August 18-23, 2013 - TDWI World Conference 2013: Agile BI
Stanford Health Care and Health Catalyst (solution sponsor) were recognized for winning the 2013 TDWI Best Practices Award in “Enterprise Data Warehousing.”
Health Catalyst’s VP, Brian Eliason joined Stanford’s Glenn Drayer, Director of Enterprise Business Intelligence, to accept the award on August 19th at TDWI’s 2013 World Conference in San Diego. Read a summary of the winning solution below.
Category: Enterprise Data Warehousing
- Stanford Health Care
- Solution Sponsor: Health Catalyst
Stanford Health Care is known worldwide for advanced patient care provided by its physicians and staff, particularly for the treatment of rare, complex disorders. SHC is ranked by US News & World Report as one of the best hospitals in America. Closely aligned with Stanford University Medical School, SHC includes a 613-bed ACS Level 1 Trauma Center, with over 2,100 medical staff, 700 interns and residents, and 2,100 RNs servicing more than 725,000 inpatient, outpatient, and ER visits each year.
SHC deployed the Health Catalyst Late-Binding™ Enterprise Data Warehouse (EDW), along with a unique multi-disciplinary approach and processes to drive quality interventions that improve health outcomes for patients. The project is especially critical to enable SHC to achieve its triple aim of improved patient care, reduced costs, and enhanced patient satisfaction.
Stanford Health Care’s EDW architecture, along with a unique multi-disciplinary approach and methodology, have driven quality interventions that, in early results, have improved health outcomes for Stanford’s patients. These two innovations combined to give SHC’s users previously unheard-of insight into opportunities for quality improvement and a clear process for the deployment of focused interventions.
As a result, SHC produced a number of early, promising results, including reducing 30-day readmissions for heart failure patients and significantly lowering staff surveillance requirements for major hospital-acquired infections. Such improvements are mission critical for today’s hospitals, which are confronted by a revolution in their fundamental profit structure. To succeed under federal health reform, they must improve the quality of care they deliver, be able to measure and report on health outcomes across their entire patient population, and drive down costs.