Webinars & Events
Outcomes Improvement Governance: The Quest to Achieve More with Less
Improving outcomes in any healthcare organization is a complex and lengthy process. Good intentions and committed people are vital, yet something more is required. Improving outcomes requires good governance. This means the right leadership and management structures, clear and well-designed processes and an explicit strategy. When done successfully, well designed and executed governance optimally allocates scarce resources and significantly accelerates the breadth and depth of outcomes improvement. In this session, Tom Burton, Co-founder and Executive Vice President, and David Grauer, Senior Vice President of Professional Services, Health Catalyst will share best-practice governance principles and steps that lead to improved outcomes.
Introducing the New Health Catalyst Care Management Suite: Solving the Patient Engagement and Outcomes Challenge with Innovative Data-driven Workflow
Earlier this year Russ Staheli, SVP and Product Line Manager – Population Health presented a vision around how Care Management can help drive your system to this triple aim. He is back to discuss the formal release of our brand new suite of tools that represent the first end-to-end care management solution in the industry and the first to enable discovery of an otherwise invisible subset of patients – those who will benefit most from care management and who can be engaged most effectively to lower the cost of care.
Deploying Predictive Analytics in Healthcare
This webinar will focus on the technical and practical aspects of creating and deploying predictive analytics. We have seen an emerging need for predictive analytics across clinical, operational, and financial domains. One pitfall we’ve seen with predictive analytics is that while many people with access to free tools can develop predictive models, many organizations fail to provide a sufficient infrastructure in which the models are deployed in a consistent, reliable way and truly embedded into the analytics environment. We will survey techniques that are used to get better predictions at scale. This webinar won’t be an intense mathematical treatment of the latest predictive algorithms, but will rather be a guide for organizations that want to embed predictive analytics into their technical and operational workflows.
Topics will include:
Reducing the time it takes to develop a model
Automating model training and retraining
Deploying the model in the analytics environment
Deploying the model in the clinical environment
Looking Back On Clinical Decision Support and Data Warehousing
Dale Sanders will take a slide deck previously prepared in 2006, from a lecture entitled, “The Power of an Enterprise Data Warehouse in Clinical Decision Support”, presented to several informatics masters classes at Northwestern University and the University of Victoria. He won’t change anything about the slide deck, including the content and the old school graphics. The concept with this webinar is to give a “time capsule” perspective on past thinking and contrast that against current thoughts and trends in the market. Some of the information will be laughably wrong and naive, and some of the information will still be relevant. The hope is, by regularly reviewing our past, we will better inform our future.
Tackling The Challenge Of Effective Patient Engagement: How Health Catalyst Is Learning From An Innovative Internal Program
Effective population health management within a provider organization is an interesting combination of technology, change management, and modified financial incentives. Turns out, managing a team member population to the same goals requires a similar set of tools and effort. It is possible to improve team member clinical outcomes (both individually and as a population) while driving down both corporate and personal health costs.
Join Jeff as he draws parallels between managing these surprisingly similar groups, using tools and principles that guide our thinking across both our client patient populations and our corporate team member populations, and suggests strategies for corporations to improve outcomes for their most important asset – their people.
Attendees will learn:
Parallels between patient and employee populations, and how one group informs the other for success.
Effective strategies Health Catalyst employs for both populations.
The “gamification” of wellness programs, and how this will drive future patient engagement and care management.
Health Catalyst Overview: A Platform Approach For Transforming Healthcare
Please join Jared Crapo, Vice President, as he covers important basics including who Health Catalyst is, what we provide and how we deliver our products. This is an education-oriented webinar about the basics of who we are and what we do. Jared will provide an easy-to-understand discussion regarding the key analytic principles of adaptive data architecture.
Some specific items he will cover are:
The industry challenges that warranted the creation of Health Catalyst.
The use of Health Catalyst’s data analysis tools and applications that enable organizations to quickly uncover care improvement and cost reduction opportunities.
Implementation best practices including how the Health Catalyst Platform is delivered, installed, and typical implementation schedules.
Attendees will understand who in your organization needs to be involved and the secrets to success and pitfalls to avoid.
The discussion will include the key analytic principles of an adaptive data architecture including data aggregation, normalization, security, and governance. He will also address the basic requirements for implementation of the measurement platform of a data warehouse, such as team creation, roles, and reporting.
Finally, Jared will demonstrate several of the key tools necessary to move the analytics strategy forward including applications used to organize patient populations, others used to monitor and measure care results and still others that are specific to advanced areas of care.
We hope you’ll join us.
Making Sense of the New MACRA Announcement
The healthcare transformation from fee for service to fee for outcomes just got an adrenaline shot in the arm April 27th when the Department of Health and Human Services surprised many in the market by announcing a Quality Payment Program, a proposed set of new rules to take effect in 2019 based on key provisions of the Medicare Access and CHIP Reauthorization Act of 2015 (MACRA).
You may have many questions, such as:
What does this mean for you?
How will it impact your payments?
What should you be doing today to prepare?
With quality as a key component to payment, how will it be measured?
While the dust is yet to settle from the momentous thud of the 962-page proposal that was dropped seven days ago, Bobbi Brown, Health Catalyst Vice President of Financial Engagement, has a head start in understanding the ramifications of this proposal with more than 30 years working across the largest and most complex healthcare organizations.
Join Bobbi as she delivers a primer on these important changes.
We look forward to you joining us.
How to Establish an Evidence-Based Care Delivery Structure like Allina Health
Clinicians have to make difficult decisions on a regular basis. And when different clinicians within the same health system make markedly different decisions about medical treatment, significant waste and inconsistent outcomes arise.
What will be discussed?:
Establishing peer-reviewed and approved CPGs
Developing the CPG checklist
Engaging and collaborating with clinicians
Don’t miss hearing firsthand how Allina established a systemwide EBDM model and realized a five percent decrease in Stage 1 lung cancer treatment variation as well as a 20 percent decrease in the number of heparin protocols.
The Real Reason Healthcare Costs are Elusive
There has been a lot of press over the last few years about healthcare costs. Most of these articles refer to one of three things:
Variability in (or the flat out absurdity of) “costs” for procedures/medications
Lack of price transparency
Join Dan Unger, Vice President Product Development Financial Decision Support as he discusses:
The different types of costs in healthcare
The key barriers to accurate costing in healthcare
The top 5 data governance issues that allow for better costing
We hope you can join us.
Return on Engagement—the Fundamental Metric of Population Health Management
The fundamental question of the future for population health management is, “How much will it cost our system to achieve a unit of improvement in this patient’s outcome?” At Health Catalyst, we call that Return on Engagement (ROE), and we measure the numerator and denominator, analytically. Engaging patients in their own care is not just an altruistic gesture. It is an economic imperative for healthcare organizations who are at financial risk for achieving clinical outcomes and value based care contracts.
Join Dale Sanders and Russ Staheli as they share their observations about population health management from across the industry and how those observations are influencing the Health Catalyst product roadmap. Simply put, achieving optimal care for a population of patients begins with providing optimal care for a single patient, then repeating that over and over again for an entire community of patients. What public health is for infectious disease, population health is to chronic disease; the same concepts for engaging patients in their socio-economic context are applicable to both.
In the last half of this webinar, Russ will demonstrate Health Catalyst’s Care Management suite. The five applications in the suite are powered by the Health Catalyst Analytics Platform and were designed by synthesizing concepts from Customer Relationship Management and social networking applications— blending data collection, suggestive and predictive analytics, and decision support into a seamless software experience— and applying that to population health management, one patient at a time.
Improving Workflow: How Stanford Uses Analytics and Process to Ease Hospital Crowding
Wes Elfman (Visualization Developer, Clinical and Business Analytics, Stanford Health Care ), Terrill Wolf (Manager, Data Architecture, Clinical and Business Analytics, Stanford Health Care )
Hospital leadership knows from experience that certain weeks in December and January are much busier than the rest of the year, leading to potential ED crowding, hospital-cancelled OR cases, and transfer center denials. How do we improve the processes and analytical support to make better, data-driven decisions during the crunch time? Can we continually enhance the process and analytics for other unexpected busy times throughout the year? This session will describe how Stanford Health Care is improving the operating system with a goal to create a coordinated system with high reliability for quality, service and efficiency, that provides care for all patients who want or need services at Stanford Health Care.
Panel: Precision Medicine and Embracing Variability
In January, 2015, President Obama announced a ‘Precision Medicine Initiative’ to better understand diseases so that more personalized care can be provided to patients with diseases like cancer, diabetes, and others. Years of research have led to better understanding of how individual variation plays a role in certain diseases. Precision Medicine aims to tailor treatments to those individuals based on that variation in genes, environment, and lifestyle. While there have been some great advances in our understanding of the variability in certain diseases, there is still a long road ahead in making precision medicine the norm.
Our panelists will discuss the promise as well as the challenges of precision medicine. They will share stories about recent successes in precision medicine, discuss the research required to further our understanding of variability in disease, and the challenges of implementing clinical practices that are based on this variability. Because this initiative will rely on the rapid discovery of new underlying causes for disease and quickly transitioning those research discoveries into clinical practice, there will need to be unprecedented cooperation between the research and care delivery enterprises. Our panelists will offer their insights on this as well the data infrastructure that will be required to make decisions based on a much larger set of clinical and biological information
Panel: Best Practices in Achieving Physician Engagement
Join Dr. Bryan Oshiro, MD Chief Medical Officer, Health Catalyst, as he facilitates a panel on key best practices in getting physician engagement. Key topics in the panel will include identifying and empowering physician leaders in key functional teams, compensating for leadership roles, educating and developing a common purpose, team-based approaches, giving quick, easy, and responsive access to the right data to identify problems and make recommendations, and supporting and empowering physician-led recommendations.
Attendees will learn:
The importance of physician engagement in quality improvement (the “why”)
To describe the challenges and barriers to truly have physicians lead quality improvement (“the what”)
To identify strategies to enhance physician engagement (the “how”)
Please join Dr. Oshiro as he brings his background spanning three decades of quality improvement and clinical practice, from Loma Linda University Medical School to Intermountain Healthcare, for what will be an engaging and enlightening session.
How One ACO is Using Analytics to Position Itself for Population Health Management and Shared Savings
James J. Dearing, DO, FACOFP, FAAFP (Vice President, Chief Executive Officer, Chief Medical Officer, Accountable Care Organization, Honor Health)
Healthcare reform means providers must improve quality and slow spending growth—and accountable care organizations (ACOs) are on the leading edge of tackling this challenge. This case study will explore how the Honor Health ACO is using analytics to create a foundation for achieving shared savings and successfully managing population health.
Panel: Data Governance in Healthcare
The formal governance of valuable assets in corporations and organizations— people, finances, buildings, brand image, equipment— has been in existence for hundreds, maybe thousands, of years. The digital era of human and corporate evolution introduced a new and valuable asset— data. In this new and unprecedented area of asset governance, health system executives are increasingly challenged to define a pragmatic data governance strategy that maximizes the value of data to the mission of their organizations, while minimizing governance overhead.
Adding to that challenge, the competitive nature of the data warehouse and analytics market place has resulted in significant noise from vendors and consultants alike who promise to help health systems develop their data governance strategy. Having gone on his own turbulent data governance ride as a CIO in the US Air Force and healthcare, Dale Sanders, Senior Vice President at Health Catalyst will facilitate a panel with members from multiple health systems who are in different stages of implementing data governance principles. Some topics they will cover will include
General concepts of data governance, regardless of industry
Unique aspects of data governance in healthcare
Common challenges and lessons learned establishing and running healthcare data governance
The layers and roles in data governance
Data governance in different scenarios and stages
Breaking Down Silos: Resolving Academic, Medical, and Research Interests Once and for All
Samuel L. Volchenboum, MD, PhD (Assistant Professor of Pediatrics; Director, Center for Research Informatics; Associate Chief Research Information Officer, The University of Chicago Medicine )
Resources dedicated to research are difficult to fund, build, maintain, and democratize. Often, research groups are funded in hopes that they will collaborate and share resources with other groups throughout the institution. In practice, this is difficult to achieve and often leads to the creation of silos and a scarcity of resources to support other research groups. The University of Chicago Center for Research Informatics (CRI) was created in 2011 with a mandate to provide collaborative research services to all research groups. With institutional funding, four cooperative channels of operation were established: systems and infrastructure, bioinformatics, application development, and data warehousing. Starting with only five people, the CRI currently has over forty staff and has developed a highly sustainable model for supporting all research programs, from basic science to clinical trials. This session will focus on the substrate necessary for forming such a group, recommendations for building and growing the operation, and tips for building a sustainable ecosystem for research.
Five Months to Improvement: How Stanford Built an Improvement Program that Gets Results
David B. Larson, MD, MBA (Associate Professor of Radiology (Pediatric Radiology), Stanford University Medical Center), Jake Mickelsen (Lean Six Sigma-Black Belt, Quality Improvement Education Manager, Department of Radiology, Stanford University)
Achieving real performance improvement requires more than just data. The authors of this popular hands-on course at Stanford share how they empower teams of physicians, technologists, nurses, and administrative staff to simultaneously learn improvement methods and solve meaningful challenges important to the organization. Learn how they balance structure and accountability with freedom to learn and “fail small, fail fast, fail friendly” as frontline staff solve problems in their own areas. One graduate reported, “it fueled, ignited, and inspired my passion for excellence, learning, and compassion.”
Clinical Standards Work To Improve Evidence-Based Care Delivery: A How-To Workshop
Charles Macias, MD, MPH (Chief Clinical Systems Integration Officer, Texas Children’s Hospital), Terri Brown, MSN, RN, CPN (Assistant Director, Clinical Outcomes & Data Support; Research Specialist, Center for Research and EBP, Texas Children’s Hospital)
Texas Children’s has driven the science of care delivery through Clinical Standards work emanating from their Evidence Based Outcomes Center (EBOC). The center produces evidence based guidelines, evidence summaries and evidence informed pathways through systematic development processes. Over the course of 7 years, EBOC has developed over 38 full evidence based guidelines, has developed or supported the development of over 20 evidence based summaries, and has trained over 100 clinicians to develop evidence based products for use as shared baselines. These efforts have led to decreases in unwanted care variation improving patient and financial outcomes. Additionally, this work is estimated to have eliminated millions of dollars of waste in care delivery.
This workshop will provide learners with a roadmap for developing and implementing clinical standards work in their own healthcare systems. As TCH launches a national consortium of children’s hospitals who will collaborate on clinical standards work, this workshop will provide the background and theory necessary for participating in the consortium. However, the workshop is not limited to only those participants, as the learning is applicable to all settings.
Quality Improvement in Healthcare: An ACO Palliative Care Case Study
Dr. Robert Sawicki, MD (Senior Vice President, Supportive Care, OSF Healthcare ), Roopa Foulger (Executive Director, Data Delivery, OSF Healthcare), Linda Fehr, RN (Division Director, Supportive Care, OSF HealthCare )
To succeed under value-based care, it is critical that organizations effectively coordinate care in the effort to maximize quality and safety, while minimizing costs and waste. Healthcare organizations need to understand patients’ needs and values and incorporate them into all health decisions. OSF HealthCare, one of the first pioneer ACOs, and the recipient of the 2014 Illinois Hospital Association (IHA) Institute for Innovations in Care and Quality Tim Philipp Award for Excellence in Palliative and End-of-Life Care, will discuss how their community-wide supportive care initiative has successfully maximized value for the populations they serve and helped drive physician engagement.
Panel: How Community Hospitals Thrive with Analytics
Come learn how three community hospitals are leveraging analytics to improve clinical outcomes, decrease costs, increase physician engagement and increase market share. Greg Stock, CEO from Thibodaux, Gene Thomas CIO from Memorial at Gulfport and Jeff Vespa, Vice President Quality from North Memorial will share varied methods of analytic adoption to sustain their hospital systems.
Reducing Waste at Intermountain Healthcare: The Vision, Mission, and Tools to Change Everything
Jay T. Bishoff, MD, FACS (Director, Intermountain Urological Institute, Intermountain Healthcare)
It is nearly impossible to point a surgical instrument, in any direction, in the OR , without finding an area where quality improvement processes can be implemented to improve outcomes and decrease significant amounts of waste and inefficiency resulting in better results with lower cost. Literally millions of dollars are being wasted every day in every OR in this nation and you can be the one who starts the process to stop the madness. In this session Dr. Bishoff will share the results from recent projects, which have had this exact result. He will demonstrate how leadership principles can be combined with quality improvement to make meaningful change.
After this session the participants will be able to :
Understand how to untangle a stalled out process delivering poor results and identify specific impact points for meaningful and positive change
Discuss many, specific examples of quality improvement resulting in better outcomes with significant cost savings
Create a detailed plan of action turning quality improvement principles into specific projects when you return home from the conference.
How This ACO is Using Actionable Data and an Integrated Care Program To Improve Outcomes
Ensor E. Transfeldt, MD (Orthopedic Spine Surgeon, Twin Cities Spine Center, Allina Integrated Medical Network )
Low back pain (LBP) is a common and expensive medical problem. The estimated annual associated costs for patients, employers, and insurers resulting from LBP exceed $100 billion per year in the United States, two-thirds of which are a result of lost wages and reduced productivity. This case study will detail how Allina Health is using coordinated care and data-driven improvement to improve spine care.
$74M in Healthcare Operational Improvements: How Texas Children’s Hospital is Delivering on Its Vision
Mark Mullarkey (Senior Vice President, Texas Children’s Hospital, President, Texas Children’s Physician Group)
In an environment of declining reimbursement and growing competition, all healthcare organizations must reduce costs in order to maintain profitability. To improve financial performance and prepare for the future, Texas Children’s launched a highly successful system-wide performance improvement project designed to increase accessibility to high-quality care for patients while also increasing revenues and driving significant operational savings.