Healthcare Analytics Summit Day One Recap
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Healthcare Analytics Summit: Day 1
Data can transform the healthcare industry. That’s what 88 percent of the attendees of the first-ever Healthcare Analytics Summit said going into day one. But it was just a start. After the welcome from Dan Burton, Health Catalyst CEO, and an introduction to the day’s events and the summit app, it was clear that data would be front and center. You’ll gain more insight into the data collected at HAS14 through our infographic.
That’s when the festivities began.
Keynote: How Geisinger Uses Analytics to Transform Healthcare
Glenn D. Steele, Jr., MD, President and Chief Executive Officer, Geisinger Health System
First up? Dr. Glenn Steele. The packed house listened – and interacted (something they’d do in each session throughout the day) – as Dr. Steele gave detailed insights into Geisinger’s history and experience with data, including the objections and obstacles the organization faced. A favorite complaint was “We’ll be robots without variation.” ProvenCare – what Geisinger calls its data-driven care delivery – proved this wrong. Today the system continues to rely on data to transform healthcare through affordable coverage, payment for value and coordinated care. The real good comes when healthcare organizations start to change behaviors – but none of this good happens unless data comes first.
Keynote: How Cleveland Clinic Uses Data to Transform the Patient Experience
James Merlino, MD, Chief Experience Officer, Cleveland Clinic
Next, Dr. James Merlino took the stage. A colorectal surgeon, – and a funny one at that – Dr. Merlino now heads the patient experience efforts at the Cleveland Clinic. Interestingly, Dr. Merlino made it known you can’t rely solely on feedback. To really know what the patient wants, you have to look at the data. For example, data coupled with feedback has indicated that patients are concerned about the experience, being kept informed and being treated as an individual. Data is also put to use to make improvements in the patient experience. Workflow, for example, changed once the organization started studying the data from their own patients and other industries and companies, like FedEx.
Building an Analytics Strategy Based on the Healthcare Analytics Adoption Model
Dale Sanders, SVP Health Catalyst
Dale Sanders presented the Healthcare Analytics Adoption model, a way to frame and build an analytics strategy for a healthcare organization, based on the HIMSS EMR Adoption Model. He went step-by-step for how to evaluate an organization in the model. After participants finished the exercise, they were able to email or print themselves a copy of the evaluation.
According to a survey taken before the presentation 2.6 percent operate at Level 7-8 of the model, 10.8 percent at Level 5-6, 27.8 percent at Level 3-4, 38.7 percent at Level 1-2, and 20.0 percent were at the bottom, Level 0.
Making Healthcare Waste Reduction Actionable
Dr. David A. Burton, Health Catalyst Sr. Vice President, and Greg Stock, Thibodaux Regional Medical Center CEO
Dr. David A. Burton and Mr. Greg Stock, CEO of Thibodaux Regional Medical Center, shared the timely topic of healthcare waste reduction with a packed house in this post-lunch session. One of the most “liked” moments by the audience was a quote Stock shared, “In the kingdom of the blind, the one-eyed man is king,” by Desiderius Erasmus. What does the saying mean? Even if somebody is not perfect in something, in comparison to others who are worse than him or her, he or she is considered to be the best. At one time Thibodaux just compared itself to other hospitals. If they were slightly better, that was good enough. But, good enough doesn’t work anymore, says Stock. Thibodaux has and continues to be in a cultural transformation to achieve the IHI Triple AIM: improving the patient experience of care (including quality and satisfaction), improving the health of populations, and reducing the per capita cost of health care. Waste reduction is critical to achieving these goals. To help better explain the concept, Dr. Burton shared the Anatomy of Healthcare Delivery Model, a framework he’s developed over 20 years, which includes information about the three primary categories of waste: ordering, workflow and defect. Workflow, incidentally, has the largest opportunity.
Organizing for Analytics Success
Health Catalyst Co-Founder Steve Barlow and Holly Rimmasch, Health Catalyst Chief Clinical Officer
What happens if you don’t have interaction? We learned in session # 7 (Organizing for Analytics Success) from Health Catalyst chief clinical officer Holly Rimmasch, that what you ask for and what you get are often two different things. See for yourself:
What the intended image should look like:
But when you don’t have interaction during the development process, you end up with something more like this:
Steve Barlow, Health Catalyst co-founder, explained the differences associated with how various data warehouse models operate, driving the point home further with a short shopping exercise. Would it be easier to pre-define the groceries you usually buy and then simply check them off a list when you need them? Or does it make more sense to create a list of what you REALLY need when you need it – whether you normally buy the items or not (dare we say an “adaptive” list)? This video provides more insight to the concept.
Overview of the Healthcare Analytics Market
Jim Adams, Executive Director, The Advisory Board
Until a few years ago, the healthcare market was fairly stable and the business model was straightforward: as costs went up, providers raised prices and insurers raised premiums. But now the business model has changed, explained by The Advisory Board’s Jim Adams as he spoke at day 1 of the Healthcare Analytics Summit.
In today’s healthcare market, the two new major themes are health management and the “retail revolution” (retail clinics). The retail environment means that individuals are making more decisions about their own care. It also means individuals are more price sensitive, so they are more inclined to vote for high-deductible health plans. This translates into a whole new set of requirements in the retail market because there’s more competition and individual choice — just like in a free market. It also means that prices should go down and quality should go up — a great benefit. But a free market brings with it more competition for healthcare providers, along with new prices and quality measures that have to be met. As a result, healthcare today needs to collect data from many different sources, bringing about the top three BI challenges in healthcare: culture, data governance and organization.
Getting the Most out of Your Data Analyst
John Wadsworth, Health Catalyst Vice President
Truth be told, minions are adorable. But they don’t make for the best analysts. You may get what you want to hear when your analyst acts as little more than a minion, but to really get, grasp, accept and act upon your data, you need to empower your analysts to give you the straight scoop – nothing but the facts.
This was the message shared by Health Catalyst’s John Wadsworth, who did everything in his power to not equip his attendees for success. For example, he made some attendees sort coins wearing oven mitts while others were expected to quickly analyze the contents of coin-filled jars sealed with duct tape. But there was a method to the madness – to prove a point. If you really want to use your data, let your analysts perform the jobs they were hired to do: analyze data and tell you the truth about what’s really there. You can read more of what Wadsworth has to say on common mistakes in healthcare data analytics.
How To Make Analytics A Strategic, C-Level Imperative
Gene Thomas, CIO Memorial Gulfport Hospital, and Jon Brown, Vice President and Chief Information Officer, Memorial Hospital Gulfport
As the CIO at Memorial Gulfport Hospital, Gene Thomas stated that CIOs can bend the cost curve but simply having the data isn’t enough. What you DO with the data is what will improve that curve and quality will be a byproduct. In turn, that means who an organization selects as its analytics partner is more important than who they select as an EMR partner.
Thomas also believes that the challenge of people coming into the hospital with “unmanaged manageable conditions” can be addressed with analytics.
Mission Healthcare is based in Asheville, NC, which is predominantly a retirement community. Therefore, it is no surprise that 75% of Mission’s volume is Medicare/Medicaid. This fact makes the drive to attain higher quality at lower cost front and center.
Mission knew that it needed change. So, says Jon Brown, Vice President, Associate CIO Information Technology Mission Health, they launched a campaign called “Mission re:DESIGN” where the aim is to improve internal operations while remaining flexible to the external demographics and the aging community. At the start, they had no access to data that would help them trend what was happening in in various care areas to inform any change. But, over time, Mission gained valuable access to the data – and the trends (specifically workflow and technology) were eye opening. Change resulted… until they had “analysis paralysis” (“Data became cool at Mission”), a state that included plenty of fancy pivot tables and Excel analyses, all the while nothing was changing to improve quality and lower costs. That meant more work had to be done, including highlighting what’s in it for the patient, as seen in this video.
Teaching people how to USE that data was key in terms of organizational readiness for Mission. The fundamental question everyone should ask is: “How does this information change how I am going to provide care?” Says Brown, “If you can’t answer question, then it’s probably not worth sharing the analysis.”
Creating Physician Engagement
Dr. Bryan Oshiro, Health Catalyst Chief Medical Officer, and Dr. Christopher D. Spahr, Enterprise Quality Program Development Executive, Children’s Hospital of Wisconsin
Two percent margins can change how a health system views things – including physician engagement. But, say Dr. Bryan Oshiro and Dr. Christopher D. Spahr, building physician engagement means developing a partnership between the organization’s leadership and physicians. And this isn’t always so easy.
Since the goals of physicians differ from hospital administrators, getting them on the same page as key. This starts with a visionary leader, something that Drs. Oshiro and Spahr illustrated through Tinker Toys (“Tinker Toys?” you say. Yes, read on.). The toys were used in a building exercise that showed the importance of a well-organized team with a solid set of goals. It’s the same approach required in healthcare. The pair also shared a list of best practices for getting physician engagement. Included were training and supporting the leader, putting physicians at the helm of teams building clinical quality programs, engaging intellect, and making data transparent, among others. You can read more about Dr. Oshiro’s own experience getting buy in here.
User Group Kickoff and Product Roadmap
Holly Rimmasch, Health Catalyst Chief Clinical Officer; Tom Burton, Co-Founder; Steve Barlow, Co-Founder (collectively, “the Three Amigos”); and Eric Just, Vice President
The user group kickoff and product roadmap session won the prize for soliciting the most audience feedback in a single session. But that was the point: to obtain user feedback on future products and a user group. Tom Burton, Holly Rimmasch and Steve Barlow, or as they will forever after be known, the Three Amigos, introduced the session by discussing three systems — content, deployment and analytics.
The Amigos also introduced the concept of three categories of metrics — outcomes, shared risk/revenue and technology — which can each lead to the same destination, performance improvement. Audience feedback indicated that the top two content category interests were population health and workflows. The top two financial categories of interest were improved care management and advanced shared risk solutions.
Healthcare Reform 2.0: Anticipating What’s Next
Mike Leavitt, former Utah governor and U.S. HHS administrator
Will the ACA be substantially amended? That’s one of the topics discussed by former U.S. HHS administrator and Utah governor Mike Leavitt. Says Leavitt, the healthcare reform debate today is our generation’s greatest challenge, akin to the Great Wars and the Great Depression of the past. The debate, interesting enough, is as much about who will run the system as it is anything else.
But the key to reforming healthcare, says Leavitt, is reforming Medicare, which permeates the entire delivery system. And that puts the federal government in a sticky situation – what is their role in the system they’ve created?
The Acceleration of Technology in the 21st Century: Impacts on Healthcare and the Environment
Ray Kurzweil, Chairman, Kurzweil Technologies and Director of Engineering, Google
To say Ray Kurzweil is interesting, diverse, or brilliant would be an understatement. Kurzweil is all three. And during the day’s final presentation, he was on hand to discuss … the future — and the merger of healthcare and technology. Our bodies, says Kurzweil, are remarkable and very much like technology. He relates the body to being akin to having 23,000 software programs called genes.
Looking to the future, Kurzweil’s message becomes clear: there’s a difference between linear and exponential growth and how exponential growth impacts technology and healthcare. Technological gains, for example, are exponential. With the law of accelerating trends, advancements in technology will continue at an exponential rate. And the price performance capacity of information technology will make a lot of it more cost-effect. Social media, for example, wasn’t cost-effective until about 10 years ago. Before, says Kurzweil, it was just too expensive to download all those cat pictures.
Healthcare will benefit from the same exponential growth rate in the future.
There’s plenty more to come for Day 2. You can follow the action as it happens on Twitter #HASummit14.
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