based on the set scheduled entered on the OR schedule tab, which I'll go over in just a minute. So an example of this would be if your Cath lab has four operating rooms, no four are open from 8:00 to 3:00 and then you go down to 2 rooms from 3:00 to 5:00. It isn't going to matter what particular rooms remain open or closed. The utilization will adjust according accordingly to account for a shift in available time when you go from those 4:00 to 2:00 rooms. And we are able to look at your operating room performance as a measure of utilization and average number of rooms running.

So if we look here again, this is just showing trends in your OR utilization and it's the, you know, the green versus the Red Arrows, everything here is green will kind of dictate performance against the most recent time period. And then down below, here's where we're looking at like 24 hours of our rooms running and it's going to average it out across the hours of the day. Each color corresponds to a different unit. So in this example, you know, if I'm looking at my OR performance for, you know, our main OR which is our green line, you know, we can see right around 9:00 AM, we have on average 4 rooms running across the designated time period.

You know, if we have 5:00 rooms, you know, that might be something that we're happy with. If we're an 8 room, you know, operating room, then that's something that we would want to take a closer look into. And we can do that, you know, really with the ability to delve in at the unit level down below. And so if we're looking particularly at the main or you know, we can click in, see trends by particular days of week and layer the utilization over the rooms running. You know, So what this is telling me is that on Tuesdays I'm seeing 82% utilization, you know, which is really good.

And on average, we're running 3 1/2 rooms. And beyond that, we also have the ability to delve into those particular days of the week. So if we wanted to take a closer look at what's going well on Tuesdays, we could click into Tuesdays and see the granularity of the case and the explicit days. I'm going to jump back and talk about block utilization. I know I'm kind of skipping around, but I did want to talk about some differentiators here. You kind of saw the workflow of how we can identify opportunities for block holders. But we do know that many times you know the OR manager, the perioperative leader is still going to want to delve into the raw data themselves to understand that opportunity more before making a recommendation to a leader.

And so if I go to our block utilization tab, again, it's going to give me some key insights at the top and then it's giving me all of my block holders and just some trend on utilization. So it's sorted from our high highest utilizers to lowest. And we also have a detailed view, you know, that goes into things like they're in and out of block minutes, out of block percentage and releases, which you know, we all know are crucial to being able to evaluate the schedule. Oops, sorry about that. So if we take Doctor John Smith as an example of somebody we'd, you know, like to take a closer look at, he's one of the ones that we saw the, you know, smart opportunities for.

We can click into John, Doctor, John Smith particularly we can see his monthly performance overtime and trends related to volume, case time and allocation. You know, what I think clients find particularly useful is the ability to then break this down by days of the week, look at utilization by hour of the day, but also look at this based on case time. And so for example, we can see and sorry, in block is in dark red, out of block is in the light pink color. We can see on Wednesdays we're seeing 94% utilization, but there is still a portion of time that is happening out of block.

You know, so he's really high utilizer, but we're seeing out of block minutes on the inverse, you know, on Tuesdays, we can see he has 0% utilization and everything's being done out of block, meaning he's doing cases on a day where he doesn't have a dedicated schedule. And if we wanted to take a closer look, you know, particularly at Wednesdays, we can see those Wednesdays that fall into the time period selected. And then each light Blue Square corresponds to the block time, dark Blue Square corresponds to the case time. And so, you know, looking at 6-7, for example, we can see he did 4 cases, he's exceeding utilization and even did cases, you know, out of block, which is why we have some dedicated out of block minutes.

If we wanted to take an even closer look at like what those cases and procedures were, we can click into the particular day, see the cases, the case numbers will align directly with your, you know, electric HR. And then from there we can even click into that case to see, you know, what was the procedure, where did it happen? You know, how are we calculating turnover? You know, so we get to that level of granularity to be able to answer questions to surgeons around, you know, why utilization looked good or maybe not so good on a particular day. And down below that we can see the case time.

I'm sorry, we can see the in block verse out of block calculation. So how much of that was dedicated Take case time versus turnover again to just help better, you know, be more transparent with providers? So I just went through the explorers. I'll talk a little bit about the schedule tabs. I won't go into much detail about the block and our schedule, mostly because the block and our schedule really informed the data that you find on in the block and our utilization explorers. We do get an automated block schedule file that includes current future schedule releases, reassignments and all of your groups and subservice lines.

And that is all automated, can be sent over, you know, in your regular feed. And then we layer that with your case information to then get those, you know, prescriptive insights or schedule is the same way. It's just designed to have a set prime time schedule like I mentioned before that's room agnostic, but able to then give you the generative insights and the level of drill down that you saw with the OR utilization explorer. I'm then going to jump to talk about our predictive schedule and this will really be our last and final feature of this demo. The predictive schedule gets into the elements of slotting in the best fit case with potentially unused time.

And I know we talked about that around the predictive models. This is a really great example to kind of see that in action. And so with the providers here, we can see that there's different providers with a predicted utilization variance. And we have some details around when that will happen and what procedures there are that could potentially that they're doing that potentially could lead to underutilized time. And if I click through all predictions, the list is, you know, much longer than just a couple that you see, but it's sorting by like your top opportunity utilization variance.

And so if we look at again using our block holder Doctor John Smith a bit closer, we can see that based on his historical trends, there's an 80% chance that Doctor John Smith's colisectomy procedure will go 60 minutes. He's currently allocated 120 minutes on the schedule. And so the tool is going to make a recommendation on a potential release of the 60 minutes. It tells you the time slot, and then it gives you alternate procedures to the potential release time. Now, this is where, you know, we're getting into the challenges of the surgical department when they're working with, you know, other parasites or other offices to figure out how they can adjust to schedule to fit in a particular case.

Our machine learning takes into account historical procedure patterns, room set up, you know, available operating rooms to make recommendations on cases that can be slotted in. Again to kind of in this instance take on 2 cases in the same amount of time as what was currently dedicated for one. And so it's giving you procedural options to choose from. In this example, you know me as the scheduler chose the hernia repair and then I can review that on the calendar and I can see, you know, the current schedule is that 120 minutes just for the coli. And now we're making the adjustment to do the coli and the hernia repair in the same window of time.

And then we have the option to apply the recommendation and then that will update directly on your calendar. And that's how we are using the predictive modeling to help automate, you know, what is typically a very manual process for our schedulers. Pausing for a drink of water, but I think that closes out the majority of our demo. Let me jump back to our slides. Perfect. See here. OK, I stopped sharing. So I think you guys are now seeing my R differentiators slide.

So this side really highlights some of those key differentiators that I just shared with you live. I do want to mention that with surgical capacity, we do offer EMR integration so that schedulers can operate solely within our technology if you so choose. So that means block adjustments and future schedule changes can be manage here, then synced back directly with your EMR. We are compatible with all electronic record systems like Epic, Cerner, Muddy Tech and more and this ensures reduced day-to-day variability in schedules and also ensures speed to value for our customers. So instead of our schedulers, our perioperative teams having to operate in two places, you know, we can use the surgical capacity module as source of truth.

But mentioning that speed to value for customers, we also have, you know if you see on the right, the right hand side of the screen, an accelerated implementation timeline. So these figures at the bottom show some stats for our current customer, customer base. That center bucket really shows the average annual revenue growth through Brock and our schedule maximization for our client, client base. So that's just the average. So the 4.8 million that you're seeing on the slide, these figures are really possible with our dual annual analytics and value delivery module, which is our our dedicated value advisor.

So each client has a dedicated value advisor that is designed to serve as a subject matter expert and not just the surgical capacity module, but within the procedure space and also will drive engagement with your internal teams. This isn't reach out as needed or when issues arise. Support model value management meets regularly with your user base leadership and is there to drive engagement around organizational priorities and in turn accelerates the timeline to realization of value. Our advisors also expand beyond just the surgical capacity module and can serve as your clinical knowledge expert across our clinically integrated business intelligence tool, which is Crimson AI. Let's see here, we're out of order. There we go.

Perfect. And so for any existing customers on this call, we've gone through a very recent rebrand. So some of you this might be a net new name from Enterprise Intelligence Suite to now Crimson AI. We are moving back to our Crimson name that our long standing customers know and love. But in any care setting, our clinical analytics platform helps organizations understand their true cost of care across multiple dimensions, including procedures, individual patients and physicians. We bring together disparate data sets, do the data mining and provide that data that meets our customers where they are at in their performance improvement strategy.

So we have 4 modules within this suite of products that are available today, our quality and utilization module that does kind of proactive tracking of quality outcomes, recommendations on initiatives to, you know, reduce readmissions, hacks, complications, all the things that fall under our kind of quality administrators. There's surgical cost, which is, you know, we talked about surgical capacity today. Surgical cost is really there to identify and reduce variation, care variation and particularly waste and procedural supplies. And then overall how can we optimize our resource utilization whether it be across surgeons or with our third party vendors? And then the last currently available module, although there are a couple coming across 2026 is our provider review module, which is an automated OPPFPP and peer review process that also incorporates those AI driven insights, you know, to improve the recredentialing process that you know, many do with do internally, but also do a Joint Commission.

The couple of other modules here are focused particularly on ambulatory quality regulatory submissions, so being able to submit directly back to rotate regulatory bodies and then having a complete workflow for value analysis teams so that they can really make decisions around new product selection. All that to say, you know, kind of the three universal ways that we we drive success across all of these modules aside from these being able to be clinically integrated across Power BI is our advanced risk adjustment models. So we can leverage proprietary models that will analyze, you know, patient clinical information demographics, you know, historical surgery care to predict more accurate outcomes. The AI driven insights is those smart opportunities we kind of went to went into at length for surgical capacity, but that would apply across all the other modules you saw today.

And then the last one is the seamless data integration. So coming full circle on the folks that cited, you know, we have a lot of source systems, but we struggle, you know, to pull them together. We can integrate disparate data sources, you know, all into this robust platform. And like I mentioned, all built on Power BI, you know, but we work with billing, HR, cost accounting, materials management, you know, the integration of our benchmarks into all of that information. And again, you know, we prise ourselves on having that eight week implementation timeline, but that's all possible if you were to opt for, you know, looking across other modules or considering other modules across the Crimson AI suite.

Let's get into our key takeaways to close this out today. So thank you all again so much for attending. To truly optimize surgical services, organizations must move beyond reactive scheduling and embrace a data-driven collaborative approach. So one key take away would just be to build collaborative governance, Empower physician champions and block committees to align scheduling decisions with institutional goals. Second would be to act on insights. So use data to uncover inefficiencies. You know, whether it's AR or not, we need to identify idle time and staffing mismatches and take targeted action to streamline operations.

Next one is plan ahead. So leverage those historical trends to forecast demand and proactively adjust schedules and staffing for peak performance. And lastly is commit to continuous improvement. So embed transparent performance reviews and utilization benchmarks into daily workflows to drive what would be a sustainable progress. And then you can also do that, you know, similar to our initiative feature in the tool, but have, you know, ongoing initiative tracking to sustain performance over time. That closes out the slides that I have today. So we will jump to any questions from the audience. Perfect. It looks like we do have a question.

So someone asked about turnover time as it relates to predictive scheduling models and hopefully I'm answering this correctly, but please feel free to add more details if I'm not. I think what we're we're coming back to is can we predict how turnover will impact the schedule in the future based on historical practice patterns. We with our current design, we are still using a turnover credit which is designed to reduce outlier turnover from our block utilization or or utilization that's adjustable in the configurations tab by client. So for example, if you wanted to adjust your turnover credit, which is a six month rolling average that can be adjusted to either the facility, the service line, the procedure or even the surgeon level.

And again, the goal being that we're not essentially inflating utilization for providers that might have a longer turnover time, you know, when in reality we can kind of use that credit to hold, you know, a standard across a particular service or facility or group. As far as the predictive piece goes, you know, we can definitely do some reporting on trends on turnover, like what's the predictive trends for a particular provider or group with the forecasting feature. And so that's something that will is not available just yet, but will be coming. There's one other question here that says what kind of ROI or performance improvement have clients typically seen after adopting this product.

And I think I hit on some of them in my my prior slide. I'm going to skip back just to show some of those stats again, hopefully that's OK. But here you know, these are some of the typical average outside savings that we see across our existing analytics customers. And so the, the double down on the 4.8 million is looking at that average annual revenue growth in prime time hours, meaning that we were able to elevate opportunities for cases to be slotted into the schedule. You know, that allowed for case volume growth within the existing window of time that that, you know, unit had that generated, you know, on average the 4.8 million.

So that's one way, another way, which I think we have a case study in here if I can find it. Brittany, do you mind jumping to the appendix with the scheduling lead time case study? Sure. Thank you. So I'm not like flipping through. No, you're fine. Right here I. Don't think so. These are more just leave behind. Oh, here we go.

I think it's this one. OK. Thank you though. So this one is an example from one of our community hospitals in the Boston area and these were potential, you know, block growth figures that we were able to see again, just adding in block cases in a one year time period. Some of those key strategies for successor lift listed down the left hand side, but it's usually a tangible effort between the value advisor, the insights from the tool and then the actual delivery team working directly with the block committee to be able to achieve this type of growth.

Perfect. And then just a follow up question to the turnover question. So I appreciate you clarifying this. It was more around like the the available 120 minutes versus like the 60 minute decision to kind of cut that schedule down and slot in the other case. Yes. And so the person who submitted the question just said, are you saying the turnover minutes are included in the 60 minute calculation? Yes, that's accurate. The average turnover is factored into that recommendation.

Thank you for clarifying. And then last one, someone said, you know, this looks like it might be from an existing customer about whether Crimson I, I comes at an additional cost. I will for existing customers, you know, I can definitely take that offline and we can take down your information. Obviously, if you want to request more specifics around pricing, that is something that we could do and follow up, you know, for any of our net new clients or prospects on the line. Wonderful. I'm not seeing any more questions, so thank you all again.

I'm just jumping back here. Thank you all again so much for the time today and the chance to get to present for you all again. If you have any questions, you can fill out the survey and we'll definitely get back to you if you're willing. But thank you all so much and have a good rest of your day. Thank you so much, Brooke, for sharing your time and expertise with us. We'd also again like to thank our attendees for being with us today.

We know that your time is valuable and we appreciate your attendance. As a reminder, we do have those complimentary related resources available for download in your webinar console. You can find those within that related resources tool. Again, we do ask that you take a few moments to complete our survey. Your feedback is important to us. Thanks again for joining and have a great rest of your day.