HIStalk Interviews Penny Wheeler, MD, President and CEO, Allina Health (HIStalk)
[Posted 01/06/2015 by Mr. HIStalk]
You’re a brand new health system CEO, unusual in that you’re female, you’re a practicing physician, and you’re not afraid to get your hands dirty digging into IT and data issues. What are the challenges Allina is facing and how does IT fit into those?
The challenges aren’t atypical to other healthcare organizations. Our biggest challenge is that what we want to accomplish for our mission isn’t necessarily the way that our incentives are lined up right now. Our financial success doesn’t always equal the success for our patients.
For example, right now we’re having, unfortunately for the community, a bad flu season. A lot of people are getting sick. That’s meaning good things for us financially. That’s not the way it should be. We want to help drive an incentive system that rewards us for good health for the community. That’s our biggest challenge.
The challenge to get to that is the second biggest challenge … to transform into a whole different business model. What we have to do to reduce costs and have the right information to do that.
The third thing would be to have the infrastructure set up to be able to do that successfully, which is why this information and turning data and information and consolidating that and organizing that in a way that actually can move towards better outcomes is so important.
Regarding the announcement that just came out (Allina Health and Health Catalyst Sign $100 Million Agreement Creating Model for System-wide Outcomes Improvement), most people would see Health Catalyst as an IT tools and services vendor. What gave you the confidence to let them get so involved in quality projects going beyond the technology?
We have a history with Health Catalyst. We were their first customer out of the chute when they were a two-man shop, then known as Health Quality Catalyst. At that point, I was leading the quality agenda for the organization. I saw that we had insufficient information to know what outcomes we were getting at what price for the patients we served.
We had to integrate dozens of databases to be able to show what that looked like, to show our outcomes. The electronic medical record was not enough. It was one source input, but it wasn’t nearly enough for us to do what we needed to do to get all the — you can call it big data, you can call it whatever you want — integrated in a way that it allowed us to focus our resources correctly for patients.
We engaged the two founders of the Health Quality Catalyst, now Health Catalyst, Steve Barlow and Tom Burton. We were their first customer because we realized we wanted a way to set up a data in an integrated way akin to what Intermountain Health had done, and they came from Intermountain Health.
There’s the question of whether organizations don’t have enough data or whether they don’t have the willingness to act on the data that may already have available to them. How do you quantify an organization as to whether they’re ready to be data driven?
I’d say it’s neither of those two things. We have tons of data, but our previous data was just dumped, like a dumping ground, into what was a data warehouse. There was no way to get it out in any meaningful ways nor have it be actionable on the back side.
I would say that it’s actually the integration of the data in a way that’s usable and meaningful for the people who know the work the best. That is the biggest challenge for folks. Everybody and their mother might say they have a data warehouse and they do. We had one before, too. It was a big dumping ground and we couldn’t get anything meaningful out of it… Click to view entire article