15) Day 1 In Review Through Analytics


Session 15 – Day 1 In Review Through Analytics


Moderator:
Good morning, ladies and gentlemen. Let’s give a big round of applause for the president of Health Catalyst, Mr. Brent Dover.

Brent Dover: Hi, everybody. Good morning. Welcome to day two of the Healthcare Analytics Summit. We’re really grateful that you’re all here. We’re really glad that you came back. It’s fun when you throw a 2-day party and you’re nervous on day one, “Is anybody going to show up?” We were very heartened that so many of you actually did come. It’s even more heartening that you’re here again for day two. So, thanks a lot for being here.

Our summit has been themed around the idea of education. We sincerely hope that you’re getting valuable content as a result of your time that you’re able to spend with us here for these two days. So, the student in any class, we usually have two very fundamental questions that we want to try to get answered.

First question is, “Where is my textbook?” Today, I think you’ll find on your table a book that we have titled, “Healthcare, a Better Way”, which we would like to think is a detailed textbook in reference point for all of you to think about all of the elements that come together in a data-driven process improvement plan.

Now this book has been a labor of love that’s been put together by many members of the Health Catalyst staff who’ve been working in this area in some cases for 20 and 30 years of their professional career. It has been pulled together by Dr. John Haughom. John, I don’t know if you are out there anywhere. There you are. Dr. John Haughom, who’s really … yes, thank you.

He’s worked with many of our team to pull this together and really do the hard work of sitting down and writing these thoughts out. Many of our … many folks who have shared with us, this has been a great reference point, not only for frontline folks who are having to do a lot of work, but also as a tool to educate executive leadership around the importance of a data-driven process improvement plan.

The second question we often get asked in class is, “When will the class be over?” Yesterday, you might recall that we had a poll question. Oh, I’m … that’s right, I’m driving this show. Here we go, getting caught up here. The official end time was at 4:43 pm. So, I think that means … look at that, no one had any faith. Group A, 19% of you are getting bonus points added to your analytics application. Good job on the quiz. Congratulations. So, that’s number two.

All right. The next thing we wanted to do, I just thought under the theme of this being an education-based session is, if I’m a student, what were the class notes that I took from yesterday? I thought, if you wouldn’t mind, I’ll just spin to my class notes real quickly, and then you can see if you think I did a good job or not. So, Billy Beane taught me that if I pay attention to just one previously obscure data point, in his case on base percentage, I might have a chance to change an entire industry if I have the guts to follow what that data is telling me and then use that data to boldly lead others. I don’t know, I just thought it was really cool.

Dr. Steele taught me and he taught it in pretty starch terms, that high cost can be a proxy for lower quality and waste in our healthcare system; and that with persistence and data in forming the process, dramatic improvement can be attained, which will be inspiring for all caregivers and those of us who support those caregivers.

Dr. Merlino taught me that putting the patient at the center of our experience needs to be a call to action that underpins all of our processes and that exposing data is a sure way to help impact substantial improvement.

Governor Leavitt taught me that regardless of what we think is going to happen politically in our country, value-based contracting arrangements are probably not going away. As a matter of fact, the pace of acceptance of value-based contracting will likely increase and will become a larger and larger part of our overall healthcare economic landscape.

He then seemed to speak to me personally about my civic responsibility perhaps, and called upon me, and I think each of you to understand the important role that we’re playing in helping our country sort through the issue of affordable healthcare for all. It was interesting call to arms in many ways.

And then, Ray Kurzweil taught me that I’m nowhere near smarter that I thought was before 7 o’clock last night. I think I’m okay with that, quite frankly. It seemed to be okay. He taught me that the pace of knowledge and discovery is moving incredibly fast. And then most of the time, it’s predictable and advanced, which was startling to me. It thrilled me to think about the possibilities for the impact Healthcare Analytics will have in healing our people and quite possibly, our nation.

So, that’s … those were my class notes from yesterday. I’d interested to hear what you have to say about that. All right, thank you.

Okay. I think we have a poll question. Our poll question is very carefully worded, which of yesterday’s keynote or breakout session was most impactful to you? What do you think it will be that you’ll take home back to your shop to perhaps try and initiate change?

Moderator: All right, ladies and gentlemen. Good morning. The poll question is, which of yesterday’s keynote or breakout sessions was the most impactful to you?

A. Billy Beane

B. Dr. Glenn Steele

C. Dr. James Merlino

D. Governor Mike Leavitt

E. Ray Kurzweil

F. One of the breakout sessions was my favorite. We have new polling music.

Let’s go ahead and play it.

All right, ladies and gentlemen, we have our results. They are all winners. But the number one was Billy Beane. Give it up for Billy Beane.

Brent Dover: All right.

Moderator: All right. Back to you, Brent.

Brent Dover: Thank you. I heard over … I overheard someone say yesterday, “What is the on-base … first, what’s the equivalent important data element for my business, for my leadership, for my clinical teams that’s similar to on-base percentage, that’s going to change and spark from activity back home?” I think maybe that’s the question all of us have to get answered as we get back home. What is that thing that we can find that we can use data and analytics to really drive change?

All right. Well, it’s my great privilege at this time to introduce the co-founders of the company before they come out, Tom Burton and Steve Barlow. These guys, I’ve had the chance to work side-by-side with for about two years now. I’ve characterized them as life-long learners. They’re always really interested in learning. They learned so much from our team members, our employees that are experienced in our client partners. But they’re also amazing teachers.

When people ask me a little bit about where does Health Catalyst come from it always goes back to this very simple story. Tom and Steve were working at Intermountain Healthcare. They were really critical team members on helping Intermountain drive towards a data-driven process improvement culture. They had a chance and they thought that they would be able to share those experiences that they’ve learned, perhaps with a broader industry.

These guys are a mission-driven people who are dedicated to the cause, who believed that through the years and years of experience they’ve learned at Intermountain Healthcare, at what happened there and perhaps, what has happened in Geisinger and at Cleveland Clinic and many other places, that you’ll hear about today, can be taught and implemented at every hospital system in the country. If we can do that, healthcare in our country will get healed.

They’re mission-driven guys and it’s really my great pleasure to have the chance to associate with them on this great cause. I’m really pleased to have be able to introduce Tom Burton and Steve Barlow.

Tom Burton: Thank you. We’re sure very pleased that all of you are here and participated so much yesterday. What we thought we do is take this thing in analytics conference. We do some analytics on what we found from day one.

I first want to call out a big thank you to our analyst team, Patrick Nelli and his team of analysts that have done a lot of number crunching for us. Thank you, Patrick.

We actually have implemented our own products within Health Catalyst and Patrick heads up our own corporate analytics team. We analyze all of our own data for our own business processes. He’s done an excellent done, not only here at the conference, but he helps us every day with analytics back home.

We wanted to just go over a few analytics today. First, we wanted to look a little bit at the Twitter traffic. We did some cluster analysis and we found four predominant themes that have a lot of volume. First was the need to make a compelling case for analytics in your organizations. Second was this concept of quality versus cost; and the inverse relationship between them as quality goes up, our cost and our waste goes down.

Third was patient experience and transformation. Then, finally, taking courage to use analytics. The interesting thing about this one was from the thumbs up data from a lot of the questions, we saw this pattern when one of the speakers would talk about a challenge or a problem, probably something we’ve all experienced, there was a lot of interest, there was a lot of thumbs up thing. We’ve got to have courage to take on and tackle these problems. We’re the advocates. We’re the ones that can leave the charge in starting to use data and analytics to really improve the outcomes we’re trying to achieve.

Just a little bit more on the Twitter traffic. We had over four million impressions, over a thousand tweets. We were one of the top trending items on Twitter. So, thank you very much for your participation in tweeting and we really appreciate that.

Steve Barlow: Thank you, Tom. We also look at correlations between some of your profile questions and some of the activities on the thumbs up exercises and the questions submitted. We identified an interesting correlation. There was a lot of variation between the size of the healthcare organization and a few points.

Let me just talk about those. First is the greatest driving force or strategic imperative behind analytics and your organization. Those that had greater than 1,500 beds, larger organizations felt like their greatest driving force for analytics was clinical integration and the countable care trends. Whereas those who had fewer than 700 beds, smaller healthcare organizations perceived profitability pressures as the primary driving force.

Another interesting correlation.

Tom Burton: This one is quite interesting. We looked at the difference in role and we found that IT and analyst have the highest credit scores, whereas senior leadership had the lowest credit scores. That was very interesting.

Now, actually, I’m just kidding. We were not big brother, we did not look up your credit scores. But using demographic data in the future will be an important part of looking at how we help patients at looking at their socio-economic profile can actually help us in the future. While we didn’t do it here, it may be an important component of our analytics going forward.

Steve Barlow: The next correlation. This may be stating the obvious. But we’ve thought it was … if nothing else, it validates the obvious and common sense. In one of our breakout sessions yesterday, we had just completed the discussion of different architectural approaches to building an analytics repository. It was a technical discussion.

Near the end of that discussion, somebody in the audience raised his hand and said, “You know, this is all good. But what I found is culture is king.” I’m paraphrasing. But there needs to be a focus on a change in culture to really drive these changes. It’s not a technical problem. Again, it’s a validation of common sense.

Here’s what the data said. We saw an interesting relationship between a culture … the relationships within a culture and how analytics permit that culture. The first one is, you rated your culture of quality improvement on a scale from one to five. That’s the Y axis. Along X axis, you rated your relationship, your perceived relationships and the strength of that relationship among physicians, leaders … and leaders.

Those that had a very strong relationship between physicians and leaders also had a strong rating of a culture of quality improvement. Conversely, those who have perceived the weak relationship among leaders and clinicians had a low score relative to culture of quality improvement. Very interesting.

Another view of the same kind of thing. Those who rated a high culture of quality improvement also rated a high perceived and a strong relationship between their technology folks and the rest of the organization. Likewise, those who rated low on this, also perceived the weak relationship among those technology and the rest of their organization.

Finally, those who had a high culture of quality improvement also had … were strong advocates for analytics in their healthcare organization. Culture is king. Very interesting.

In conclusion, some of our findings to summarize those, first, it takes courage to use data, like we’ve talked about yesterday. There was a lot of likes and interest in that topic that resurfaced several times yesterday. Culture is king. There’s a requirement to have a strong relationship, collaborative healthy relationships among clinicians, technical and analytical folks and leadership. These relationships, when the culture exist, can create an exciting opportunity for change, leveraging analytics in the organization.

Anything you want to say there, Tom?

Tom Burton: No. Just thank you for your feedback. Hopefully, these insights from our analytics were helpful to you and your organization. So, thank you very much.


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