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Marie Dunn

Marie Dunn joined Health Catalyst in September 2014. Prior to Health Catalyst, Marie worked for The Advisory Board Company in Washington, DC. Marie completed her undergraduate work at the University of Virginia and graduate work at Harvard School of Public Health.

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Maggie O'Keefe
Marie Dunn

Improve Patient Engagement with Five Public Health-Inspired Principles

Patient engagement is critical as we move toward population health—as patients who engage in their own care by following medical recommendations and making healthy nutrition and lifestyle choices will have better outcomes and experiences.
There isn’t, however, a clear path to successful patient engagement. Fortunately, public health can lend several established principles that may help us better involve patients in their own care:

Using systematic, population-level solutions that require less individual effort.
Engaging patients on interpersonal and community levels as well as personal.
Identifying root-cause, assessing and capitalizing on strengths, and engaging stakeholders.
Using strategies from behavioral economics to help individuals make good choices.
Anticipating failure and learning from it.

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Marie Dunn

No More Excuses: We Need Disruptive Innovation in Healthcare Now

U.S. healthcare is one of the most technologically advanced industries in the world, yet it has such a difficult time transforming some of its most mundane problems (cost, quality, and service). With these problems, we are not so different from many other industries, so we should be able to learn from the individuals and industries that have succeeded in finding answers. At the same time, we need to recognize that healthcare is incredibly complex, so we need to search within for barriers that prevent disruption and innovation. The future of healthcare lies in technology, but more importantly, in our ability to pave the way for its implementation starting right now.

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Russ Staheli, MPH

5 Ways to Mitigate ACO Risk Using Analytics

Many healthcare organizations seem to have been in perpetual pilot stage while experimenting with value-based payment models. Healthcare organizations are focusing their efforts in two primary areas: developing the skills to successfully manage at-risk contracts and, preparing for the considerable business and care delivery transformation necessary for true population health management. But what are the foundational competencies needed to take on risk?  Healthcare organizations should consider the following 5 key areas:  1) at-risk contract management, 2) network management, 3) care management, 4) performance monitoring, and 5) improvement prioritization.  The value of analytics in each of these competency areas is to prioritize limited resources on the highest impact area.

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