Transforming healthcare takes more than just dashboards and data. It takes an entirely new approach combining best practices, analytics, and adoption of the improvement program throughout the entire organization. Which is why Health Catalyst Clinical Improvement Applications offer tools to help organizations with all three of those systems. The applications contain starter content (best practices), which includes a knowledge brief, a care process improvement map, and an outcomes improvement packet. Of course, analytics is also part of the applications in the form of precise patient registries, outcomes and process metrics, and visualizations. And finally, Health Catalyst includes deployment services to drive adoption of improvement work. This includes engagement with health system teams and sharing of insights based on work from a variety of healthcare organizations across the country and the world. Armed with a Clinical Improvement Application, a health system is in a better position to make real, meaning changes resulting in outcomes improvement for patients and itself.
Learn more about Susan Easton
Susan Easton joined Health Catalyst in May 2013 as an Engagement Executive. Susan brings over 30 years of healthcare experience, starting with direct patient care and spending the majority of her career in leadership roles in the areas of quality, safety and healthcare analytics. Susan spent 19 years dedicated to improving clinical care including the implementation of analytic systems to support performance improvement across the continuum of care. Prior to joining Health Catalyst, Susan was an Executive Director at PeaceHealth where she was responsible for enterprise wide data warehousing, business intelligence analytics, clinical quality and Patient Experience. During her 26 years at PeaceHealth, Susan had a variety of duties and responsibilities outside her primary director role including overseeing a variety of technical teams: application development team, interface team and database administration team. Additionally she held operational leadership roles managing the peer review process, serving in a variety of roles related to health information management and including administrating several clinics and opening a walk in clinic in a rural setting. Ms. Easton has an educational background that is both clinical and business related with undergraduate work in nursing and a Masters Degree in Business.
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As the healthcare industry shifts from a fee-for-service to pay-for-performance and accountable care organizations are under greater pressure to make improvements to their clinical, financial and operational outcomes. As clinical quality improvement efforts grow systematically improving and sustaining care across the organization becomes more challenging. In order to ensure sustainable, long-term change a cross-functional, team-based approach that accelerates the implementation of change throughout the organization is necessary. This is the adoption system. Without an adoption system, improvement initiatives become a series of one off projects that may have a temporary positive impact, but soon return to the baseline level.
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.