In addition to driving COVID-19 understanding within the United States, a national disease registry is informing research beyond U.S. borders. Clinicians with the Singapore Ministry of Healthcare Office for Healthcare Transformation (MOHT) have used Health Catalyst Touchstone® COVID-19 data to develop a machine learning tool that helps predict the likelihood of COVID-19 mortality. With this national data set that leverages deep aggregated EHR data, the MOHT accessed the research-grade data it needed to build a machine-learning algorithm that predicts risk of death from COVID-19. The registry-informed prediction model was accurate enough to stand up to comparisons in the published literature and promises to help inform vaccine research and, ultimately, allocation of vaccines within populations.
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As the healthcare industry continues to focus on value, rather than volume, health systems are faced with delivering quality care to large populations with limited resources. To implement population health initiatives and deliver results, it is critical that care teams build population health strategies on actionable, up-to-date data. Health systems can better leverage data within population health and drive long-lasting change by implementing three small changes:
- Increase team members’ access to data.
- Support widespread data utilization.
- Implement one source of data truth.
COVID-19 response and recovery is pushing healthcare to operate at an unprecedented level. To meet these demands and continue to improve outcomes and lower costs, healthcare analytics must perform more actionably and with broader organizational impact than ever. Health systems can follow four strategies to produce high-value analytics to withstand the pandemic and make healthcare better in the long term:
- Minimize benchmarking.
- Outsource regulatory reporting.
- Grow risk-based stratification capabilities.
- Run activity-based costing plus at-risk contracting.
Comprehensive COVID-19 understanding is a critical asset for adapting to pandemic needs, directing resources, developing vaccines, and planning for surges in a timely, informed manner. Because common barriers have impeded the progress of comprehensive data repositories, researchers have relied on surveillance data from population-level viral testing, which has proven insufficient. To significantly advance COVID-19 understanding, the medical community needs a digital patient registry that captures national-level data on how the virus impacts individuals differently according to comorbidities, lifestyle factors, and more. These essential insights lie in real-world evidence, which a registry can only deliver when it applies value sets to leverage clinical and claims data from health systems across the United States.
The 2020 Healthcare Analytics Summit™ (HAS 20 Virtual) took place for the first time from a remote platform. But, as the 2020 HAS infographic demonstrates, the remote experience delivered on HAS event’s customary high level of engagement and meaningful healthcare insights. The 2020 conference focused on the theme of analytics in the new normal, sharing insights around pandemic response and recovery to a record-setting audience.
COVID-19 has escalated healthcare’s decision-making demands, reinforcing the industry’s need for highly skilled analytics team members. As a result, health systems face mounting pressure to hire the best-suited analytics talent in a timely manner and with minimal burden on existing team members. Five proven inclusive strategies will help hiring managers efficiently build an analytics team that can adapt to healthcare’s shifting environment and also fit within an organization’s culture:
- Open positions to remote employees and conduct interviews via video conferencing.
- Insert “tollgates” into the hiring process.
- Use scenario-based role play to assess many competencies concurrently.
- Assess cultural fit.
- Follow up with and provide feedback to all candidates.
Health systems have always faced bad debt—from charity care to insurance claim denials—and COVID-19 has exacerbated its impact on revenue. While hospitals and clinics are responsible for providing care to populations, they can still generate revenue from care delivery without compromising care accessibility or quality. An effective bad debt management approach provides the patient with every financial resource possible and allows the health systems to focus less on payment and more on delivering the best care. With four tactics, health system leadership can identify bad debt and implement effective processes to minimize it without undue burden on patients:
- Identify bad debt exposure early.
- Educate patients about alternative payment options.
- Leverage technology within the workflow.
- Understand the true cost of care.
With preventable patient harm associated with over 400,000 deaths in the U.S. annually, improving safety is a top priority for healthcare organizations. To reduce risks for hospitalized patients, health systems are using patient safety analytics and trigger-based surveillance tools to better understand and recognize the types of harm occurring at their facilities and intervene as early as possible. Six examples of analytics-driven patient safety success cover improvement in the following areas:
- Wrong-patient order errors.
- Blood management.
- Clostridioides difficile (C. diff).
- Opioid dependence.
- Event reporting.
As the coronavirus continues to threaten the financial stability of health systems, there is an urgent imperative to formulate an effective financial response. In this week’s news roundup: inside the trillion dollar quest to bring hospital care to your home; three ways to leverage data for an effective financial response; how hospitals' financial recovery is tied to the health of the economy; and why the pandemic has had dramatically different financial consequences for payers and providers.
With COVID-19 presenting unprecedented challenges, health systems are struggling to financially survive. With little data about the novel coronavirus, traditional financial approaches that rely on historical information are not sufficient. However, organizations can get back on the road to financial recovery and well-being by practicing three key strategies centered around data:
- Prioritize access to real-time data.
- Understand data at a deeper level.
- Realize margin and cost by service line.
With an unpredictable future due to COVID-19, health systems must leverage data to drive decision making at every organizational level. Data visualization dashboards allow health systems to optimize their data and create a data-driven culture by displaying large, real-time data sets in an easy-to-understand dashboard. Health systems that rely on dashboard reporting maximize their data in three important ways:
- Time to value. Decision makers do not have time to wait for manually-created reports; dashboards quickly convey information so leaders can make swift decisions.
- Data democratization. Leveraging a central source of truth, dashboards allow leaders at every level to access the most updated, accurate data.
- Digestible data. Analysts can configure dashboards to highlight important figures and trends, so high-level leaders can understand complex data without diving into spreadsheets.
With COVID-19 sending health systems reeling, leaders understand the only way organizations can survive the pandemic is by driving improvement in three key areas: revenue, cost, and quality. Many traditional healthcare delivery methods, such as in-person visits, are on hold, leaving health system leaders considering how telehealth solutions allow organizations to excel in the new industry normal. Although many health systems see telehealth as a temporary healthcare delivery solution because of COVID-19, it is here to stay. And, if health systems invest in telehealth, they will be more likely to succeed in revenue, cost, and quality, even in a pandemic.
The Healthcare Analytics Summit 20 Virtual (HAS 20 Virtual) concluded three days of online programming on Thursday, September 3, 2020. Though COVID-19 forced this year’s event to take place virtually, the geographic dispersal of attendees and presenters didn’t dampen the depth of insights or level of engagement previous summits are known for. After two days of keynote addresses, breakout presentations, small Braindate gatherings, and project and solution showcase, HAS 20 Virtual maintained its momentum. The conference closed on a powerful note with yet more world-class speakers, groundbreaking innovations, and common theme of the power of analytics and human potential in healthcare’s new normal.
Day two of the Healthcare Analytics Summit 20 Virtual (HAS 20 Virtual) included keynote speakers followed by live Q&As, quizzes to earn points for the HAS game, the Analytics Walkabout, Machine Learning Marketplace, and Digital Innovation Showcase. Attendees enjoyed topical keynote speakers like Amy P. Abernethy, MD, PhD, acting CIO of the U.S. Food and Drug Administration, who discussed the importance of data in addressing COVID-19; Yonatan Adiri, CEO of Healthy.io, who presented on a smartphone-enabled urine test to improve healthcare accessibility; and Sampson Davis, MD, emergency medicine physician and New York Times best-selling author, who shared how education saved his life.
For the first time from an online platform, Health Catalyst COO Paul Horstmeier welcomed attendees to the Healthcare Analytics Summit 20 Virtual (HAS 20 Virtual), promised a highly interactive online experience that would maintain the breadth and depth of expertise as well as the spirit of innovation of the conference’s in-person iterations. HAS 20 Virtual will also provide some of the fun and good humor attendees have enjoyed in year’s past–from the Virtual fun run to the friendly competition for the most notable socks–HAS 20 Virtual has moved these activities online. Highlights from Day one of HAS 20 included keynotes from Eric Topol, MD and Ari Robicsek, MD, as well as two breakout session waves.
As organizations confront a post-COVID-19 world, leaders must balance pandemic-driven practices and environments with team member eagerness to and uncertainty towards returning to business as usual. Even though ongoing fear and stress are inevitable, leaders and managers can use a positive workplace culture to support employees, engage their teams, and foster productivity. Safe, reliable access to health and wellness, remote mental health resources, and consistent communications will help organizations establish and maintain a positive culture that remains a steadfast source of support as the healthcare industry navigates the next phases of COVID-19.