On Thursday, the last day of the Healthcare Analytics Summit, attendees learned about a “flipped” health system from Maureen Bisognano; found out from Robert DeMichiei that we “have a cost problem” (but it’s not what you think); discovered the four ways healthcare got into this predicament—and what to do about it—according to David Nash, MD; and saw what a “Coalition of the Willing” can do in low-income communities with the HAS Documentary.
Learn more about Paul Horstmeier
Paul Horstmeier brings 25 years of Fortune 500 and small business operations and general management experience to Health Catalyst. He co-founded HB Ventures and filled senior executive roles at HB Ventures portfolio companies. Within Hewlett-Packard, Mr. Horstmeier launched and grew three different businesses, including co-founding HP's commercial e-commerce business which later expanded to include the management of the data systems and infrastructure for marketing operations across the company. As Vice President of HP.com, he headed up a 700-person organization which was awarded nearly every industry award for quality and innovation during his tenure.
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The 2017 Healthcare Analytics Summit started Tuesday night with the Analytics Walkabout, the Products and Services Showcase, and the Care Management Show. Wednesday morning featured a fascinating keynote addresses from Thomas Davenport, Eric Topol, and Dale Sanders. Attendees were also treated to the HAS 17 Edition of “Hollywood Squares” with Tom Burton.
Tom Davenport, one of the top three business/technology analysts in IT and one of Fortune’s top 50 business school professors, pioneered the concept of “competing on analytics” and is the opening keynote speaker for the 2017 Healthcare Analytics Summit.
Having written/edited 18 books and more than 100 articles, Tom is cofounder of the International Institute for Analytics and senior advisor to Deloitte Analytics. Tom is known for making the most complex concepts accessible—a critical skill an industry as complex as healthcare.
And when it comes to big data, Tom is dedicated to equipping healthcare leaders with a clear, useful understanding of what it means from a technical, consumer, and management perspective so health systems can make fact-based, data-driven decisions that lead to outcomes improvement.
The next step in the evolution of executive decision support is here—introducing Leading Wisely. With real-time alerts and customizable reports, healthcare leaders now have access to the actionable insights and meaningful information they need to make strategic decisions. Unlike traditional dashboards or static reports, Leading Wisely helps executives avoid being blindsided, giving them complete control over their data.
When it comes to outcomes and process improvement in healthcare, Maureen Bisognano is the industry expert.
With deep healthcare experience that began at Quincy Hospital, where Maureen worked as a staff nurse, then Director of Nursing, then Director of Patient Services, and then COO, she is currently the Institute for Healthcare Improvement (IHI) President Emerita and Senior Fellow.
Maureen’s interest in healthcare improvement began when her brother, Johnny, was diagnosed with Hodgkin’s disease at age 17. Johnny’s hospital experiences inspired Maureen to dedicate her life to improving patient lives.
As a keynote speaker at HAS 17, Maureen will share her inspirational story and practical approach to quality improvement.
Introducing Health Catalyst MACRA Measures & Insights—Addresses Top Physician Concern: Capturing Compliance Measures
A recent Health Catalyst®/Peer60 survey revealed that compiling quality metrics is the top concern for physicians—a regulatory burden expected to worsen in 2017 as physicians struggle to report quality metrics for the Medicare Access & CHIP Reauthorization Act (MACRA)—the federal law that changes the way Medicare pays doctors.
MACRA Measures & Insights™—Health Catalyst’s new MACRA solution—does so much more than alleviate this reporting burden:
Helps health systems track and monitor all MACRA measures across multiple departments.
Helps systems maximize Medicare reimbursement and monitor performance against measures year over year.
Enables healthcare organizations to tactically and strategically identify the optimal measures to include within multi-year, value-based care contracts with commercial payers.
Powered by the Health Catalyst Analytics Platform™, which can integrate virtually all of the granular data in a healthcare system, including claims and other external data, MACRA Measures & Insights gives health systems deep insight into performance measures at the degree of detail required for measurement and performance improvement.
Despite its prevalence in many other industries (and its use by most Americans every single day), machine learning in healthcare is far behind. But not for long, because Health Catalyst® is bringing this life-saving technology to healthcare with catalyst.ai™—a new machine learning technology initiative that helps healthcare organizations of any size use predictive analytics to transform healthcare.
The clinical, operational, and financial opportunities catalyst.ai gives health systems are limitless:
Prevent hospital acquired infections.
Predict chronic disease.
Reduce hospital Length-of-Stay.
Catalyst.ai™ (machine learning models built into every Health Catalyst application) together with healthcare.ai™ (a collaborative, open source repository of standardized machine learning methodologies and production-quality code that makes it easy to deploy machine learning in any environment), represents a new era of powerful predictive analytics that will not only improve outcomes, but also save lives.
Health systems are faced with the challenge of doing more than just reducing costs and improving quality of care—they must maximize their Return on Engagement by identifying and working with the patients they’ll impact the most.
Health Catalyst’s Care Management Suite promises to help systems identify and improve the outcomes for these patients by delivering a comprehensive population health approach that addresses the five critical parts of any successful care management program:
Patient Stratification and Intake
What’s unique about Care Management Suite is its innovative, multi-pronged approach. It’s a mobile-first, patient-centric, end-to-end solution designed to help healthcare organizations succeed in a value-based world.
How Rookie-style Leadership Can Help Transform Healthcare, According to HAS™ 2016 Keynote Liz Wiseman
As we define critical goals in healthcare transformation (improved outcomes and control of cost, for example), it is just as important that we identify the type of leadership best suited for these objectives. And, much like we’re disrupting our approach to healthcare, we’re also disrupting some common notions about effective leadership. We may have traditionally valued leaders as absolute experts and indispensable parts of an organization. Effective leadership today, however, may be more rooted in what leaders don’t know—in other words, how they ask questions and capitalize on the knowledge around them.
In answer to today’s leadership challenges, Liz Wiseman proposes what she calls “rookie smarts.” She argues that the real power lies in what we don’t know and that asking good questions outweighs knowing all the answers.
It’s one thing to learn more about healthcare analytics and outcomes improvement, but quite another to put your knowledge to work in front of an audience for a chance to win great prizes. Selected participants at the HAS 16 game session, The Price Is Right, will take the stage to use their data expertise in activities modeled after the game show and redesigned around healthcare analytics principles. With real substance, the highly interactive session is designed to be as thorough a learning opportunity as it fun.
Programming will cover:
Matching patients to programs
Engaging all stakeholders
The Necessity of the Three Systems
Since HAS launched in 2014, the annual conference has conveyed and generated a lot of knowledge and also inspired an appetite for more—more in-depth explorations of complex topics, more time with substantive experts, and more opportunities for interaction among attendees. In 2016 the summit responds with an addition to the programming: three two-hour sessions that allow for expansive expert presentations and guided dialogue within the audience.
Topics for these “deep dives” at HAS 16 include:
Partners’ Care Management Strategy: A10-Year Journey
Improving Outcomes in a Value-Based Environment: Holistic Care Management for Complex Medical Conditions
Leading Adaptive Change to Create Value
Considering the impact that criminal justice has on society (from the cost of incarceration to our everyday safety), optimal decision making is paramount. To make the best choices, judges and law enforcement need data science. Without analytics, they’re left relying on instinct and experience, which, while highly valuable, are best employed together with research-based instruments.
Having recognized this clear need in the criminal justice system, Anne Milgram has led the development of data-driven tools to support better decision making when it comes to differentiating between high- and low-risk criminals. This helps ensure that more dangerous individuals stay behind bars while their less threatening counterparts are freed (thereby freeing governments from the expense of unnecessary incarceration).
There’s something for everyone at the Healthcare Analytics Summit, but to stay ahead of the curriculum curve, Health Catalyst surveys attendees to learn how to improve. The surveys said there is a desire for higher level, hands-on technical training. This year, in addition to case study and educational breakout sessions, technical sessions will be offered for the first time. This new track features five sessions:
FHIR’d up about Clinical Data Intelligence: Cleveland Clinic’s Real-Time Decision Support System
Powerful Ways to Use Hadoop in your Healthcare Big Data Strategy
Deploying Predictive Analytics: A Practitioner’s Guide
Security Frameworks in Data Warehousing and Their Interplay with Healthcare Analytics
Text Analytics: You Need More than NLP
Read more about what a technical session comprises, who should attend, and how the Healthcare Analytics Summit curriculum is more relevant than ever.
There are several reasons to attend the Analytics Walkabout, back by popular demand at the 2016 Healthcare Analytics Summit, but there are two in particular that make this a not-to-miss event:
#1: The rare chance to have one-on-one conversations with outcomes improvement team members. Analytics Walkabout attendees have the opportunity to meet, talk to, and learn from outcomes improvement teams from a wide range of healthcare organizations, from children’s hospitals to ACOs, about the strategies behind their successes.
#2: More than 30 Clinical, Financial, Analytic, and Operational Outcomes Improvement Successes. The Analytics Walkabout showcases a variety of outcomes improvement focus areas, from clinical (improving sepsis) to financial (managing costs in an at-risk environment).
Analytics Walkabout participants will come away with how-to strategies they can apply to their own improvement projects.
Many healthcare organizations find they are behind in quality improvement efforts and awash in a sea of wasteful spending. Dr. Jay Bishoff of Intermountain Health has many great talking points on how to deal with this, chief among them the need to get started now. In this article, and as a keynote speaker during the 2016 Healthcare Analytics Summit, he will elaborate on these seven principles of a quality improvement program:
Explain the why behind any process improvement effort.
Training may be needed to articulate the why, even for those who see and understand the problems.
Pick something to improve and get started. Don’t overcomplicate this step.
Gather data on the process being improved.
Get everybody who’s involved in the process involved in the process improvement. Then diagram the people and processes.
Develop leverage points where interventions can be inserted and from which changes in data can be measured.
Adjust, measure the data again, and then move on to the next thing.
Population Health can mean many different things depending on whom you ask or what you read. The one common element among all the definitions is the focus on outcomes. These outcomes can be related to quality (successfully treating the patient), experience (the patient’s satisfaction with the care that was provided), or cost outcomes (reducing errors and a decline in length of stay). In the end it means delivering the highest quality care for patients at the lowest possible cost over and over again. To ensure these outcomes are tangible, sustainable, and transferable a three-system approach is necessary: a best practices system (to determine what should be done), an analytic system (to tell the organization how it’s doing versus the goal), and an adoption system (to report the results to the organization).
Truven recently conducted its annual 100 Top Hospitals Study. Using objective and independent research, and publicly available information, Truven determines the top-performers based on a variety of performance measures, from mortality to readmissions.
For this first time in the study’s 23-year history, the top-performing hospitals were able to simultaneously improve outcomes and reduce costs. When interviewed about the reason behind this unprecedented trend, Truven’s Senior VP of Performance Improvement credited “uniformity and consistency.” But the report reveals other commonalities among the winners:
Data and Analytics
This curation summarizes the study’s high-level findings, including specific achievements.
We hand-picked the most interesting, useful, credible factoids from 2015 (including the plethora of facts that came out of the 2nd Healthcare Analytics Summit) to create an easy-to-share presentation. The 32 factoids included in this presentation revealed several interesting healthcare trends:
Trend #1: Healthcare analytics continue to improve outcomes and save money. For example, OSF’s predictive readmission model reduced its all-cause readmission rate to less than 10%.
Trend #2: New technologies are improving patient engagement. For example, 73 percent of health executives surveyed see positive ROI from personalization technologies, and 76 percent of doctors say patient use of wearable health devices improves engagement.
Trend #3: Patients and providers agree on data is useful but have security and interoperability concerns. For example, 83 percent of patients don’t trust EHR safety and security, and 83 percent of physicians are frustrated by EHR interoperability.
Although a majority of healthcare leaders understand the importance of using analytics to improve outcomes and reduce costs, only 15% of hospitals use predictive analytics. We hope to see analytics use increase in 2016, and we’re excited to see how technology will continue to engage patients and lead to better health outcomes.
As the healthcare industry continues to transition to value-based models, more health systems are becoming insurers. Intermountain Healthcare’s health plan divisions, SelectHealth, has been around for 30 years. Intermountain has a long history of striving to improve patient care and reduce unnecessary expenses.
Now Intermountain is passing its cost savings onto customers through its new health plan, SelectHealth Share, which locks in yearly rate increases at approximately four percent. There are numerous financial risks associated with this plan, but Intermountain has the systems and infrastructure in place to manage these risks.
The new plan requires close collaboration from all stakeholders: unaffiliated providers must adhere to Intermountain’s changes, like using an EMR; employers must pay at least 70 percent of average premiums; and employees need to proactively manage their health using online tools. Intermountain’s attempts to make coverage a “predictable expense” deserve recognition.
Career Contessa (a blog for professional women) selected Health Catalyst as one of Salt Lake City’s top 5 companies with the best benefits for women thanks to a culture that prioritizes work-life balance and offers numerous benefits:
Unlimited paid time off
Breakrooms with free food and drink
Flexible work hours
Treadmill and stand-up desks
Above average compensation
Deloitte Report Reveals Why Health Systems Lack Integrated Healthcare Analytics Strategy; Recommends Adoption Framework
A 2015 Deloitte Report investigates why health systems lack integrated healthcare analytics strategies (despite acknowledging the myriad of benefits analytics-driven insights offer):
Lack clarity on current analytics spending.
Culture, operating models, and fragmented oversight.
Lack of access to funding and skilled resources.
Numerous confusing vendor product offerings.
Inconsistent industry definitions of analytics.
The report concludes by recommending analytics adoption guidelines, from engaging committed leaders across the enterprise and implementing a structured data governance model to emphasizing data and technology standards to promote interoperability.
Healthcare organizations from Hamburg to Gothenburg to Boston are realizing the future of care delivery through a value-based approach, as portrayed in this video documentary featuring professor Michael Porter of the Harvard Business School. Measured Outcomes: A Future View of Value-Based Healthcare explains how value-based care is a methodology that involves standardizing outcome measurements, tracking them over the long term, and putting clinical teams in place with the longevity needed to build a sustainable program. More importantly, it is healthcare that matters most to patients because they report and track their own quality measurements, giving them a say in their own healthcare experience. Providers are winning, patients are winning, and the results for the organizations showcased in this video are remarkable, such as an 88 percent prostatectomy success rate for the Martini-Klinik in Hamburg, Germany, compared to a 32.8 percent rate for the rest of the country. And with just 10 surgeons on staff, they are doing more volume than any other facility in the world, by far, all attributable to their value-based approach.
Dr. Timothy Sielaff, a liver and pancreas surgeon, learned early in his career of the need to treat the entire patient, not just the illness, and, it takes a village to make it work. At the center of it all are nurse care coordinators whose role as advocate, communicator, and troubleshooter, allows patients to focus on being well, getting well, and getting back home to their families. Coordinating care across the spectrum of oncology treatments produced such remarkable results for the patient and their families that today; every new cancer patient has access to a nurse care coordinator. Dr. Sielaff believes clinicians can apply the knowledge gleaned from caring for individual patients to entire populations of patients and promote health in the communities they serve.
Three years ago, Mayo Clinic’s emergency services—22 emergency care sites serving Minnesota, Wisconsin, and Iowa—were coming up short of the flagship hospital’s reputation as a world leader in health care. What you’d normally associate as problems with a more dysfunctional system—mismatched talent acquisition, excessive patient transfers, financial waste, a dissatisfied workforce—unfortunately defined the Division of Community Emergency Medicine at Mayo. The outcomes of this non-standardized system were apparent in the dissatisfied and mistrustful patients, as well. Fortunately, value-based purchasing and capitated payments came along under the Affordable Care Act in 2011 and Mayo leadership began the move toward integration and standardization. Leading the way was Dr. Christopher Russi, Chairman of the Division of Community Emergency Medicine at Mayo. Under his leadership, the turnaround has been nothing short of spectacular, with the emergency clinics in all 21 communities providing trusted safety nets and gateways into the larger healthcare system. Dr. Russi will present this outcomes improvement case study during the 2015 Healthcare Analytics Summit in Salt Lake City.
It’s not the easiest of tasks to standardize the myriad processes and drive out waste from an organization the size of Cincinnati Children’s Hospital, but this has been accomplished behind the determined efforts of Dr. Frederick Ryckman and his dedicated team as they have saved more than $50 million over the past two years. They’ve also decreased hospital-acquired infections by more than 50%. All this adds up to doing what is best for patients: improving their quality of care, improving safety of that care, and decreasing their costs. It’s required a top-down approach, starting with leadership focus and prioritization, but the entire organization is vested in the mantra “the best at getting better.” Dr. Ryckman is a presenting his Outcomes Improvement Case Study in a breakout session during the 2015 Healthcare Analytics Summit.