Thank you for taking time to read my letter and explore the knowledge center we've created for Children’s Health. Below, I've selected resources I believe will resonate with your organization. I hope they will provide you with useful insights and perspectives as you think about how enterprise data warehousing and analytics can transform your organization. Lastly, I’d like to challenge every healthcare system in the country by asking a simple question: “What transformative data driven success stories will you be adding in the next 12 months?”
Suggested Content for Children's Health
One Healthcare System’s Effective Strategy to Improve Pneumonia Outcomes
MultiCare Health System, an IDS serving communities throughout Washington State, recently undertook an initiative to improve the care of, cost of, and experience for pneumonia patients. This initiative included the building of evidenced-based order sets (and driving their adoption), assigning a team of social workers called “personal health partners” to research and improve patient follow-up and communication, and deploying an analytics application to provide near real-time feedback on compliance and performance while offering a single view of patient-specific data across multiple visits and care settings, such as medication and readmission histories. Through these efforts, MultiCare has realized significant outcome improvements including reducing pneumonia readmissions by 23 percent, a 28 percent reduction in mortality rate, a 2 percent decrease in LOS, and a 6.4 percent reduction in average variable cost per patient.
$74M in Healthcare Operational Improvements: How Texas Children’s Hospital Is Delivering on Its Vision
Federal and state funding reductions, along with increased competition, are the latest profitability challenges facing healthcare organizations. Texas Children’s recently faced this challenge head-on when projections indicated they would fall $50 million short of what was needed to build capital reserves and to maintain their bond rating. To improve financial performance and prepare for the future, the leadership team launched a system-wide performance improvement project called “Delivering on the Vision” (DOTV). DOTV would involve increasing accessibility for patients as well as driving healthcare operation savings. Texas Children’s goal, of increasing operating margins over 18 months by achieving $60 million in savings, has been surpassed — realizing $74 million in cost savings to date.
Achieve Reduced Heart Failure Readmission Rates: One Healthcare Organization’s Care Coordination Strategy
Heart failure (HF) sends more US adults over 65 to the hospital than any other cause—costing Medicare alone more than $17 billion annually—with readmissions significantly contributing to the issue. For large integrated networks like Allina Health, efforts to reduce readmissions for HF patients are challenged by the need for coordinated care and consolidated data across the care continuum. Allina implemented a multidisciplinary HF management program with a nurse care coordinator and nurse practitioners who assure patient engagement and provide a “bridge” between different points in the care continuum. These important people and processes are aided by access to data from an enterprise data warehouse that merges data across the health system and gives providers insight into HF care and performance metrics. The program has helped Allina achieve a 30-day HF readmission rate well below the national average —17 percent in 10 of 11 hospitals doing cardiac care.
My Wake-Up Call: How Data Saves Lives
Have you ever had one of those “wake up moments” where you literally learn a lesson that impacts and changes the trajectory of your life? Read this personal story by Dr. Bryan Oshiro of his “wake up” call where he learned the importance of data to save lives. He learned this first-hand when he saw rows of babies on ventilators in the neonatal unit and realized that they had all been electively delivered before 39 weeks. But he didn’t have the data compiled to make a compelling case to his physicians to stop elective pre-39 week deliveries. Working with his technology team, he gathered the data, analyzed it, and successfully engaged his physician team in a quality improvement project to reduce these elective deliveries.
Improving Healthcare Provider Productivity with Advanced Analytics
Improving provider productivity to enhance access to care and positively impact the bottom line is one of the most important tasks facing healthcare organization today. Historically the approach to evaluating provider productivity was complicated, time-consuming and inconsistent. This left providers struggling to effectively manage in their areas of responsibility. Learn how section chiefs, providers and operational leaders at one healthcare organization now have access to near real-time data, a single source of truth, and national benchmarks that enable them to optimize productivity—which resulted in their ability to see more patients and increase revenue per clinical FTE, contributing $20M in organizational savings.
Managing Half a Million Risk-Contracted Lives: Partners HealthCare Population Health Strategy
Population health management in a value-based model requires reengineering care delivery to provide higher quality of care at a lower cost. To address this challenge, organizations need to take a system-wide, strategic approach to defining their structures and processes. Learn how Partners Healthcare, an Integrated Healthcare Delivery System and ACO, developed and successfully implemented a strategic framework —guided by strong leadership and meticulous change management—for managing its half a million risk-contracted lives. The framework enables collaboration and aligns providers across the care continuum, using a unified set of performance targets for all contracts. The framework includes a robust analytics system that provides metrics to deliver the best patient care, while meeting the disparate requirements of multiple external contracts. Partners Healthcare has developed an internal performance framework that can serve as a population health management model for health systems throughout the United States.
How Hospital Financial Transparency Drives Operational and Bottom Line Improvements
In an era of steadily declining operating margins, hospitals are seeking ways to increase their profitability. Learn how one hospital system integrated financial and operational data in near real-time, giving their leaders visibility into how their decisions are impacting the bottom line. Leadership is now making more informed decisions and they are addressing problems as they arise. Budgets are consistently being managed close to target and variances for each cost center are readily explained with drill-down capabilities into the general ledger. A significant manual effort associated with over 1,000 cost center spreadsheets has been eliminated and the organization has saved $12 million in labor savings.
Improving Healthcare Performance through Analytics and Cultural Transformation: One Healthcare Organization’s Journey
OSF HealthCare, a pioneer accountable care organization (ACO), was looking to deliver superior clinical outcomes, improve the patient experience, and enhance the affordability and sustainability of its services. OSF’s leaders recognized that to effectively achieve these goals, they needed to reinvent the organization’s performance improvement measurement and reporting system. In addition to deploying new analytics technology, OSF knew they needed to drive a cultural shift throughout the organization to embrace a data-empowered system. By engaging leadership, aligning the initiative with business strategies, and building data-driven clinical and operational improvement teams, OSF was able to save $9-12 million over three years—through both process improvement and cost avoidance. OSF also drove clinical performance improvements in key areas including heart failure and palliative care.
Partners’ Enterprise Data Warehouse: Focus on Service and Value
As the healthcare industry rapidly evolves, implementing an enterprise data warehouse has become essential both for population health management and economic survival. While this requires building analytics competency across the enterprise, once adopted, the benefits are abundant—from improved patient outcomes to reduced waste and costs. To rapidly gain value from this platform, healthcare organizations should follow an implementation strategy that, before anything else, identifies the problems analytics is intended to solve. It should also place as much emphasis on people and processes as it does technology. Partners HealthCare is an example of how implementing a data warehouse can quickly leverage analytics across the enterprise to achieve value with high end-user engagement and satisfaction.
How to Reduce Unnecessary Elective Deliveries: A Powerful Case Study
Studies have shown that elective deliveries before 39 weeks increase the risk of newborn respiratory distress as well as increase the rates of C-sections where there is a higher rate of postpartum anemia and longer lengths of stay for both mothers and babies. Payers are partnering with healthcare organizations to lower elective delivery rates. Learn how this healthcare organization reduced their elective deliveries by 75 percent in just six months and received a six-figure payer partner bonus.
Automating the Executive Healthcare Dashboard: Spend Less Time Collecting and Validating KPI Data
Healthcare executives rely increasingly on executive healthcare dashboards to provide a snapshot of their organization’s performance measured against established monthly and yearly key process indicator (KPI) targets. However, collecting and aggregating the needed data to create the dashboard can be a very time-intensive process and many organizations are using Excel spreadsheets to “cobble together” these dashboards from a variety of sources. Learn how this organization is leveraging a healthcare enterprise data warehouse (EDW) and analytics technology to automate and improve the dashboarding process.
Using Advanced Analytics to Manage Population Health in Primary Care Clinics
The need to effectively manage the health of populations is largely driven by the fact that 5 percent of the population accounts for 50 percent of healthcare costs. Being able to identify these patients, provide high-quality care and reduce their utilization is a pressing goal for many of today’s primary care providers (PCPs). Learn how this healthcare organization used a healthcare enterprise data warehouse and analytics to better manage their individual patients and patient population, integrate regulatory and performance reporting, and allow PCPs to spend more time with patients and less time collecting data.
Indiana University Health – A Cerner data warehouse in 90 days
Digitizing healthcare comes with its own set of problems — including how to use all the raw data created and turn it into something meaningful that results in improvements in quality and cost of care. Indiana University Health found a solution that integrated with their Cerner EHR. And the best part? From start to finish, it took just 90 days.
How to Significantly Reduce Sepsis Mortality
Up to 50 percent of all hospital deaths in the United States are linked to sepsis. That sepsis mortality statistic was not lost on Piedmont Healthcare, a system of six hospitals and more than 100 physician and specialist offices across greater Atlanta and North Georgia. Sepsis accounted for half of Piedmont’s mortality rate, despite years of progress in sepsis care.
Piedmont leaders recognized that they needed an innovative quality improvement methodology to spread best practices and sustain improvement, supported by an accessible source of timely, reliable, and actionable information. They therefore implemented a “core and spread” team structure to promote enterprise-wide adoption of best practices. The health system also deployed a sepsis prevention analytics application to deliver performance insight to all levels of the organization, and discovered a high correlation between better patient and financial outcomes and the number of bundle elements the patient received. Being able to tie outcomes to interventions, along with the incorporation of nurse driven protocols, resulted in sustained practice change and greater engagement from physicians, nursing and frontline staff, all the way to the Board level.
As a result, Piedmont achieved the following impressive outcomes:
5.8 percent reduction in mortality for all patients with severe sepsis and septic shock, translating to 26 lives saved in one year.
2.5 percent reduction in total inpatient length of stay (LOS).
8.2 percent reduction in variable cost per case, equating to $4.3 million saved in one year.
ICU Avoidance: Lowering Costs, Patient Risk, and LOS
A stay in the intensive care unit (ICU) is both costly and risky. In a sobering example of the latter, nearly one third of patients admitted to the ICU experience delirium, a state of cognitive impairment that can increase risk of death in the hospital. Still, many cardiovascular patients need intensive care that can only be provided safely in an intensive care unit, requiring hospitals to assure enough beds and skilled ICU staff for these patients—while quickly identifying which patients can receive care as good or better in another unit.
Allina Health has achieved this dual objective with a concerted ICU avoidance strategy for specific complex sub-populations of cardiovascular (CV) patients. The foundation of this strategy is risk-informed decisions about which patients can avoid the ICU; clinical staff education; and an analytics platform and enterprise data warehouse (EDW) from Health Catalyst that enables CV care leaders to monitor safety metrics for those patients who avoid a stay in the ICU. So far, Allina Health’s efforts have resulted in the following achievements:
636 additional ICU days made available for more critically ill patients by employing ICU avoidance strategies
One-day reduction length of stay (LOS) for Transcatheter Aortic Valve Replacement (TAVR) patients
$589,000 cumulative cost savings
How to Reduce Clinical Variation and Improve Outcomes While Demonstrating a Positive ROI
Clinical variation can be frustrating for patients and their families, often leaving the impression that healthcare team members are not on the same page and don’t agree on the plan for the patient’s diagnosis or treatment. It is also costly—the Institute of Medicine estimates that $265 billion (30 percent) of healthcare spending is waste that directly results from clinical variation.
To reduce unwanted variation, Texas Children’s Hospital invested considerable resources to develop clinical standards tools, including evidence-based order sets; however, demonstrating the effectiveness and utilization of those guidelines, pathways, and order sets had been daunting. To that end, Texas Children’s deployed an analytics platform from Health Catalyst to aggregate and analyze the data needed to perform both of these critical functions.
$2,401 reduction in cost per patient with order set utilization, and an 8.4-day difference in average length of stay (LOS).
$15 million reduction in total direct variable costs in Fiscal Year 2015, $32 million anticipated reduction in Fiscal Year 2016 at the current order set usage rate, and a potential $64 million annual reduction with a hypothetical 80 percent order set usage rate.
1,629 percent return on investment (ROI).
Introducing the New Health Catalyst Care Management Suite: Solving the Patient Engagement and Outcomes Challenge with Innovative Data-driven Workflow
Earlier this year Russ Staheli, SVP and Product Line Manager – Population Health presented a vision around how Care Management can help drive your system to this triple aim. He is back to discuss the formal release of our brand new suite of tools that represent the first end-to-end care management solution in the industry and the first to enable discovery of an otherwise invisible subset of patients – those who will benefit most from care management and who can be engaged most effectively to lower the cost of care.
A Health Catalyst Overview: A Platform Approach for Transforming Healthcare (Webinar)
Join two of Health Catalyst’s best, Vice President Dan Soule, and Senior Consultant Sam Turman, as they cover important basics including who Health Catalyst is, what we provide and how we deliver our products.
We’ll still make it education-oriented as we just aren’t a pushy, salesy company. We’ll orient around the basics of who we are and what we do.
Dan and Sam will provide an easy-to-understand discussion regarding the key analytic principles of adaptive data architecture.
Some specific items they will cover are:
The industry challenges that warranted the creation of Health Catalyst.
The use of Health Catalyst’s data analysis tools and applications that enable organizations to quickly uncover care improvement and cost reduction opportunities.
Implementation best practices including how the Health Catalyst Platform is delivered, installed, and typical implementation schedules. Attendees will understand who in your organization needs to be involved and the secrets to success and pitfalls to avoid.
The discussion will include the key analytic principles of an adaptive data architecture including data aggregation, normalization, security, and governance. They will also address the basic requirements for implementation of the measurement platform of a data warehouse, such as team creation, roles, and reporting.
Finally, they will demonstrate several of the key tools necessary to move the analytics strategy forward including applications used to organize patient populations, others used to monitor and measure care results and still others that are specific to advanced areas of care.
How Texas Children’s Turned Child Diabetes Management into a Community Cause
Patients with diabetes are at a high risk for infections and substantial complications, including the risk of death from infections. Further, social determinants in these patients’ communities have a tremendous influence on their health.
Texas Children’s Hospital, ranked as one of the top four Best Children’s Hospitals by U.S. News & World Report, recognized that there were gaps in diabetes care coordination in the community—where the majority of a child’s diabetes management takes place. The hospital initiated a coordinated community response, aided with an analytics platform, which is setting the standard for community management of pediatric diabetes.
4 percent relative improvement in the percentage of patients with diabetes who received the influenza vaccine.
3 percent relative improvement in pediatric provider diabetes knowledge.
90 percent of patients now have individualized school packets developed and available in the EHR.