Healthcare will undergo a number of changes in 2015, particularly as organizations look to manage population health. Dr. David A. Burton outlines what he believes will happen in terms of at-risk contracting, risk evaluation, network optimization, quality and safety, cost reduction, and infrastructure, and how 2015 can develop into opportunity for all.
Learn more about David Burton, MD
Dr. David A. Burton is former Executive Chairman and CEO of Health Catalyst, and currently serves as a Senior Vice President, future product strategy. As a senior leader of the Health Catalyst team, Dr. Burton has been instrumental in helping define and design all elements of the Health Catalyst strategy, including our future product roadmaps, our advanced deployment and operational processes engaging executives and clinicians in data-driven improvement methodologies, and our content strategy for integrating best practice and evidence-based guidelines into our product categories. Previously, Dr. Burton was as a Senior Vice President of Intermountain Healthcare, where he served in a variety of executive positions for 23 years and co-developed Intermountain's Clinical Integration strategy, including advocacy of the EDW, which supported it. Dr. Burton is the former founding Executive Vice President of Intermountain's managed care plans (now known as SelectHealth), which currently provide insurance coverage to approximately 600,000 members. He holds an MD from Columbia University College of Physicians and Surgeons and did his residency training at Massachusetts General Hospital in internal medicine. He was a charter member of the American College of Emergency Physicians and was Board Certified in Emergency Medicine. He practiced emergency medicine and was president of a single-specialty group of 20 emergency care physicians before joining the executive team at Intermountain. He holds an MD from Columbia University College of Physicians and Surgeons and did his residency training at Massachusetts General Hospital in internal medicine. He was a charter member of the American College of Emergency Physicians and was Board Certified in Emergency Medicine. He practiced emergency medicine and was president of a single-specialty group of 20 emergency care physicians before joining the executive team at Intermountain.
Read articles by David Burton, MD
Healthcare organizations preparing for the value-based payment model shift have found their internal resources pushed to the limit. Often, in an attempt to address regulatory timetables, systems will use point solutions rather than move toward a long-term strategy of developing robust clinical analytics. If an organization is using their EHR for analytics, they will soon discover that these built-in analytics packages cannot help them identify opportunities for cost effectiveness and clinical best practices. Sophisticated data management and healthcare analytics solutions, however, can provide leaders with the integrated clinical, financial, and patient satisfaction data they need to transform their systems into data-driven enterprises.
Read about the recent refinements to this breakthrough model and framework, developed and refined by Dr. David Burton during his 25 years of executive healthcare experience. With revisions to the descriptions and visual elements, the new and enhanced diagram makes it easy to understand the scientific flow of care as understood by physicians and advanced practice clinicians.
Read about this breakthrough model and framework, developed and refined by Dr. David Burton during his 25 years of executive healthcare experience. This model creates a framework that maps major healthcare processes into common patterns and process flows that can then be used to systematically examine and improve healthcare delivery. By using a systematized framework to reduce variations in clinical and operational processes, health systems can experience sustainable cost and quality gains. This framework won’t eliminate critical thinking, but it will provide a standardized, evidence-based approach to care delivery, which will bring all care up to the same, high standard.
The ACO concept can be generically defined as a group of health care providers, potentially including doctors, hospitals, health plans and other health care constituents, who voluntarily come together to provide coordinated high-quality care to populations of patients This article, written by two physician executives with years of accountable care experience, gives a robust overview of the ACO concept including: the history, range of payment models, the new accountability and payment structures, a comparison between traditional insurance vs ACO models, key barriers and challenges, and most importantly, the key criteria needed for ACO success.
Healthcare systems are struggling to figure out how to shift to a value-based model and remain competitive. This will require hospitals to identify and reduce waste in three categories: the variation in 1) the care that is ordered, 2) how efficiently that care is delivered, 3) in care delivery that causes preventable complications .Clearly, EHRs aren’t the answer. What’s needed is the industry-wide adoption of adaptive, clinical data warehouses capable of integrating disparate transactional source systems and analytical tools that can provide crucial actionable intelligence
Are you looking for the best way to prioritize your population health efforts? Population health management involves improving and maintaining the health of a defined subset, or cohort, of patients. Effective population health management starts with clearly defining those cohorts and determining on which clinical processes to focus improvement efforts. The Health Catalyst Key Process Analysis (KPA) application applies Pareto analysis to each health system’s data to identify the care processes, care process families and clinical programs that offer the greatest clinical, cost and safety improvement opportunities. The application determines the highest variation and highest resource consumption by integrating and analyzing clinical and financial data.
Many CIOs, along with their other C-suite colleagues, are anticipating a catharsis on completing massive EHR deployment projects. Before long, however, they come to the unwelcome realization that the EHR is just one component needed to provide the actionable intelligence health systems need to survive in a value-based purchasing environment.
Based on 25 years of experience, first as a senior executive at Intermountain Healthcare and later as the Chairman of the Board of Health Catalyst, Dr. Burton shares his in-depth learnings about how to systematically implement population health management in a long-term, sustainable way.