Table of Contents

McKesson needed to

• Provide a new strategic facility to improve and enhance workforce reporting and analysis for more than 1.4 million employees with easy-to-access, visual dashboards throughout NHS
• Enable fast, accurate access to HR information and reports to improve management decision-making across NHS hospitals and ambulance stations in England and Wales
• Enable NHS managers to analyze HR information for more than 1.4 million NHS employees to improve staff and patient safety, decision-making, and control

• Provide information on training courses completed to highlight where training must be carried out to meet regulatory requirements or individual objectives
• Improve system performance, accelerate reporting, reduce the number of reports by consolidating key facts and requirements into single dashboards, and eliminate the need to schedule overnight reports to deliver timely information in an easy-to-use format
• Enable users to drill down into reports to get greater detail and granularity on specific workforce-related statistics to improve management decision-making and control
• Empower users to customize dashboards to meet individual requirements, building on key templates to deliver information from Oracle Human Resources to help health service managers make more-informed decisions

The borough needed to

• Identify where the council could cut expenditures through smarter financial, procurement, and human resources management to meet a 7.1 percent government funding cut without eroding service quality to the local community
• Gain timely, accurate, cost-per-service data to support planning and budgeting and make the financial and human impact of cost savings visible to decision-makers

• Deliver key performance indicator dashboards, refreshed daily, to 400 executives with speed-of-thought, self-service drill down to data less than 24 hours old—removing the need for the IT team to extract figures from the previous month’s data that could be up to six weeks out-of-date
• Benefit from intuitive dashboard functionality, personalized data views, and multiple reporting formats to rapidly gain user adoption after minimal training, streamlining the cultural transformation to an accountable, business-driven environment
• Reduce by 50 percent the time managers spend examining statistics to produce strong business cases for additional social or community-care funding
• Cut―from six to four―the number of buildings that the council exclusively occupies, using business intelligence to assess and compare total costs of running the buildings
• Benefit from accurate, timely data on the cost of providing education, leisure, and community care, and gain the ability to analyze the use of each service and identify where savings could be made with minimal impact on citizen satisfaction

Home Office needed to

• Deliver accurate, trusted HR and finance business intelligence through a dashboard to more than 7,000 managers throughout the organization
• Provide a centralized data source and reporting to deliver timely, relevant, and accurate financial, HR, and procurement information across the organization
• Eliminate the cost of producing thousands of manual back-office reports

• Reduce the number of people needed to produce manual reports
• Improve budgetary control and gain a clearer view of overspending, underspending, and planning, with detailed and timely reports
• Deliver human resources reports in a timely way, enabling managers to make informed staffing decisions quickly

GIA needed to

• Improve throughput and operational efficiency across the institute’s laboratory operations (part of GIA’s new lean business model) by expanding insight into the types of services ordered, the number of stones graded, the location where they were graded, and more
• Provide more-timely insight into laboratory operations for improved decision-making
• Enable business analysts to spend more time identifying and studying trends, as opposed to creating reports, and provide them with on-demand access to the data they require

• Gather the intelligence required to load balance services across the organization’s laboratory network to optimize utilization and accelerate stone-grading services
• Improve analyst productivity and impact, giving them on-demand access to information and the ability to drill down into data, freeing time previously spend on report development
• Expand the use of the BI tool to track laboratory service quality

McGrath RentCorp needed to

• Gain expanded insight into key performance indicators (KPIs) across the company’s diverse operating units, which include groups that provide electronic testing equipment, groups providing modular classrooms, and containment tank rentals and related services
• Give line-of-business managers and sales personnel on-demand access to information about equipment and building rental sales, procurement spend, and other business metrics, without IT team support
• Create a highly flexible and scalable BI environment that could evolve with the organization and its requirements
• Roll out the BI environment rapidly to accelerate return on investment

Profit: How has Ambulance Victoria changed in recent years?

Dousset: Ambulance Victoria has a long history of serving the community, and has done so with a lot of support from the community. In 2008, Ambulance Victoria was created as a single entity by merging the state’s three remaining ambulance services: Metropolitan Ambulance Service, Rural Ambulance Victoria, and the Alexandra District Ambulance Service. We now serve the entire state with 250 branches, 3,000 paramedics, and 1,000 volunteers, with four fixed-wing and five helicopter aircraft for fast connections between rural communities and major specialist facilities in the metropolitan region.

On average, we’ve seen about 4 percent of annual growth in demand for our services since 2000. This is due to factors such as population growth, an aging population, increasing numbers of people living alone, increased outpatient services and early discharges, and limitations to other health services in rural

introduce advanced resource modeling: What would happen if we increased the number of paramedics? What would happen if we increased the number of cars? The second was "We invested in Oracle technology and were able to use one platform to launch a major analytics and reporting program..." centered on workforce planning, because an aging population also means an aging workforce for us. The third was centered purely on financial modeling, including margin models and models about product cost. This is critical because with the creation of Ambulance Victoria we picked up multiple systems with multiple business processes and variable definitions of our data.

Profit: How can analytics help managers or paramedics in the field do their jobs better?

Dousset: There are probably half a dozen key events that occur in the treatment of a patient, starting from the time of an emergency call. For example, when our paramedics accept a call, they push a button on an in-vehicle mobile data terminal device. That is an event that arrives in our real-time data feed along with a geospatial coordinate that gives us the ambulance’s location. Every five seconds we receive an update on the vehicle location’s coordinate, which tells us that an ambulance is en route from point A (say, the scene of an accident) to point B (presumably a hospital).

Profit: What else are you excited about, looking forward?

Dousset: Looking downstream, one of the things that really interests me is figuring out how to leverage Twitter and other social media tools. Are there things we can access and blend into our analytics and reporting? Social media could also be useful in providing context for major events and helping us plan an appropriate response.

Also there’s the innovation side of it: Can I share data with other emergency service organizations this way? I’m keen for B2B integration. What if I can send members of other organizations an XML feed in real time, guaranteed messaging, with a common message model? Then they send me something back that I can surface through a tablet or a device in the field. Lo and behold, our paramedics can see a fire line, they can see where other resources are—such as police officers and other paramedics—and they are provided more information to assist in their in-field decisions.

In the end, Ambulance Victoria is a vital member of the overall healthcare system that saves lives. It is about resource management and providing the best care possible to the community in the most efficient and effective manner. We’ll always be looking for innovation and technology to help keep Ambulance Victoria as one of the leading ambulance services in the world.