Health systems feel mounting pressure to demonstrate ROI from analytics investments but are faced with inefficacies and delays. Fortunately, the Rapid Response Analytics Solution delivers a 10x increase in analytics productivity and a 90 percent decrease in the time required to develop new analytic insights. The Rapid Response Analytics Solution solves these tough analytics problems through two primary elements: curated, modular data kits called DOS Marts; and Population Builder, a powerful self-service tools that lets any time of user, from physician executive to frontline nurse, explore data and quality build cohorts of patients without relying on IT staff and with no need for sophisticated and customized SQL and data science coding.
Learn more about Leslie Falk
Dr. Leslie Hough Falk is a senior vice president and a member of the Health Catalyst leadership team. She holds a Doctor of Nursing Practice (DNP) from Boise State University, and an MBA and a BS in Engineering from the University of Nevada, Las Vegas. She is also certified as a Project Management Professional (PMP), Green Belt Lean, and Information Privacy Professional (CIPP, CIPP/IT). Dr. Falk has a varied professional background from bedside pediatric critical care, nursing administration, medical product research & development, and education in hospital and industry settings, nursing informatics, biomedical engineering, and marketing.
Read articles by Leslie Falk
Improving diversity and inclusivity in healthcare, and any industry, is more than just the right thing to do: it’s an intelligent business decision with impacts on productivity, sales, and innovation.
Organizations committed to addressing the lack of diversity and inclusivity in healthcare should start by thinking about the principles and values that underlie their cultures. At Health Catalyst, every diversity initiative is founded in one of the core principles that motivates our work and is embodied by every team member:
But turning the tide on monumental challenges, like closing the gender gap in technology (women hold less than 26 percent of U.S. technology jobs), requires more than a return to values; it requires initiatives, from equitable hiring practices to mentorship programs, that reflect an understanding of the diverse populations in the talent pool.
The documentary, “A Coalition of the Willing: Data-Driven Population Health and Complex Care Innovation in Low-Income Communities” shows how precision medicine and care management can be effective tools for successful population health. The film highlights three programs that use data to hotspot populations of high-risk, high-need patients, and then deploy unique, targeted care management inventions. The documentary, which initially aired during the 2017 Healthcare Analytics Summit, presents hopeful solutions, scalable across diverse patient populations, that are leading to exceptional results and the future of healthcare transformation.
Like many U.S. health systems, Allina Health understands the importance of the Triple Aim in today’s healthcare environment—as the industry confronts rising costs along with inadequate quality of care. With the move toward value-based care, these factors will increasingly impact market share.
Allina is responding with its Clinical Value Process initiative. The organization uses this fully integrated multidisciplinary strategy to make outcomes improvement decisions and measure both the quality and fiscal performance of improvement projects. Key elements of Clinical Value Process include:
Organizing for a systemwide improvement plan.
Using data to identify improvement opportunities and monitor progress.
Healthcare is poised for groundbreaking change, in which the fusion of unprecedented access to mobile technology and advanced understanding of disease brings in the era of truly individualized medicine. Eric Topol, M.D., a leader in digital medicine, will share his vision for the wireless medicine revolution at the 2017 Healthcare Analytics Summit™ conference.
In the next data-driven generation of democratized healthcare, consumers will monitor personal health information—from vital signs to fetal heartrate—directly on their smartphones. Real-time access to health status will make consumers true partners in their own care, enabling them to make proactive decisions to improve their health and prevent or respond to critical events.
Dr. David Nash is the Founding Dean of the Jefferson College of Population Health on the campus of Thomas Jefferson University in Philadelphia. His keynote presentation at the 2017 Healthcare Analytics Summit, titled “Leadership for Population Health,” will address several formative topics, including:
The state of the U.S. healthcare economy
Moving from volume-based to value-based care
The people and technology issues involved in this transition
Even the most knowledgeable population health adherents attending HAS™ will learn new strategic pointers as Dr. Nash describes his checklist for managing population health and delves into the analytics tools best suited for today’s healthcare landscape.
Digital magazine and website Computerworld has named Health Catalyst to its 2017 Best Places to Work in IT list. Health Catalyst joins 100 IT companies that are leading the way in employee satisfaction and engagement with generous salaries, exceptional benefits, ongoing learning, and more.
According to Ken Mingis, executive editor of Computerworld, IT employee satisfaction is increasingly vital: “As technology moves to the strategic center of every business, the ability of the enterprise to attract and retain skilled IT talent has become critically important.”
Some of the team member-reported attributes that make Health Catalyst a best place to work include:
Great work-life balance, thanks to unlimited PTO, company holidays, a work-from-home policy, and maternity and paternity leave.
Companywide bonus structure.
Fitness benefits, including onsite gym with fitness classes.
Outdated technology and antiquated costing methodologies have left health system CFOs unable to see the true cost of the services they provide and impacts on patient outcomes. The move from fee-for-service to value-based contracts, however, means that CFOs need this information more than ever. Health Catalyst has partnered with industry-leading health systems to develop a next-generation costing system: the CORUS® Suite. Two integrated products comprise the suite:
Activity-Based Costing delivers accurate and actionable data from across the continuum of care in a scalable and maintainable tool.
Cost Insights analyzes and delivers early insights through a customizable dashboard powered by embedded logic and access to the most granular level of activity and costing data.
CORUS leverages the Health Catalyst analytics platform and best-of-breed activity-based costing models to help users manage the true cost of care.
Learn from the Best in Healthcare Data Visualization at Health Catalyst University™ During HAS™ 2017
Too often, the hard work of collecting and transforming data into meaningful insights is betrayed by a critical step in the journey: the visualization. Data visualizations should always make data easily consumable and digestible and accelerate outcomes improvement. This is where the Health Catalyst University Visualization Track comes into play. It’s one of four tracks available leading up to the 2017 Healthcare Analytics Summit.
Class attendees will learn how to:
Describe why visualization is important
Recognize commonly accepted presentation rules
Identify weakness in existing visualizations
Execute the critical steps for effective chart creation
This article provides a sneak peek into details of this workshop and the team who will be leading it.
Duncan Gallagher—a Keynote Speaker at the 2017 Healthcare Analytics Summit™ conference—is healthcare’s top expert when it comes to transitioning to value-based care.
As Allina Health’s CFO, Executive Vice President, and Chief Administrative Officer, Gallagher has first-hand experience leading a four-billion-dollar system’s transition out of fee-for-service gridlock into what’s quickly becoming healthcare’s next era: value-based care.
Gallagher argues that, while fee-for-service is the status quo, it’s not a long-term viable option.
With accolades such as 2016 CFO of the year, Gallagher has the deep industry experience required to help health systems achieve VBC-driven financial viability while prioritizing (and relentlessly pursuing) disease prevention and outcomes improvement.
When it comes to maximizing analytics ROI in a healthcare organization, the more domains, the merrier. Texas Children’s Hospital started their outcomes improvement journey by using an EDW and analytics to improve a single process of care. It quickly realized the potential for more savings and improvement by applying analytics to additional domains, including:
Organization-wide clinical improvement
The competencies required to launch and sustain such an organizational sea change are all part of a single, defining characteristic: the data-driven culture. This allows fulfillment of the analytics strategy, ensures data quality and governance, encourages data and analytics literacy, standardizes data definitions, and opens access to data from multiple sources.
This article highlights the specifics of how Texas Children’s has evolved into an outcomes improvement leader, with stories about its successes in multiple domains.
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
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.
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
With this information, organizations can start on the path to sustainable outcomes improvement.
Improving Patient Safety and Quality through Culture, Clinical Analytics, Evidence-Based Practices, and Adoption
According to the Centers of Disease Control (CDC), an estimated 70,000 patients die each year from hospital-associated infections (HAIs): contrast the CDC statistic with the fact that only 35,000 people die each year in the U.S. from motor vehicle accidents. Learn key best practices in patient safety and quality including: patient safety as a team sport, the added challenges of healthcare being the most complex, adaptive system, and how culture, analytics, and content contribute to improve outcomes and lower costs.
The Changing Role of Healthcare Data Analysts—How Our Most Successful Clients Are Embracing Healthcare Transformation (Executive Report)
The healthcare industry is undergoing a sea change, and healthcare data analysts will play a central role in this transformation. This report explores how the evolution to value-based care is changing the role of healthcare data analysts, how data analysts’ skills can best be applied to achieve value-based objectives and, finally, how Health Catalyst’s most successful health system clients are making this cultural transformation happen in the real world.
My three-day summary of the HFMA conference in Las Vegas established this year’s theme of: “This is BIG.” And it’s true. Healthcare is facing a number of BIG issues in healthcare transformation, including: regulatory impact of reform and business intelligence/analytics capabilities. Different keynote addresses and presentations examined each of these issues, and I took away some key messages.
A systematic approach to performance improvement initiative includes three components: analytics, best practice, and adoption. Taking six steps will help an organization to effectively cover all three components of success. Step 1: Integrate performance improvement into your strategic objectives. Step 2: Use analytics to unlock data and identity areas of opportunity. Step 3: Prioritize programs using a combination of analytics and an adoption system. Step 4: Define the performance improvement program’s permanent teams. Step 5: Use a best practice system to define program outcomes and define interventions. Step 6: Estimate the ROI.
The shift from volume-based to value-based purchasing and the emergence of accountable care organizations are creating a focus on comprehensive management of the health and well-being of patient populations. This doesn’t mean that individual patient care processes are unimportant or unnecessary. It does mean that healthcare systems need to improve both individual patient care processes, while at the same time learning how to manage the entire population of patients they serve. Learn more about population health management and how it is interrelated, but different than public health.
Meaningful Use and ACO reports are just two of a plethora of ever-increasing external healthcare reporting requirements. An EMR is only a partial solution due to limitations in data turnaround time, data and logic multi-purposing, and being relegated to single-vendor, homogenous environments. Learn about a solution that helps you streamline your Meaningful Use and reporting requirements and can be leveraged for clinical quality improvement, population health and predictive analytics.
Hospitals and healthcare systems need a systematic approach and tools to demonstrate ROI from their healthcare improvement projects. Bobbi Brown, VP of Financial Engagement, shares a four-step process for demonstrating ROI: 1) define the project and business need, 2) begin to quantify ROI, 3) recruit, train and plan, and 4) evaluate costs, revenue and direct benefits. Download the Health Catalyst Clinical Improvement Financial and Executive Communications tools for estimating, calculating and communicating your ROI results.