Texas Children’s Hospital had dramatically improved patient access, yet it recognized that it could advance access further by improving space utilization and proactively reallocating underutilized exam rooms. The organization developed a space visualization analytics application, and conducted a comprehensive space assessment, identifying opportunities to improve utilization of current space to increase clinic offerings—resulting in improved access for patients and families by utilizing space efficiently.
agilon health, an organization that partners with physician organizations in full risk contracts, needed a way to help its physician partners and care management staff quickly identify patients in danger of deteriorating health status and increased cost. However, taking a deeper look at the health status and costs associated with these patients was complicated by the slow manual review of data. By developing an analytics application, agilon health was able to turn its data into actionable insights, automate many manual processes, and ultimately provide targeted improvement interventions aimed at better care delivery.
Virtual Visits and Analytics Enable Continued Delivery of Ambulatory Services During COVID-19 Pandemic
With the emergence of COVID-19, Texas Children’s Hospital was challenged to make data-informed decisions that would allow it to continue offering critically needed healthcare services, while ensuring the safety of its patients, staff, and providers. Texas Children’s dramatically expanded telehealth capacity, converting most in-person primary, specialty, and mental healthcare visits to a phone or video appointment to better meet patient needs. The organization leveraged the Health Catalyst® Data Operating System (DOS™) platform and a virtual health platform to visualize, monitor, and manage the conversion to virtual health, in addition to managing in-person visit volume—enabling the effective management of outpatient capacity, utilization, and financial performance.
Acuitas Health was challenged to assist the providers it supports in rapidly modifying clinic operations to address COVID-19. Leveraging the Health Catalyst® Data Operating System (DOS™) platform, Acuitas Health is able to aggregate and visualize new data, supporting its clients in quickly transitioning to telehealth, and monitoring and managing the impact of canceled appointments on operational and financial performance.
Banner Health, regarded as a top health system in the country for clinical quality care, was well prepared to respond to the COVID-19 pandemic and had suspended elective surgeries to help keep resources available for patients with COVID-19. Leveraging Health Catalyst’s data platform and analytics, Banner Health has the integrated clinical, financial, and operational data required to develop the organization’s elective surgery financial plan.
MultiCare Health System activated its incident command structure and set out to use the EMR to support its critical data and analytics needs to manage a systemwide organizational response to COVID-19. The organization quickly identified that the EMR could not integrate data from disparate sources or provide a systemwide dashboard. It leveraged data and analytics to create a COVID-19 dashboard, allowing the organization to quickly visualize the data required to effectively plan for, and manage, the health system’s response to COVID-19.
COVID-19 required that Billings Clinic manage a disease outbreak and its organizational response to the outbreak. To respond effectively, Billings Clinic needed to integrate widely dispersed data into accurate epidemiological information. The organization utilized data and analytics to quickly visualize the data required to monitor and respond to the disease outbreak effectively.
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.
Acuitas Health improved access to data for its partner clinicians by using its data platform and closed-loop analytics to integrate data from more than ten disparate systems. Clinicians receive patient-specific details before the patient visit, allowing them to identify opportunities for health maintenance, improve quality, support data-driven medical decision making, increase adoption of best practices, and improve hierarchical condition category (HCC) coding.
Billings Clinic had its data located within multiple different source systems, which limited access to the data and decreased trust in the data. The available tools were difficult for non-analysts to use and understand, creating resistance to self-service analytics. To breakdown data silos, ensure a gold standard for metrics, and optimize its analytics use, Billings Clinic deployed a data platform and analytics application across its organization.
Length of stay (LOS) is an essential indicator of hospital operational efficiency. Albany Med compared its performance with benchmark data and determined that it could improve inpatient LOS. By convening a multidisciplinary team of providers committed to decreasing hospital LOS and leveraging its data and analytics platform, Albany Med was able to uncover underlying issues causing unnecessary extended hospital stays and substantially reduce LOS.
Organizations that participate in various Centers for Medicare and Medicaid Services sponsored programs must use a certified health IT product to electronically submit performance data. Acuitas Health partnered with Health Catalyst to develop a solution that would enable the organization to meet the electronic clinical quality measures (eCQMs) reporting requirements.
Albany Med’s clinical documentation improvement specialists provide high-quality care to complex, acute-care patients; however, Albany Med was experiencing lower reimbursement rates due to gaps in clinical documentation. The organization created a seamless process for clinical documentation with the use of an analytics application as driven by clinical leadership.
To ensure it continues the widespread use of data and analytics, Allina Health needed a plan to ensure ongoing data utilization and continuous, data-driven improvement, increasing the number of people learning from the valuable data in its data platform. By leveraging an advanced data platform and a robust suite of analytics accelerators, the health system observed significant improvements.
Texas Children’s Hospital knew that improving data access was key to driving improvements and sought to improve analytics adoption and democratize its data. By focusing on developing a culture of data access and sharing, Texas Children’s has shifted its data and analytics culture, establishing the foundation required for it to continue to advance its analytics adoption, including engaging in predictive analytics. Leaders and employees are actively investigating and sharing data, and operations are more data-driven than ever before.
Managing and retaining a talented workforce represents approximately 60 percent of hospital costs. In an effort to improve staffing efficiency, Hawai‘i Pacific Health (HPH) sought to realign its staffing practices to better manage and predict its labor needs. Utilizing its data platform and analytics, HPH was able to forecast its workforce needs and effectively manage staff schedules—two changes that led to significant cost savings.
Dartmouth-Hitchcock Health (D-HH) was committed to improving its provider performance reporting method so that providers could easily access their performance data and deliver better care to patients. With the right analytics, D-HH was able to implement an affordable solution and reduce the manual reporting required by its financial analysts.
Mission Health trauma services provide evidence-based care. Despite its efforts to measure the impact of this care on outcomes, the overwhelming burden of manual data review limited its ability to effectively monitor key process measures in a timely manner. This prompted Mission to use data and analytics for timely insights into injury-specific process measure performance and concurrent chart review to improve trauma care.
To leverage data from its trauma registry database to improve patient outcomes, Mission Health utilized its data platform and analytics, providing real-time access to data and a more comprehensive understanding of each trauma case. With an analytics-driven approach, Mission reduced emergency department (ED) length of stay (LOS) for patients with Level II trauma activation across its populations.
Emergency departments (ED) provide care for a staggering 145 million patients a year. Improving throughput times remains a top priority for hospitals as overcrowding and long wait times can lead to potential safety events and dissatisfaction with care. To improve ED throughput, Orlando Regional Medical Center (ORMC) assembled an improvement team to analyze the problem, utilizing data analytics and staff feedback to help identify a series of workflow changes designed to improve ED throughput and improve care delivery.
For every hour of direct patient care they provide, primary care physicians spend nearly two hours on EMR tasks. Registered nurses also spend a substantial amount of their time, up to 45 percent, in the EMR as part of their regular workflow. Using closed-loop analytics integrated into its EMR and COPD application, UnityPoint Health has automated and improved workflow, gained operational efficiency, and improved staff satisfaction.
Thirty percent of the entire world’s data is generated in the healthcare industry, with valuable information often locked in the EMR. For Orlando Health, the data required by operational leaders to effectively run emergency department operations were not easily accessible. By utilizing its analytics platform, Orlando Health leadership has expanded access and visibility to data to drive improvement efforts.
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.
Learn how The Queen’s Health Systems (QHS) and The Queen’s Clinically Integrated Physician Network (QCIPN) adopted a Rapid Response Analytics Solution, enabling the accelerated implementation of custom algorithms to better identify patients.
Operating room (OR) costs are substantial—time in the OR can cost between $22 and $133 per minute. Even a slight delay in start time can cost organizations hundreds of thousands, if not millions, annually. Learn how John Muir Health utilized analytics in the OR—giving the organization the ability to access the data it needed to educate staff on the reasons behind delays so that start times could be improved.