agilon health immediately understood the sizeable risk COVID-19 presented its members. The organization leveraged data and analytics to quickly develop a COVID-19 mortality risk model. agilon health distributed the risk data to its market partners for outreach, improving the ability of its partners to intervene to improve individual and population health.
Executive Decision Support
Virtual Visits and Analytics Enable Continued Delivery of Ambulatory Services During COVID-19 Pandemic
With the emergence of COVID-19, Texas Children’s Hospital was challenged to make data-informed decisions that would allow it to continue offering critically needed healthcare services, while ensuring the safety of its patients, staff, and providers. Texas Children’s dramatically expanded telehealth capacity, converting most in-person primary, specialty, and mental healthcare visits to a phone or video appointment to better meet patient needs. The organization leveraged the Health Catalyst® Data Operating System (DOS™) platform and a virtual health platform to visualize, monitor, and manage the conversion to virtual health, in addition to managing in-person visit volume—enabling the effective management of outpatient capacity, utilization, and financial performance.
Acuitas Health was challenged to assist the providers it supports in rapidly modifying clinic operations to address COVID-19. Leveraging the Health Catalyst® Data Operating System (DOS™) platform, Acuitas Health is able to aggregate and visualize new data, supporting its clients in quickly transitioning to telehealth, and monitoring and managing the impact of canceled appointments on operational and financial performance.
Community Health Network (CHNw) rapidly adjusted to COVID-19, changing primary care appointments to virtual care. With this change came the need for new data and analytics to assess the impact on the number of completed appointments, and the implications for provider productivity and reimbursement rates. CHNw is using data and analytics to effectively manage the transition from in-person visits to virtual visits, safely meeting patient needs while also ensuring ongoing financial viability.
Community Health Network (CHNw) desired to understand the financial, provider, and overall impact of COVID-19 related declines in elective surgeries. The data needed to understand the impact and prioritize the organization’s elective surgery restart plan resided in disparate systems, requiring hundreds of hours of manual data review. Using data and analytics, CHNw is able to plan how to optimally meet its patients’ needs and effectively recover from COVID-19 revenue loss.
Banner Health, regarded as a top health system in the country for clinical quality care, was well prepared to respond to the COVID-19 pandemic and had suspended elective surgeries to help keep resources available for patients with COVID-19. Leveraging Health Catalyst’s data platform and analytics, Banner Health has the integrated clinical, financial, and operational data required to develop the organization’s elective surgery financial plan.
MultiCare Health System activated its incident command structure and set out to use the EMR to support its critical data and analytics needs to manage a systemwide organizational response to COVID-19. The organization quickly identified that the EMR could not integrate data from disparate sources or provide a systemwide dashboard. It leveraged data and analytics to create a COVID-19 dashboard, allowing the organization to quickly visualize the data required to effectively plan for, and manage, the health system’s response to COVID-19.
COVID-19 required that Billings Clinic manage a disease outbreak and its organizational response to the outbreak. To respond effectively, Billings Clinic needed to integrate widely dispersed data into accurate epidemiological information. The organization utilized data and analytics to quickly visualize the data required to monitor and respond to the disease outbreak effectively.
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.