Acuitas Health improved access to data for its partner clinicians by using its data platform and closed-loop analytics to integrate data from more than ten disparate systems. Clinicians receive patient-specific details before the patient visit, allowing them to identify opportunities for health maintenance, improve quality, support data-driven medical decision making, increase adoption of best practices, and improve hierarchical condition category (HCC) coding.
Billings Clinic had its data located within multiple different source systems, which limited access to the data and decreased trust in the data. The available tools were difficult for non-analysts to use and understand, creating resistance to self-service analytics. To breakdown data silos, ensure a gold standard for metrics, and optimize its analytics use, Billings Clinic deployed a data platform and analytics application across its organization.
Organizations that participate in various Centers for Medicare and Medicaid Services sponsored programs must use a certified health IT product to electronically submit performance data. Acuitas Health partnered with Health Catalyst to develop a solution that would enable the organization to meet the electronic clinical quality measures (eCQMs) reporting requirements.
To gain more efficient access to data that could reduce unwarranted variation and reduce costs, Dartmouth-Hitchcock Health (D-HH) leveraged a data platform to automate analysis of its financial data. D-HH has substantially improved its ability to use clinical, operational, and financial data to perform opportunity analysis, decrease unwarranted variation, and decrease costs.
Dartmouth-Hitchcock Health (D-HH) was committed to improving its provider performance reporting method so that providers could easily access their performance data and deliver better care to patients. With the right analytics, D-HH was able to implement an affordable solution and reduce the manual reporting required by its financial analysts.
Annually, U.S. hospital supply chain overspend costs an estimated $25.4 billion, which represents 30 percent of all hospital spending. Utilizing data and analytics, Hawai’i Pacific Health gained a deep understanding of its supply chain processes and data, allowing it to improve and maintain the reliability of this information, leading to meaningful and sustained improvements across the system.
For every hour of direct patient care they provide, primary care physicians spend nearly two hours on EMR tasks. Registered nurses also spend a substantial amount of their time, up to 45 percent, in the EMR as part of their regular workflow. Using closed-loop analytics integrated into its EMR and COPD application, UnityPoint Health has automated and improved workflow, gained operational efficiency, and improved staff satisfaction.
Community Health Network (CHNw) was keenly aware of the needs of the elderly population in its communities of impact. However, despite the development and implementation of a successful geriatric program, the organization lacked access to, and visibility of, meaningful data to quantify program outcomes. The CHNw Geriatric Evaluation and Management (GEM) team used an analytics application to demonstrate the sizeable, positive impact of the GEM team care and interventions on both patient and financial outcomes:
Seeking to drive down unnecessary cost, Hospital Sisters Health System (HSHS) needed a way to automate risk stratification of patients who may benefit from care management services and eliminate the burdensome manual work its care managers were performing to identify at-risk patients. HSHS utilized a population health analytics platform to accurately risk stratify its care management and identify patients who would benefit from additional care management interventions.
Thirty percent of the entire world’s data is generated in the healthcare industry, with valuable information often locked in the EMR. For Orlando Health, the data required by operational leaders to effectively run emergency department operations were not easily accessible. By utilizing its analytics platform, Orlando Health leadership has expanded access and visibility to data to drive improvement efforts.
Learn how The Queen’s Health Systems (QHS) and The Queen’s Clinically Integrated Physician Network (QCIPN) adopted a Rapid Response Analytics Solution, enabling the accelerated implementation of custom algorithms to better identify patients.
Read how The University of Kansas Health System embraced the implementation of an advanced analytics team to help the healthcare system unleash the data capabilities needed to become a data-driven organization.
An efficient accounting closing process delivers timely and accurate information to guide decisions and operational adjustments. Learn how UPMC implemented an analytics-driven cost management system, supporting a 50 percent reduction in the time needed to complete month-end close.
To address physicians’ concerns with value-based care requires timely and actionable data for generating insights and initiating improvement programs. Read how Acuitas Health utilized its analytics platform to support the development of practice intelligence profiles—comprehensive views of partner practices used by the practice intelligence team to increase provider engagement and strengthen improvement efforts.
Research shows that despite an increase in the number of improvements in clinical, cost, and operational outcomes, there is a lack of sustained improvements. Some of the key challenges can be access to the data and analytics, and adherence to data-driven clinical standards, things the Allina Health Spine Clinical Service Line (CSL) clinical leadership team experienced.
By providing widespread access to the data and analytics, the Spine CSL at Allina Health has been able to continue its reduction in LOS and further improve its reduction in complications, all while increasing cost savings and achieving pay-for-performance incentives.
$1 million in pay-for-performance incentives received.
More than $2 million in supply chain savings, a result of data-driven clinical standardization.
31 percent of expected complications avoided.
22 percent relative reduction in surgical site infections.
Publicly reported measures of healthcare quality includes the Hospital Safety Score Grades which award a letter grade representing performance for 30 evidence-based measures of patient safety. An “A” represents the best Hospital Safety Score, followed in order by “B,” “C,” “D,” and “F.” In the fall of 2014, Piedmont’s Hospital Safety Score Grade for its five hospitals included four “C’s” and a “D.” This demonstrated a need to change its approach to quality improvement and ensure proper resources were allocated and aligned with the value chain, enabling it to efficiently conduct surveillance activities, perform analysis, and facilitate sustained outcomes improvement.
To increase capacity for performing more value-added work, Piedmont leveraged its analytics platform to automate surveillance activities and monitor the effectiveness of quality improvement efforts. These tools helped Piedmont redesign its quality improvement efforts, resulting in a:
35 percent relative reduction in healthcare facility acquired infections per patient day.
50 percent reduction in the time required for peer review.
50 percent reduction in the time to implement improvement projects.
Effective practice management includes tracking and reporting patient outcomes, and effectively managing revenue cycle, as well as keeping an eye out for market changes and growth opportunities. Well-managed practices effectively balance supply and demand on a daily, weekly, and long-term basis, actively managing encounter volume, panel size and scope, timeliness of available appointments, and payer mix.
John Muir Health faced challenges in obtaining data that would provide leaders with strategic decision support information that fostered effective practice management. John Muir Health had attempted to use its EHR to obtain this information, but discovered it was unable to meet the complex demand. As a result, the organization relied on burdensome manual work processes, resulting in delays and a backlog of data requests, and limited ability to make well-informed, data-driven decisions.
After leveraging the information within its data warehouse and analytics platform to create a network leadership encounter application, John Muir Health acquired the following capabilities:
All leaders have on-demand access to performance data at multiple levels from the organization-wide performance down to the patient and provider level.
Senior leaders are making data-driven decisions for strategic responses across John Muir Health to shifts in market, growth opportunities, and emerging markets.
The regional management teams are using the application to inform:
By leveraging these new capabilities, John Muir Health has achieved:
Transparency of the data and accountability of the regional management teams for key performance indicators
14 percent improvement in completed physician encounters, resulting in faster revenue capture, when compared with the previous year.
Eliminating the encounter-associated report backlog.
Nearly half (46 percent) of all physicians report that they suffer from burnout, citing too many bureaucratic tasks as one reason. Providers want to find meaning in their work, and improvement on many current quality metrics do not predict better patient outcomes or experience of care. They are looking for tools to reduce their workload and improve their ability to provide excellent care, including having metrics and registries that are meaningful and informative.
Faced with the challenge of making quality measures meaningful, Partners HealthCare worked to redefine measures to be more relevant, create point-of-care registries to manage an all-payer population, created teams of Population Health Coordinators to support front-line teams in managing the registries, and used its analytics platform to monitor change and explore provider variation in order to improve quality. This resulted in:
85 percent of clinicians surveyed felt that the new metrics helped them take better care of their patients.
Quality improved at an unprecedented rate on an all-payer population five times bigger than the standard pay-for-performance population.
Near real-time measurement using clinical data eliminated months-long delays, while run charts and provider and clinic-comparison views turbo charged quality improvement.
125 percent increase in user adoption of the analytic tool (99 unique users, 674 unique sessions, and rising).
One in three women delivers via cesarean in the U.S., and more than 90 percent of them have repeat operations in subsequent deliveries. Despite numerous evidence-based guidelines and established best practices for labor and delivery, clinical care varies widely for many practices. Labor and delivery care varied at Thibodaux Regional Medical Center, causing the organization to look for ways to standardize care.
To better understand variations in care, and opportunities to reduce its cost, the labor and delivery care transformation team at Thibodaux Regional used the Health Catalyst Labor and Delivery Advanced Application as well as the Financial Management Explorer application, which integrates data from billing and costing, and creates snapshots of current financial metrics.
Informing and educating providers with provider-specific data in conjunction with redesigned workflow, standardized supplies, and new, standardized protocols enabled the labor and delivery care transformation team at Thibodaux Regional to experience cost savings and improved outcomes, including:
24.4 percent relative reduction in the cost of care for uncomplicated vaginal delivery. Projected annual cost savings of $266,067.
22 percent relative reduction in the cost of care for cesarean deliveries. Projected annual cost savings of $346,856.
Allina Health needed to ensure the data it reported to regulatory agencies was timely and accurate. The integrated health system sees 100,000 inpatient hospital admissions annually, 340,000 emergency care visits, and 6,000 physicians and 1,600 nurses providing and documenting care. Due to the sheer volume of patients and employees, clinical data abstraction at Allina Health is not a small undertaking.
Looking to stay compliant while reducing resource utilization, Allina Health sought to change its workflow procedures for faster, more accurate clinical data abstraction. A large amount of clinical data required for compliance with CMS performance measures and Joint Commission Core Measure resides in unstructured data, such as narrative notes, which require manual data abstraction. With the help of data analytics, Allina Health was able to develop evidence-based standardized processes for clinical reporting and automate some clinical data abstraction.
76 percent relative improvement in time to data availability at each site. Data is typically available within 14 days of discharge, far exceeding the 30-day target.
95.5 percent accuracy for CMS validation.
Healthcare reimbursement continues to shift away from fee-for-service reimbursement models to value-based, risk-sharing agreements. This shift has resulted in organizations revising compensation strategies to engage physicians in value-based compensation arrangements. An effective value-based physician compensation plan is critically important, particularly in competitive environments where organizations must optimize the ability to recruit and retain highly skilled providers. One commonly used physician compensation approach includes a base salary and productivity incentives, coupled with additional compensation opportunities for achieving quality and service goals. The physician compensation package at John Muir Health is not only competitive, it is also complex, but the support process was burdensome, inefficient, and lacked transparency.
John Muir Health developed a plan to leverage the Health Catalyst® Analytics Platform, including the Late-Binding™ Data Warehouse and broad suite of analytics applications, to develop an automated process for physician compensation. The plan created efficiencies in time and effort across multiple domains and produced software to automate future work. The benefits included:
Saving 1,560 hours of time required to produce the data necessary to calculate physician compensation.
Successfully integrating more than ten different compensation models and 20 different data elements for more than 300 different providers into the physician compensation analytic application, automating the process.
With the current state of uncertainty facing healthcare organizations, survival requires unprecedented agility when it comes to acquiring and responding to meaningful, strategic information. After adopting the Health Catalyst Analytics Platform, including the Late-Binding™ Data Warehouse and broad suite of analytics applications, Partners HealthCare promoted a philosophy of expanded access to the enterprise data warehouse (EDW) to increase adoption and self-service analytics to improve patient care and outcomes.
Partners needed widespread adoption of the EDW so that information could be meaningfully incorporated into strategic, clinical and operational decision making to support patient care. This meant that users who had a legitimate need to access data to support their job function were encouraged to seek access to the EDW. The organization continues to focus on further increasing the effectiveness of this strategy by ensuring that users have the means to acquire the skills, knowledge, and support they need to effectively use data stored in the EDW.
243 percent increase in user base—achieved over a two-year period (700+ unique users).
More data available to a broader audience than ever before.
Physician time to access data reduced from weeks to clicks.
87 percent of user community satisfied with the effectiveness of communication provided to support their use of the EDW.
Intravenous (IV) heparin is widely used to prevent thrombosis in a variety of clinical settings, yet it is considered one of the highest-risk medications used in the inpatient setting because of the potential for dosing errors. Allina Health identified multiple IV heparin protocols among its hospitals, a variation that increased the risk of errors. Standard practices that addressed patients’ clinical needs in a disease-specific way were lacking. Over the course of 1.5 years, more than 9,000 patients at Allina Health had an IV heparin protocol ordered, so IV heparin safety was of utmost concern.
To address this quality issue and improve clinical value, Allina Health created a systemwide interdisciplinary team to standardize IV heparin therapeutic guidelines and monitor the impact of the standard guideline on patient outcomes. Allina Health engaged multiple physician stakeholder groups to review proposed protocols and provide critical feedback to help ensure the best possible patient care and safety. To effectively monitor IV heparin outcomes, patient safety, and the impact of the new, standard guidelines and protocols, Allina Health developed an anticoagulation safety analytics application, using the Health Catalyst Analytics Platform, including the Late-Binding™ Data Warehouse and broad suite of analytics applications. These outcomes improvement efforts resulted in:
A seven percent relative improvement in the percentage of patients therapeutic within 24 hours of protocol initiation.
Paring 20+ site-based documents (e.g., policies, protocols, and order sets) to one systemwide guideline and four systemwide protocols.
Effective data integration enables high value through more strategic, data-driven decision-making, while faster data acquisition feeds and speeds up the process. Orlando Health, one of Florida’s most comprehensive private, not-for-profit healthcare networks, recognized the need for effective data integration to successfully manage to the organization’s changing business needs. The health system needed the ability to rapidly acquire and link disparate healthcare data sources in various ways in order to answer clinical and business questions.
Leaders at Orlando Health needed a data warehouse that better met their needs. They determined that switching from an early binding data process to a late-binding process would provide greater flexibility and expand their access to critical data, with shorter data acquisition times.
With the new EDW, Orlando Health achieved the following efficiencies:
245 fewer days and 1.0 less full time employee (FTE) needed to integrate encounter billing summary system data.
56 fewer days and 0.4 less FTE needed to integrate Infection control system data.
99 percent reduction (90 days saved) in the amount of time needed to implement system enhancements.
98 percent reduction in the work hours needed to incorporate system enhancements.
Between 2007 and 2014, U.S. healthcare costs per capita increased by almost 25 percent. The way in which health systems are typically organized, managed, and budgeted (as departments and units within separate hospitals) works against them when they attempt to improve population health and decrease costs. The University of Pittsburgh Medical Center (UPMC), a large health system with more than 20 hospitals and 500 clinics, was keenly aware of this challenge as it embarked on population health and value-based care initiatives that spanned the entire organization.
The health system determined that it needed to break down the virtual walls between care centers and standardize service lines across the enterprise. By extension, this organizational change mandated the need for activity-based costing in healthcare that would deliver the insight necessary to run a service line effectively. UPMC organized six service lines within the health system, each spearheaded by clinical, operational, and financial leadership. Each service line uses the health system’s innovative, data-driven activity-based costing methodology to understand the true cost of care.
Notable, measurable results of UPMC’s service lines and activity-based costing methodology to date include:
$42 million of cost reduction opportunities (approximately 2 percent of targeted service line cost)
$5 million in supplies savings
Transparency toward identification of contribution margin variation for specific procedures
Up to 97 percent improvement in time to access information