Learn more about Ann Tinker, MSN, RN

Author Bio

Ann Tinker, MSN, RN

Ann Tinker joined Health Catalyst in June of 2012 as a Vice President for Customer Engagements. Prior to coming to Health Catalyst, she worked for GE Healthcare IT on the GE/Intermountain Healthcare partnership product called Qualibria as a Product Manager and Customer liaison. Ann worked PRN (on-call) for LDS Hospital in the Post Anesthesia Care Unit (PACU) as a staff RN for the past 6+ years. Before GE Ann was employed at 3M HIS business based in Salt Lake City working in a variety of positions from sales support, implementation, development, marketing and product management for both US and International products and prior to then worked for Intermountain Healthcare for 10+ years in Critical Care and Nursing Administration. Ann has a bachelor’s degree in nursing from Brigham Young University and a Masters from University of Washington.

Read articles by Ann Tinker, MSN, RN


Ann Tinker, MSN, RN

The Top Seven Healthcare Outcome Measures and Three Measurement Essentials

Healthcare outcomes improvement can’t happen without effective outcomes measurement. Given the healthcare industry’s administrative and regulatory complexities, and the fact that health systems measure and report on hundreds of outcomes annually, this article adds much-needed clarity by reviewing the top seven outcome measures, including definitions, important nuances, and real-life examples. The top seven categories of outcome measures are:

Safety of care
Effectiveness of care
Patient experience
Timeliness of care
Efficient use of medical imaging

CMS used these seven outcome measures to calculate overall hospital quality and arrive at its 2018 hospital star ratings. This article also reiterates the importance of outcomes measurement, clarifies how outcome measures are defined and prioritized, and recommends three essentials for successful outcomes measurement.

Ann Tinker, MSN, RN
Dan Hopkins

Transforming Healthcare Analytics: Five Critical Steps

By committing to transforming healthcare analytics, organizations can eventually save hundreds of millions of dollars (depending on their size) and achieve comprehensive outcomes improvement. The transformation helps organizations achieve the analytics efficiency needed to navigate the complex healthcare landscape of technology, regulatory, and financial challenges and the challenges of value-based care.
To achieve analytics transformation and ROI within a short timeframe, organizations can follow five phases to become data driven:

Establish a data-driven culture.
Acquire and access data.
Establish data stewardship.
Establish data quality.
Spread data use.

Ann Tinker, MSN, RN

The Top Seven Quick Wins You Get with a Healthcare Data Warehouse

In an industry known for its complex challenges that can take years to overcome, health systems can leverage healthcare data warehouses to generate seven quick wins—reporting and analytics efficiencies that empower healthcare organizations to thrive in a value-based world:

Provides significantly faster access to data.
Improves data-driven decision making.
Enables a data-driven culture.
Provides world class report automation.
Significantly improves data quality and accuracy.
Provides significantly faster product implementation.
Improves data categorization and organization.

Health systems that leverage healthcare data warehouses position themselves to do more than just survive the transition to value-based care; they empower themselves to achieve and sustain long-term outcomes improvement by enabling data-driven decision making based on high quality data.

Ann Tinker, MSN, RN
Leslie Falk

The Top Five Essentials for Outcomes Improvement

Outcomes improvement is complicated, but we’re beginning to understand what successful quality improvement programs have in common:

Adaptive leadership, culture, and governance
Evidence- and consensus-based best practices
Financial alignment

Although understanding the top five essentials for quality improvement in healthcare is key, it’s equally important to understand the most useful definitions and key considerations. For example, how different service delivery models (telemedicine, ACO, etc.) impact quality improvement programs and how quality improvement starts with an organization’s underlying systems of care.
This executive report takes an in-depth look at quality improvement with the goal of providing health systems with not only the top five essentials but also a more comprehensive understanding of the topic so they’re in a better position to improve quality and, ultimately, transform healthcare.

Ann Tinker, MSN, RN
Leslie Falk

Outcomes Improvement Readiness: Learn Where Your Organization Stands

Healthcare organizations need to make lasting, systemwide improvements to make the transition to value-based care models. Starting this work is tough, but a new tool from Health Catalyst will show the way. This 25-question assessment based on an integrate literature review of outcomes improvement research, will show how organizations are performing in five main categories:

Adaptive leadership and culture
Best Practices
Financial Alignment

With this information, organizations can start on the path to sustainable outcomes improvement.

Ann Frasher
Ann Tinker, MSN, RN

5 IT Must-Haves for Quality Initiatives in Healthcare

IT teams are the guardians of health system data. Their role in quality initiatives in healthcare is undeniable. Yet maximizing IT contributions to quality initiatives requires a shift in IT’s traditional role.
Traditionally supporters of data governance, security, privacy, and access—all important for achieving quality initiatives—IT teams need to do more. They need to integrate five must-haves:

Real-time feedback
Interoperable infrastructure
Data best practices
Engaged frontline staff

The industry is up against expanding regulatory requirements that will place high demands on IT teams, including ONC’s goal to reduce the collection and reporting burden on providers. IT teams that embrace these five must-haves are best positioned to create user-centric tools and processes that reduce this burden.

Ann Tinker, MSN, RN

How to Improve Clinical Programs by Breaking the Cycle of Waste in Healthcare

To succeed with value-based care, health systems must demonstrate to CMS they operate more effectively, efficiently, and safely. This requires organizations to identify and improve three types of waste commonly found in clinical programs: ordering waste, workflow and operational variations waste, and defect waste. Finding these areas, however, requires three critical solutions: an EDW, a KPA Application, and organizational readiness assessments.

Ann Tinker, MSN, RN
Susan Easton

Healthcare Performance Improvement Readiness Assessment: The Key to Achieving the IHI Triple Aim

Enhanced patient experience, clinical quality improvements, and the ability to provide cost-effective care are all necessary to meet the IHI’s Triple Aim objectives. To prepare for these types of improvement initiatives, healthcare organizations need to assess their readiness to change and also to determine which of the competing priorities to choose from. We’ve found that starting with a performance improvement readiness assessment is the first step to success because the readiness assessment digs into the three systems necessary for a successful performance improvement initiative — the best practice system, the adoption system, and the analytics system. Then the readiness assessment provides an overall roadmap to ensure success with the organization’s specific improvement goals.

Kathleen Merkley, DNP, APRN, FNP
Ann Tinker, MSN, RN

How to Determine the Best Interventions for Clinical Quality Improvement Projects

Health systems use clinical quality improvement projects as a means to improve patient care, but the real improvement in care can only result from deliberate action by your teams. This action is called an intervention and becomes the solution that addresses your clinical quality improvement goal. The secret to selecting the right intervention is this: choose something that offers “gain” or improvement and then provides a means to “sustain that gain.” Finding efficient, effective interventions can be a challenge without knowing where to start, but by using an Aim statement, your teams will have a working template for each of their clinical quality improvement projects.

Kathleen Merkley, DNP, APRN, FNP
Ann Tinker, MSN, RN

Overcoming Clinical Data Problems in Quality Improvement Projects

Starting your clinical quality improvement projects with access to data you’ve never seen before is exciting! But as analysis starts, you notice missing and incomplete data. Data quality problems are one of the most common but unexpected initial challenges of any substantive clinical quality improvement. project. Anny and Kathy both share keys to success learned from years of experience to overcome that trough of despair.

Ann Tinker, MSN, RN

Keys to Improving Your Clinical Program Effectiveness

As a Registered Nurse, I’ve seen first-hand the difficulties associated with narrowing the focus of a clinical program improvement project. Healthcare is a complex business consisting of thousands of clinical improvement opportunities. The first important step is the desire to do a project – at least by one influential team member. The next step, to keep the process simple and prioritize your projects, is directly related to the complexity of healthcare. Following a structured process with representation from all stakeholders will help to ensure success. In this Insight, Ann details how effective prioritization requires 4 elements: 1) an enterprise data warehouse (EDW), 2) healthcare analytics, 3) a clinical integration hierarchy, and 4) an organizational readiness assessment.