Our client is a call center service that provides support for the healthcare industry by coordinating medical transportation for Medicaid recipients. After growing rapidly from about 100 to more than 400 call center employees over the past 18 months, the client processes about 40,000 calls every day.
Our client had an undocumented database structure that made pulling reports, whether for compliance or planning purposes, very challenging: team members needed to write custom SQL queries to run the reports, a process that can take days. The client requested a data analysis of their potential to build a data warehouse, with an assessment of whether logical versus physical storage would be sufficient. A physical data warehouse would better enable business intelligence reporting and potentially facilitate real-time, on-demand analytics.
The key question was whether a data warehouse should be logical or physical, if required at all. A physical warehouse would require data manipulation before reporting, as well as advanced integration of disparate source systems. A logical data warehouse would use SQL rules to directly port data to the requested reports and analytics modules.
LPA noted some advantages of the client’s current situation, with no requirement of data manipulation or security checks before porting the data to reports. These characteristics facilitate the creation of a logical data warehouse that offers high-value results in less time.
LPA identified the key performance indicators of the datasets and evaluated how an executive dashboard might function. The data warehouse, were it to be developed, would pull data from the phone systems and draw connections between the two sources. Then, an information structure would need to be developed to meet reporting and analytics needs.
Upon completing the assessment, despite the appeal of a physical data warehouse, LPA did not recommend this route to the client due to the small number of data sources. Rather, LPA recommended the client identify and create the top eight reports needed to inform operations and be compliant. The working relationship would continue with custom reporting built per client requirements one-time, instead of daily report pulls. LPA would also provide a training strategy for the client’s team members to best use the revised information architecture.