Health Catalyst Recommends

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HealthCatalyst Recommends
John Wadsworth

When Healthcare Data Analysts Fulfill the Data Detective Role

There’s a new way to think about healthcare data analysts. Give them the responsibilities of a data detective. If ever there were a Sherlock Holmes of healthcare analytics, it’s the analyst who thinks like a detective. Part scientist, part bloodhound, part magician, the healthcare data detective thrives on discovery, extracting pearls of insight where others have previously returned emptyhanded. This valuable role comprises critical thinkers, story engineers, and sleuths who look at healthcare data in a different way. Three attributes define the data detective:

  1. They are inquisitive and relentless with their questions.
  2. They let the data inform.
  3. They drive to the heart of what matters.

Innovative analytics leaders understand the importance of supporting the data analyst through the data detective career track, and the need to start developing this role right away in the pursuit of outcomes improvement in all healthcare domains.

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Bobbi Weber

The Six Care Management Challenges Healthcare Must Overcome

Most health systems struggle to succeed in care management. Whether it’s the frustrating, manual, fragmented processes or the ubiquitous lack of standardization in care management, health systems aren’t alone when it comes to the six care management challenges they struggle to overcome:

  1. Fragmentation
  2. Limited data access.
  3. Poor data quality.
  4. Limited involvement in IT and data governance.
  5. Lack of standardization.
  6. Limited visibility and transparency for program evaluation.

The consequences of these challenges are widespread, ranging from wasting valuable staff time to delaying patient entry into the right care management program. Although far from easy, overcoming these challenges is a must for the industry to achieve the Triple Aim. Fortunately, the future of care management—automated, streamlined, and patient centric—is bright.

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Tom Burton David Grauer

Outcomes Improvement Governance: The Quest to Achieve More with Less

Improving outcomes in any healthcare organization is a complex and lengthy process. Good intentions and committed people are vital, yet something more is required. Improving outcomes requires good governance. This means the right leadership and management structures, clear and well-designed processes and an explicit strategy. When done successfully, well designed and executed governance optimally allocates scarce resources and significantly accelerates the breadth and depth
 of outcomes improvement. In this session, Tom Burton, Co-founder and Executive Vice President, and David Grauer, Senior Vice President of Professional Services, Health Catalyst will share best-practice governance principles and steps that lead to improved outcomes.

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Health Catalyst

Care Management: A Critical Component of Effective Population Health Management

Unprecedented changes in the healthcare payment system have resulted in health organizations across the country investing in the pursuit of the Institute for Healthcare Improvement’s (IHI’s) Triple Aim to improve population health, improve patient experience and outcomes, and reduce costs per capita. Health organizations must develop effective population health management strategies, and they need the right data and analytics to inform their initiatives.


Once armed with the information to make data-driven decisions, leading healthcare providers are implementing care management programs, which have proven to be helpful mechanisms for achieving the Triple Aim. Many healthcare organizations have identified specific patient cohorts to monitor the impact of care management interventions on individual and population health outcomes.


Data-driven care management programs that target high-risk and rising-risk patients can achieve impressive results, including:

  • Up to 20 percent lower rates of hospitalization in mature care management programs.
  • Lower rates of emergency department utilization.
  • Decreased costs.
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Health Catalyst

How to Significantly Reduce Inpatient Admission Times and Improve Patient Satisfaction

Admitting a patient to inpatient care is a complex process that, unless carefully managed, can lead to long delays in service and a poor patient experience.


Thibodaux Regional Medical Center’s consistent focus on patient satisfaction has earned the 185-bed community hospital, located one hour southwest of New Orleans, the Healthgrades® Outstanding Patient Experience Award™ every year since 1998. Not surprisingly, when Thibodaux leadership recently analyzed the hospital’s inpatient admit process, they did so from their patients’ point of view and determined to cut admission wait times. Using focused process improvement methodologies, areas of waste were uncovered, exposing problems such as redundant data collection, and inconsistent processes, which would require innovative solutions.


Integrating concepts from the Health Catalyst improvement methodology into its own Lean Six Sigma processes, and with the support of professional services from Health Catalyst, Thibodaux deployed a systematic set of solutions to significantly improve the admission process.


Thibodaux’s efforts are driving measurable improvements in the hospital’s inpatient admission process, including:

  • 55 percent reduction in average inpatient admission time
  • Ranked 99th percentile for patient experience
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