Healthcare mergers and acquisitions can involve a lot of EMRs and other IT systems. Sometimes leaders feel like they have to rip and replace these systems to fully integrate organizations. However, this is not the answer, according to Dale Sanders. This report, based upon his July 2017 webinar, outlines the importance of a data-first strategy and introduces the Health Catalyst® Data Operating System (DOS™) platform. DOS can play a critical role in facilitating IT strategy for the growing healthcare M&A landscape.
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How prepared are healthcare organizations to enter into value-based care? Many may not be ready. While early value-based care adopters have focused on improving and measuring quality, they’ve often overlooked steps to bear the associated financial risk. Now that health systems can enter into alternative payment models and risk-based contracts, they need to ensure that cost is as much a priority as quality.
Health systems can achieve sustainable value-based care success by optimizing the five core competencies of population health management:
- Governance that educates, engages, and energizes.
- Data transformation that addresses clinical, financial, and operational questions.
- Analytic transformation that aligns information and identifies populations.
- Payment transformation that drives long-term sustainability.
- Care transformation as a key intervention in value-based contracts.
A Health Catalyst Overview: Learn How a Data-first Strategy Can Drive Increased Outcomes Improvements
Without the pressure of a one-on-one demo, you can join a crowd of peers to ‘kick the tires’ if you will, as you listen to Jared Crapo—a sought-after healthcare strategist—talk through the strategic components to a data-first strategy employing a data operating system, a breakthrough engineering approach that combines the features of data warehousing, clinical data repositories, and health information exchanges in a single, common-sense technology platform that turns data into actionable assets used for all types of financial, clinical or operational outcome improvements.
Lest you worry about too much ‘pie in the sky’ strategy talk with few results to show, Sam Turman, Senior Solution Architect, will provide tangible solution demonstrations that are driving material results. Even if you aren’t in the market for Health Catalyst solutions and services, you will be able to:
- Think with more clarity through your approach to overcoming the current market challenges.
- Reconsider the strategy you are employing to build cross-organizational awareness and support to put a data-first plan at the center of your plan.
- Define action you can take today to assess your gaps, understand your options, and accelerate your progress to drive outcomes improvements.
With just 5% of patients in the United States accounting for approximately 50% of the total cost of care, health care organizations are struggling to blunt the trend. Many are waiting and watching to see what healthcare reform brings. Others began their efforts a decade ago and continue to boldly innovate with new population health models of care funded by risk-based contracts. While many of the early innovators are struggling to deliver a positive return, others are finding success as they pivot their models, giving more attention to data-driven care management strategies that more predictably suggest the right level of care to the right patients at the right time. And still others are willing to redefine ‘whole person’ care as they look beyond the traditional walls of healthcare.
A Coalition of the Willing explores the successes and struggles among care teams from the Camden Coalition, Partners Healthcare, Health Quality Partners, and others, as they discover new methods to make healthcare sustainable while serving the most complex patients in their communities. In important ways, each of these organizations have discovered positive healthcare outcomes with their most complex patients by addressing solutions to housing, employment, behavioral health and social challenges in addition to their traditional healthcare needs. Critics argue the fixes are short term at best, or the result of skewed reporting, while others fear economic catastrophe still awaits these early innovators after their years of effort to prove these new models successful. Can redefining success per-patient, improving targeted interventions, and actively using care management teams actually have a long-term impact? Join us for a closer look.
Researchers estimate that in just one year, $25 to $45 billion is spent on avoidable complications and unnecessary hospital readmissions, the result of inadequate care coordination and insufficient management of care transitions.
While increasing its efforts to reduce its hospital readmission rate, the University of Texas Medical Branch (UTMB) discovered that it lacked standard discharge processes to address transitions of care, leading to a higher than desired 30-day readmission rate. To address this problem, UTMB implemented several care coordination programs, and leveraged its analytics platform and analytics applications to improve the accuracy and timeliness of data for informing decision making and monitoring performance.
This combination of approaches proved successful, resulting in:
- 14.5 percent relative reduction in 30-day all-cause readmission rate.
- $1.9 million in cost avoidance, the result of a reduction in 30-day all-cause readmission rate.
Shared decision-making is the process by which clinicians and patients work together to make decisions and select tests, treatments, and care plans based on clinical evidence. Shared decision-making balances risk and expected outcomes with patient preferences and values, empowering patients to make informed decisions.
Project leadership at Allina Health didn’t have a way to know if shared decision-making interventions were being applied. By utilizing its analytics platform, Allina Health was able to track whether or not decision support tools were being used consistently and if shared decision-making conversations were happening, if there was variation in how and when they were being used, and if they were making a difference.
Within nine months of implementing the standard shared decision-making process Allina Health substantially increased the number of patients participating in the program:
- 749 patients have participated in a shared decision-making visit across the system, including:
- 69 percent of eligible patients with low back pain.
- 84 percent of eligible patients with early breast cancer.