The ambulatory practice data for Community Health Network (CHNw) were located throughout various systems, leading to unproductive operations, slow reporting, and insufficient actionable information. CHNw leveraged its analytics platform to integrate the data and provide the ambulatory analytics required for effective practice management. The organization can quickly and efficiently visualize key performance indicators, including ambulatory income statements, productivity, access measures, costing, revenue cycle performance, and payer contracting data.
Smartsourcing Clinical Data Abstraction Improves Quality, Reduces Costs, and Optimizes Team Member Engagement
Health Catalyst smartsourced two of its clients’ clinical chart abstraction efforts to significantly reduce costs, improve value, and optimize team member engagement. Banner Health and Community Health Network (CHNw) were collectively spending more than $10 million annually to manually abstract clinical measures for submission to CMS, NSQIP, tumor registries, and more than a dozen cardiovascular registries. The smartsourced relationship, leveraging the Health Catalyst® Data Operating System™ platform and a robust suite of analytics applications and improvement services has reduced costs, enhanced data quality, and improved the team member experience for these organizations.
For each heart failure admission, registered nurses at Guy’s and St Thomas’ NHS Foundation Trust collected data from five different sources, and then filled out a 10-page form for each patient. Information from the forms was then manually entered into the National Institute for Cardiovascular Outcomes Research (NICOR) web portal. This manual process for data collection and reporting was not only time-consuming and resource-intensive—but was also highly susceptible to error. To address these challenges, the organization leveraged the Health Catalyst® Data Operating System (DOS™) to integrate the data from the five source systems and extract data for nearly all of the elements required for heart failure readmissions—streamlining the NICOR submission process and improving data quality and accuracy.
As part of its efforts to improve the timeliness of care for patients undergoing abdominal aortic aneurysm (AAA) repair, Guy’s and St Thomas’ NHS Foundation Trust needed to collect data to guide care redesign, help assess the impact of specific interventions, and gauge progress toward desired outcomes. Guy’s and St Thomas’ implemented the Health Catalyst® Data Operating System (DOS™) platform, including a Referral Pathway analytics application, allowing the organization to aggregate and standardize data across source systems. Improved data and analytics have enabled Guy’s and St Thomas’ to analyze, evaluate, and monitor outcomes for the entire AAA cohort and evaluate operational performance and associated patient outcomes.
Responsible for coding approximately 380,000 episodes annually, clinical coders at Guy’s and St Thomas’ NHS Foundation Trust review documentation across several systems. The overwhelming amount of data, burdensome manual review processes, and limited coding resources made reviewing all data unfeasible. To address its coding challenges, Guy’s and St Thomas’ leveraged its data platform to combine and standardise data across disparate source systems. The organization now has access to data and technology that can be used to augment coders’ work, automating data gathering to better identify patients whose diagnostic coding could be improved.
The Ohio Health Information Partnership (OHIP) was using its technology to share individual COVID-19 test results to providers at the bedside. The State Department of Health approached OHIP with a request to aid the state by providing a more comprehensive data set for COVID-19. Using the Health Catalyst® Data Operating System (DOS™) platform, OHIP has improved the effectiveness of public health reporting and COVID-19 surveillance.
agilon health, an organization that partners with physician organizations in full risk contracts, needed a way to help its physician partners and care management staff quickly identify patients in danger of deteriorating health status and increased cost. However, taking a deeper look at the health status and costs associated with these patients was complicated by the slow manual review of data. By developing an analytics application, agilon health was able to turn its data into actionable insights, automate many manual processes, and ultimately provide targeted improvement interventions aimed at better care delivery.
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).