LeadingAge New York Adviser Fall 2015 Vol. 1 | Page 13

Monitoring Data...

(Continued from page 11)

disaster. Another area is within the dietary department, where managers make sure
that quality is maintained without exceeding daily and monthly budget goals.
From a clinical perspective, census tracking that is updated every 15 minutes has
enabled Parker Jewish to offer patient care that is
Initially the challenge with data collection was whittling
appropriately staffed. “The ability to adjust staffing
on a real-time basis has been a “game changer” for
down data cubes to a smaller, more manageable
the organization,” Rosenblut says.

number. However, a second challenge has been getting
Initially the challenge with data collection was
whittling down data cubes to a smaller, more
employees to understand and use data dashboards.
manageable number. However, a second challenge
has been getting employees to understand and use
data dashboards. Parker Jewish leaders who have the data dashboards available in
their offices are speaking about data regularly, and the organization will slowly begin
to hold executives more accountable for decisions based on data.
Going Forward
Within the next year, Parker Jewish plans to add human resources-related
information to its data dashboards. This would include information on turnover and
open positions.
As other long-term care organizations begin the process of electronic data collection
and analysis, Rosenblut shares some advice from the Parker Jewish experience.
1. Start small. Plan to initially analyze less data, so leaders are not overwhelmed
by the process and unable to effect real change.
2. Partner with technology leaders. Parker Jewish has collaborated with
Custom Computers Specialists, a technology solutions provider that
specializes in supporting long term care facilities. Custom was able to
provide the depth and breadth of IT skills that Parker needed t