Frequently asked questions about hospital BI and Clic Health

Clic Health is a hospital management BI (business intelligence) tool. It reads data from Tasy, organizes billing, patient care, costs, income statement, finance and volume into more than 40 board-ready dashboards, and has an AI that answers questions about the dashboards, with sources. Details are on the platform page.

A team of accountants, controllers and developers with more than 20 years of work in hospital management. Clic Health was born inside a hospital, to answer the questions the board asks every month. See who builds Clic Health.

No. Tasy remains the hospital's information system, where operations happen. Clic Health only reads Tasy data, with a read-only user, and adds the analysis layer for management. Nothing is written to Tasy. See BI for Tasy.

More than 40 dashboards in modules: overview (ADM and Board Command Centers), patient account, volume, length of stay, income statement and budget, finance, accounts and billing, SUS, departments and efficiency, and accounting. The list with what each one shows is on the platform page.

Yes. Every dashboard exports the data on screen to Excel (or CSV and PDF), with the filters applied. From a dashboard, the AI can also generate a PDCA action plan or a SWOT analysis.

Whoever the hospital administrator authorizes. Access is per user, with a password and personal code, and each BI has its own list of people. There are also temporary users, read-only and with an expiry date, useful for audits. See security and LGPD.

Pricing depends on the hospital's size and the scope of implementation, so there is no public price list. In the demo we learn about the hospital's situation and present a proposal.

The month-end forecast is being validated with real data, the cross-hospital benchmark is in development and reading systems other than Tasy, such as MV, is in preparation. Dedicated purchasing and operational inventory dashboards are not part of the current version.

Hospital BI is the set of data, rules and dashboards that turns what is recorded in the hospital information system into information for decisions: revenue, margin, denials, costs, volume and cash. Good hospital BI delivers the same number to everyone, with a clear source and kept up to date. See the hospital BI guide.

There is no single best for everyone: the best BI is the one that reads your hospital's information system well, uses calculation rules that match the accounting records, protects health data and is maintained by people who understand hospital management. Compare options using the criteria in what to assess when choosing hospital BI. If your hospital runs Tasy, Clic Health was built for that scenario.

A report answers a fixed question. A dashboard brings together several KPIs on one topic on a single screen, with filters. BI is the whole: prepared data, calculation rules, dashboards and navigation between them. See hospital dashboard.

When closing the KPIs takes days, when there are different versions of the same number, when analysis depends on one person or when the board cannot drill down to the cause of a variance. The article Spreadsheets or BI discusses the signs and the costs of each path.

It depends on the model. BI built in-house needs someone to maintain loads, rules and dashboards. With a solution like Clic Health, the Clic Health team maintains the loads and dashboards; the hospital needs IT during implementation (server and read-only user) and someone from controllership to validate the numbers.

Yes. Size changes data volume, not the questions: small hospitals also need to know margin by payer, open accounts and results against budget. In smaller hospitals, the gain usually comes from the time saved on manual closing.

Yes. Tasy stores data in a database that BI can read with a read-only user created by the hospital's IT team. In Clic Health, reading is done by DataClic, an agent installed at the hospital that queries only what the dashboards need, brings only what changed and never writes to Tasy. See Tasy integration.

There are two paths: exporting Tasy reports and building KPIs in spreadsheets, or reading the database with BI that applies management rules automatically. The first works for one-off analyses; the second, for routine work. The step-by-step is in the article how to turn Tasy data into management KPIs.

Reading was designed to have a light footprint: DataClic runs only the dashboard queries, brings only what changed since the last read and follows a schedule agreed with the hospital. Questions asked to the AI and dashboard navigation do not query Tasy, because they use the Clic Health data model.

No. DataClic uses a read-only user. It does not write, change or delete anything in Tasy.

According to the schedule agreed with the hospital, at times throughout the day; specific loads, such as accounting, can have their own times. Each dashboard shows the time of the last update and the next one. If you need it sooner, the Update now button places a request in the queue.

No. Tasy belongs to its owner, and Clic Health is an independent product, with no partnership, approval or certification from the maker of Tasy. Data is read with the hospital's own authorization and infrastructure.

Today the production integration is with Tasy. Reading other systems, such as MV, is in preparation. Talk to us so we can assess your case.

AI mainly shortens the path between question and answer: managers ask in plain language and get the number with an explanation, without building a report. It also points out the period's largest variances and organizes action, building PDCA plans and SWOT analyses from the dashboards. Uses and limits are covered in the article artificial intelligence in hospital management.

The AI was designed not to rely on the language model for calculations. In Essential AI, answers are calculated on the spot from the dashboard's data and filters. Advanced AI builds on those calculated answers. In both modes, the answer shows the measure, the period and the origin, so managers can check. As with any AI, important numbers should be confirmed on the dashboard.

Essential AI runs inside Clic Health and does not send data to external AI services. Advanced AI runs in the user's own browser. In neither mode does the AI have access to patient names, national ID numbers or dates of birth, because that data never leaves the hospital.

Essential AI uses a library of questions for each dashboard, with answers calculated on the spot; it is the default mode and works on any computer. Advanced AI is a language model that runs in the browser, for freer conversations, and requires a computer with a compatible graphics card. Today the assistant works in Portuguese.

Questions about the dashboards: values, variances, rankings, trends and KPI explanations. For example: "what was last month's revenue and how much did it change?" or "which payers have the lowest margin?". Tips are in the article how to ask AI good questions.

No. AI speeds up finding the number and the first reading, but interpretation, validation and decisions stay with people. The gain is that analysts spend less time building tables and more time explaining and proposing action.

A hospital dashboard reads data from the information system at set times, applies calculation rules to each indicator and shows the result on a screen with filters, the variance against a reference and the ability to drill from the total to the detail. See hospital dashboard.

A few, always with a reference: revenue, contribution margin, EBITDA and net result; denial rate, unbilled accounts and average collection period; occupancy rate, average length of stay and volume against last year. The annotated list is in hospital KPIs and in the article 15 essential KPIs.

Occupancy rate = patient-days ÷ operational bed-days × 100, for the period. It should be read by unit (ICU, medical, surgical), because the hospital average hides differences. See the article on occupancy rate.

Average length of stay = patient-days ÷ discharges in the period, counting discharges, deaths and external transfers. It should be compared by department, specialty and payer. See the article on average length of stay.

It depends on the topic: billing and unbilled accounts call for several refreshes a day; volume, daily; accounting, after month-end close. More important than "real time" is knowing the time of the last update, which Clic Health shows on every dashboard.

Enough to answer one question. The board's first screen works well with eight to twelve KPIs, always with the comparison. More than that on one screen tends to hide what matters; detail belongs on specific dashboards.

Average collection period = accounts receivable ÷ average daily billing for the period. Calculate it by payer, because each has a different contractual term, and track the trend month by month. See the article on average collection period.

A denial is the payer's full or partial refusal to pay an account item, for technical or administrative reasons. A default is the late payment or non-payment of an amount that was accepted. Both reduce cash, but they have different causes and solutions, so they should be measured separately.

Because revenue is recognized when care is delivered, but cash only arrives when the payer pays, often weeks or months later, and part of the account may be denied. Accounts sitting unbilled and long collection periods widen the gap. That is why results and cash need to be tracked together.

Calculate each payer's contribution margin: the payer's revenue minus denials, supplies, drugs and physician fees passed through. Compare in amount and as a percentage of revenue. In Clic Health, the Payers dashboard ranks payers by billing and by margin. See contribution margin by payer.

EBITDA is the operating result before interest, income taxes, depreciation and amortization. For a hospital, it shows the cash generated by operations, without the effect of the debt structure and equipment investment. The definition is in the glossary.

Start with the result and compare it with budget and with the same period last year. Then find the line that explains the difference (revenue, denials, variable cost, payroll, fixed cost), the cost center where the deviation concentrates and whether the cause is volume, price or payer mix. The walkthrough is in the article how to analyze a hospital income statement.

Line by line in the income statement and by cost center, in amount and percentage, always on the same accrual basis. Separate volume variances (more or less was delivered) from price or consumption variances. See budget vs. actual.

It is the unit that accumulates costs for analysis, such as the ICU, surgical center, emergency room, laundry or billing. Cost centers divide into productive (revenue-generating), support and administrative. See how to track costs by department.

Variable cost changes with patient volume, such as supplies, drugs and volume-based physician fees. Fixed cost does not change in the short term, such as structure, fixed payroll and contracts. The split is the basis of contribution margin.

It is revenue minus variable costs and deductions. It shows how much each payer, specialty or procedure leaves to cover the hospital's fixed cost. The full definition is in the glossary.

Add the actuals to date and project the remaining months from the recent trend, the budget and known events (price adjustments, new services, seasonality). In Clic Health, the management income statement includes a forecast simulation of the coming months.

A denial ("glosa" in Brazil) is the payer's full or partial refusal to pay an item on the hospital account, for technical reasons (procedure without justification, quantity above expected) or administrative ones (missing authorization, registration error, deadline). See the article hospital claim denials.

The most common are administrative (documentation, authorization, registration or deadline failures), technical (questioning the need for or quantity of what was done) and linear (a cut applied without item-by-item analysis). There is also a distinction between an initial denial, which can be appealed, and a final denial.

By measuring them by payer, reason and department to tackle what concentrates value first; checking authorization and documentation before submission (pre-billing); keeping payer price tables up to date; and appealing undue denials on time. Details are in the article hospital claim denials.

By tracking every day the value and age of accounts with completed care that have not been billed, by department and payer, and setting a maximum time for each stage. In Clic Health, the Daily Pending Accounts dashboard shows these accounts and their protocol status. See unbilled accounts.

A denial is the refusal to pay an item, which can still be appealed. A write-off is the amount the hospital recognizes it will not collect, after appeals are exhausted or for other reasons. Clic Health's Write-offs dashboard shows accounts billed as losses.

BI shows where denials are, what they cost and how they evolve, which makes prioritization possible. The fix happens in the billing process: documentation, authorization, registration and appeals. BI's gain is directing the team's effort.

Not in the current version. Clic Health has no dedicated purchasing dashboards, such as quotes, purchase orders or supplier lead times. If this analysis is a priority for your hospital, let us know: it feeds into our development decisions.

No. Inventory control stays in the hospital information system. Clic Health shows inventory in the accounting view, on the Balance Sheet Indicators dashboard, and the consumption of supplies and drugs by department. Operational inventory KPIs, such as turnover per item and days of coverage, are not part of the current version.

By comparing each department's consumption with that department's volume, month by month. Consumption that rises with stable volume calls for investigation. In Clic Health, the Department Consumption dashboard shows consumption by group, class, subgroup and item, based on dispensing. See costs by department.

By comparing the revenue the item generates on the patient account with its cost. Items with negative margin usually point to an outdated payer price table or a high purchase price. Clic Health's Supplies Analysis dashboard shows this profitability per item.

They are indicators taken from the balance sheet, such as liquidity, leverage and the book inventory position. They show the hospital's long-term financial health, complementing the income statement, which shows the period's result.

In layers: DataClic reads Tasy in read-only mode; patients travel to the cloud identified only by a code; each hospital has its own key and sees only its own data; access is per user, with a password and personal code; and every access is logged. See security and LGPD.

The tables the dashboards need: encounters, accounts, payers, departments, costs, accounting entries, receivables and payables. Patients are identified only by a code. Names, national ID numbers (CPF) and dates of birth never leave the hospital.

Clic Health was designed to reduce risk when processing health data: it minimizes what leaves the hospital, does not carry data that directly identifies patients, controls and logs access, and publishes its terms of use and privacy policy. LGPD compliance is a shared responsibility with the hospital, which defines the legal bases and internal policies; the article LGPD and hospital BI lists what to assess.

Users authorized by the hospital administrator, each within the BIs granted to them. The Clic Health support team has access for maintenance, and that access is also logged. Users from other hospitals never see your hospital's data.

Yes. Clic Health logs every access, the screens opened and configuration changes, for the hospital's audit.

Yes, with a temporary user: read-only, with an expiry date set by the administrator. When it expires, access ends, and the record of what was viewed remains logged.

Data from the information system: encounters and admissions, patient accounts and their items, payers, departments and cost centers, receivables and payables, and accounting entries. Plus management information that usually sits outside the system, such as the management income statement structure, cost groups and the budget. See hospital BI implementation.

Tasy in use, a read-only database user created by IT, a Windows server or virtual machine for DataClic with outbound HTTPS internet access, and IT and controllership staff available during implementation.

IT, to prepare the server and the read-only user and install DataClic; controllership or finance, to validate the numbers and fill in the auxiliary spreadsheets (income statement structure, cost groups); and the executive board, to decide who accesses each BI.

It depends on data volume, the hospital's management rules and team availability. The stages are: technical conversation, DataClic installation, first load, data preparation, validation with controllership and user access. In the demo, we present the timeline for your situation.

By comparing the dashboards with reports the hospital already knows and trusts, such as the month's billing and the trial balance. Differences are explained one by one (accrual basis, payers included, account classification) until the numbers match.

Support is provided by the Clic Health team, by email and WhatsApp, during business hours in Brazil. Clic Health also has a diagnostics screen that shows whether DataClic is in contact, how the last load went and what to do when something stops.

The dashboards were designed to be read without lengthy training. At go-live, the Clic Health team walks users through the dashboards, and the AI on each dashboard has a tutorial explaining what the page shows.