The ambulatory practice data for Community Health Network (CHNw) were located throughout various systems, leading to unproductive operations, slow reporting, and insufficient actionable information. CHNw leveraged its analytics platform to integrate the data and provide the ambulatory analytics required for effective practice management. The organization can quickly and efficiently visualize key performance indicators, including ambulatory income statements, productivity, access measures, costing, revenue cycle performance, and payer contracting data.
Community Health Network
Community Health Network (CHNw) rapidly adjusted to COVID-19, changing primary care appointments to virtual care. With this change came the need for new data and analytics to assess the impact on the number of completed appointments, and the implications for provider productivity and reimbursement rates. CHNw is using data and analytics to effectively manage the transition from in-person visits to virtual visits, safely meeting patient needs while also ensuring ongoing financial viability.
Community Health Network (CHNw) desired to understand the financial, provider, and overall impact of COVID-19 related declines in elective surgeries. The data needed to understand the impact and prioritize the organization’s elective surgery restart plan resided in disparate systems, requiring hundreds of hours of manual data review. Using data and analytics, CHNw is able to plan how to optimally meet its patients’ needs and effectively recover from COVID-19 revenue loss.
Caregiver satisfaction and voluntary turnover at Community Health Network (CHNw) were negatively impacted by a lack of standard processes, which resulted in rework and communication gaps regarding procedures and increased labor costs, reducing CHNw’s environmental services (EVS) team’s ability to deliver core services. In an effort to reduce voluntary turnover rates, CHNw convened an improvement team to improve processes, training, and communication related to cleaning requests, which has led to reduced voluntary turnover and labor costs.
Community Health Network identified that inconsistent oversight of durable medical equipment (DME), and process variation, were a likely source of waste and lost revenue. The health network sought a systemwide, data-driven process for the purchasing, dispensing, and billing of DME. A data platform and analytics applications were utilized to understand organizational performance, identify opportunities for improvement, and evaluate the impact of these changes on patient, financial, and organizational outcomes.
Community Health Network, a hospital system in Indiana, discovered that its hospital-acquired C. diff infection (HA-CDI) rate was higher than the national benchmark. The organization knew it needed to decrease infection rates, but without timely, meaningful data, leaders couldn’t identify the right areas to focus improvement efforts. With the use of a high-level, robust analytics system that allowed better access to data, team members were able to determine where to focus their efforts.
Community Health Network (CHNw) observed higher than national rates of maternal substance use disorder, with a higher number of pregnant women having positive drug screens for opioids, cocaine, amphetamines, barbiturates, and benzodiazepines. It developed a care coordination and substance use program to help reduce the incidence of substance use disorders among pregnant women. Using its data platform and analytics applications, CHNw was able to evaluate the impact of various process measures on patient outcomes.
Community Health Network had implemented evidence-based care; however, the sepsis mortality rate remained higher than desired. To address this situation, the health system established a sepsis council to coordinate a sepsis improvement plan and implemented an analytics platform to gain insight into sepsis care performance.
Community Health Network (CHNw) was keenly aware of the needs of the elderly population in its communities of impact. However, despite the development and implementation of a successful geriatric program, the organization lacked access to, and visibility of, meaningful data to quantify program outcomes. The CHNw Geriatric Evaluation and Management (GEM) team used an analytics application to demonstrate the sizeable, positive impact of the GEM team care and interventions on both patient and financial outcomes:
Community Health Network (CHNw) was keenly aware of the impact that opioid prescribing patterns have on potential opioid misuse and set a focus on decreasing opioid prescriptions; however, it lacked access to meaningful data that could be used to understand the volume of opioids that were prescribed postoperatively. CHNw created an orthopedics guidance team and leveraged data within its analytics platform to gain insight into prescribing habits over time.
For healthcare organizations, the ability to analyze problems and implement timely, effective improvements is necessary to maintain a competitive advantage, requiring a consistent, systematic approach to introduce and implement change. By developing a new strategy focused on uniform adoption, education, and ongoing oversight, Community Health Network changed the way it approached all organizational improvement efforts.
When healthcare information systems don’t talk to each other, countless inefficiencies and patient safety issues may arise.
Community Health Network (CHNw) believes in delivering outstanding care to every patient. In order to minimize patient safety risks and inefficiencies resulting from using different EHRs, CHNw embarked on a journey to integrate its healthcare information technologies. After implementing a Late-Binding™ Data Warehouse from Health Catalyst that integrates all key data sources, CHNw now has a consistent and comprehensive perspective for multiple patient encounters across the enterprise. It has achieved the following results:
Data from multiple EHR vendors, including four inpatient EHRs and two ambulatory EHRs, plus five transactional systems—HR, patient experience, patient safety, finance, and supply chain— were integrated within 12 months.
More than 55,000 data elements and over 18 billion rows of data were incorporated.
Patient-to-patient matching was implemented for over one million patients across the four inpatient EHRs. This is vital for managing patient populations.
Operational efficiency was improved by 70 percent, with data architects spending an estimated 15 percent of time supporting interfaces compared to an estimated 40-50 percent before the integration. In one example, CHNw linked its ERP/costing system to the EDW’s EHR source marts with just a single interface; previously, this would have required building separate interfaces for all six EHRs.