Accountable Care Transformation Framework
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Accountable Care Transformation Framework

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Unlike few can do, Dr. David Burton has simplified these complex topics into a simple construct of four population health management building blocks. By acquiring proficiency in each of these four ...

Unlike few can do, Dr. David Burton has simplified these complex topics into a simple construct of four population health management building blocks. By acquiring proficiency in each of these four dimensions, healthcare delivery systems can create an asset which can be marketed to various types of governmental and commercial payers, which sponsor health benefit plans and offer shared accountability contracts (i.e. accountable care) into which these population health management sponsors can enter.

The key learning points of the webinar include:

The four building blocks of population health management (provider network, population(s), quality/safety outcomes, and cost outcomes)
The central role patient registries play in success in population health management
Pragmatic tools and methodologies to help healthcare delivery systems become proficient in each of the four dimensions of the framework
A discussion of the categories of governmental and commercial sponsors of shared accountability solutions, including the potential impact of the shift from defined benefit to defined contribution health benefit programs

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Accountable Care Transformation Framework Accountable Care Transformation Framework Presentation Transcript

  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Accountable Care Transformation Framework 1 Webinar – June 4, 2014
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Population Health Management Developing the asset Provider Network 1 Population 2 Cost Outcomes 4 Quality Outcomes 3 Four Building Blocks of Population Health Management developing   the  asset  
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics PHM and Accountable Care (AC) Accountable  Care   Financing  and   Administra7on   Popula7on  Health   Management   developing   the  asset   packaging  and      marke7ng  the  asset  
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Accountable Care Transformation Retail Marketing Access, Satisfaction: Optimize: 1) coverage of the service area by the AC network; and 2) member/patient satisfaction Quality, Safety: Improve clinical and patient safety outcomes Cost: Provide care at the lowest necessary cost Pricing: Negotiate “price” based on clinical registry assessment of disease density and severity
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Accountable Care Transformation •  Population Health Advanced Applications •  Permanent Clinical Team Structures •  Repeatable Deployment Methodology •  Ordering Waste Reduction Explorer •  Workflow Waste Reduction Explorer •  Defect Waste Reduction Explorer •  Disease Density Explorer •  Risk (Severity Level) Explorer •  Cohort Driven “Underwriting” •  Network Composition Analyzer •  Service Area Explorer •  Wholesale Contracting •  Network Access Agreement* Health Catalyst Products/Services •  Deployable •  Under development •  On Road Map •  Client, Third-party Payer and/or Health Catalyst •  Patient Injury Prevention Applications •  Patient Registries •  Activity-based Costing •  Predictive models for clinical staffing •  Financial Risk Allocation - Reinsurance •  Patient-Provider Attribution Modeler •  Retail Marketing Vehicle(s) •  Care Management Resources •  Care Management Resources •  Patient Analytics and Communication •  Patient Analytics and Communication •  Payer Market Analyzer •  Key Process Analyses •  Participating Provider Service Agreements* * Outline of concepts to be included in agreements •  Accountable Care Organizational Plan* •  Risk/Reward Allocation Plan* •  Member/Patient Satisfaction Explorer •  Patient Leakage •  AC Executive Dashboard
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Access, Satisfaction 6
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Provider network analysis (geoanalytics) 7
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Service Area Explorer Potential “layer” inputs under evaluation Hospital Service Areas from the Dartmouth Atlas of Health Care Medical care regions, medical trade areas and hospital service areas defined using central place theory (Margot W. Smith) Census data from the U.S. Census Bureau of the U.S. Department of Commerce Health Benefit Program filings with state health insurance departments, including definition of geographic coverage areas Patient origin analyses based on client data CMS service area definition (Hospital Compare)
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Service Area Explorer Dartmouth Atlas of Health Care (Healthcare Regions)
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Network Composition Analyzer 10 Medicare FFS payments by venue – 2008-2012 OutpatientClinic Care Inpatient SNF Home Hlth Hospice $ 152 Billion 11.8% 372 Billion 28.7% 447 Billion 34.5% $ 133 Billion 10.3% $ 90 Billion 6.9% $ 48 Billion 3.7% LTCH/IRF $ 53 Billion 4.1% Clinic  Care   Outpa7ent   Inpa7ent   SNF   LTCH/IRF   Home  Health   Hospice  
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Network Composition Analyzer Current network
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics ? ? Network access Current state (integrated layers)
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Poll question •  How well do you feel your current network of physicians and facilities covers the geographic service area of the third-party payers with whom you want to establish a shared-accountability contract? (five-point scale) •  5 - Full coverage – 10% •  4 – 33% •  3 – 37% •  2 – 16% •  1 - Little or no coverage – 4%
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Patient Registries, Key Process Analyses 14
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Patient Registries 15
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Registries – “the Intel chip” Patient registries are the “Intel” chip inside PHM/ AC; they form the basis of: •  Essentials layer applications. •  Population evaluation. •  Quality outcomes. Advanced applications and Patient Injury Prevention Processes •  Cost outcomes. Ordering waste, workflow waste and defect waste
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Heart Rhythm Disorders Vascular Disorders Ischemic Heart Disease Heart Failure CARDIOVASCULAR Care Process Families Clinical Program ICD9 Volumes I-II 17,674 Diagnosis Codes ICD-9 Volume III 3,903 Procedure Codes 2013 CPT® Code Set 9706 Codes CPT-4 Code Groupings ICD9 Procedure Code Groupings ICD9 Diagnosis Code Groupings Care Processes Valve Disorders CHF Cardio- myopathy Pulmonary Heart Disease
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Mapping ICD9 Dx to clinical hierarchyPrimaryIC DDiagnosi ICDDiagnosisDSC ClinicalProgram CareProcessFamily CareProcess  TotVarCostAMT   648.91 OTH  CURR  COND-­‐DELIVERED Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 1,380,256.84$             644.21 EARLY  ONSET  DELIVERY-­‐DEL Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 1,177,045.05$             659.61 ELDERLY  MULTIGRAVIDA-­‐DEL Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 1,168,355.92$             642.32 TRANS  HYPERTEN-­‐DEL  W  P/P Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 1,020,221.38$             642.41 MILD/NOS  PREECLAMP-­‐DELIV Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 908,276.75$                   642.51 SEVERE  PREECLAMP-­‐DELIVER Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 906,969.56$                   648.81 ABN  GLUCOSE  TOLER-­‐DELIV Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 837,075.90$                   658.11 PREM  RUPT  MEMBRAN-­‐DELIV Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 808,349.85$                   658.23 PROLONG  RUP  MEMB-­‐ANTEPAR Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 596,809.84$                   648.93 OTH  CURR  COND-­‐ANTEPARTUM Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 590,661.91$                   656.53 POOR  FETAL  GRTH-­‐ANTEPART Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 544,525.63$                   649.03 TOBACCO  USE  DIS-­‐ANTEPART Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 510,959.65$                   648.21 ANEMIA-­‐DELIVERED Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 395,594.30$                   646.83 PREG  COMPL  NEC-­‐ANTEPART Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 363,172.67$                   642.71 TOX  W  OLD  HYPERTEN-­‐DELIV Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 352,317.40$                   642.02 ESSEN  HYPERTEN-­‐DEL  W  P/P Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 345,091.13$                   V23.89 SUPRV  HIGH-­‐RISK  PREG  NEC Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 332,141.48$                   658.03 OLIGOHYDRAMNIOS-­‐ANTEPAR Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 307,153.00$                   646.83 PREG  COMPL  NEC-­‐ANTEPART Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 304,254.45$                   656.61 EXCESS  FETAL  GRTH-­‐DELIV Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 303,155.43$                   648.02 DIABETES-­‐DELIVERED  W  P/P Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 259,335.69$                   648.93 OTH  CURR  COND-­‐ANTEPARTUM Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 256,935.47$                   655.83 FETAL  ABNORM  NEC-­‐ANTEPAR Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 246,455.47$                   659.53 ELDER  PRIMIGRAVID-­‐ANTEPA Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 244,258.48$                   644.03 THRT  PREM  LABOR-­‐ANTEPART Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 241,969.46$                   646.83 PREG  COMPL  NEC-­‐ANTEPART Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 212,033.71$                   648.93 OTH  CURR  COND-­‐ANTEPARTUM Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 208,806.46$                   648.42 MENTAL  DIS-­‐DELIV  W  P/P Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 198,240.68$                   644.13 THREAT  LABOR  NEC-­‐ANTEPAR Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 180,973.69$                   678.03 FETAL  HEMATOLOGIC-­‐ANTE Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 179,887.38$                   652.63 MULT  GES  MALPRES-­‐ANTEPAR Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 172,157.76$                   644.03 THRT  PREM  LABOR-­‐ANTEPART Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 168,240.11$                   764.96 FET  GRWTH  RET  1500-­‐1749G Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 167,934.27$                   655.83 FETAL  ABNORM  NEC-­‐ANTEPAR Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 167,045.46$                   649.32 COAGULATN  DEF-­‐DEL  W  P/P Women  and  Newborns Pregnancy Management  of  high-­‐risk  pregnancy 164,740.85$                  
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics 19 Clinical Programs Relative size (455 care processes) Hem- Onc GI CV Gen Med W&NMusc RespNeuroSurg Comm Peds Spec Beh Inpatient Outpatient Series
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics ICD Patient Registries Foundational and discovery apps CLINICAL  INTEGRATION  HIERARCHY Care   Process   Families Care   Processes Total  Variable  Cost CARDIOVASCULAR Ischemic  heart  disease 1 Coronary  artery  disease 1 20,354,043.06$                     Acute  myocardial  infarction 1 16,271,150.87$                     Chronic  ischemic  heart  disease 1 2,603,804.78$                         Totals 1 3 39,228,998.71$                   Vascular  disorders 1 Aortic  aneurysm  and  dissection 1 9,975,878.61$                         Vascular  insufficiency  -­‐  extremities 1 9,680,024.62$                         Venous  phlebitis,  thrombosis,  embolism 1 6,861,044.17$                         Complication  of  vascular  device,  implant  or  graft 1 3,922,582.89$                         Other  vascular  or  lymphatic  disorders 1 3,392,116.22$                         Vascular  insufficiency  -­‐  intestines 1 2,748,775.13$                         Arterial  embolism  and  thrombosis 1 1,425,285.88$                         Aneurysm  and  dissection  except  aorta 1 941,468.22$                               Totals 1 8 38,947,175.74$                   Heart  failure 1 Congestive  heart  failure 1 18,591,198.70$                     Cardiac  valve  disorders 1 9,232,012.97$                         Cardiomyopathy  and  myocarditis 1 2,512,491.38$                         Pulmonary  heart  disease 1 1,393,951.25$                         Totals 1 4 31,729,654.30$                   Heart  rhythm  disorders 1 Atrial  fibrillation  and  flutter 1 7,943,076.82$                         Cardiac  rhythm  device  insertion,  revision,  replacement  or  removal   1 2,872,634.31$                         Conduction  disorders 1 2,764,910.95$                         Other  dysrhythmias 1 4,340,898.91$                         Ventricular  tachyarrhythmias 1 2,866,885.63$                         Totals 1 5 20,788,406.62$                   Other  cardiovascular  diorders 1 Complication  of  cardiovascular  device,  implant  or  graft   1 3,809,826.99$                         Disorders  of  the  endocardium   1 1,036,527.10$                         Disorders  of  the  pericardium 1 1,260,923.96$                         Hypotension 1 1,623,867.20$                         Other  cardiovascular  findings  and  anomalies 1 457,535.73$                               Totals 1 5 8,188,680.98$                       Heart  and  lung  transplants 1 Heart  transplant   1 1,345,601.35$                         Lung  transplant   1 1,418,317.86$                         Totals 1 2 2,763,919.21$                       Cardiovascular  diagnostic  testing  and  pre-­‐operative  assessment1 Pre-­‐procedural  CV  exam   1 1,691,636.46$                         Abnormal  CV  diagnostic  study   1 379,488.76$                               1 2 2,071,125.22$                       GRAND  TOTALS 5 19 143,717,960.78$            
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Operational ContentPopulation Management Content Patient Injury Prevention Content Shared Frameworks Available Newly Released or Enhanced 2014 Roadmap Platform Components Comorbidity Analyzer & Content Readmission Explorer Source Mart Mapping Content Ambulatory EMR, Professional Billing, Time Card, Human Resources, Accounts Receivable, Supply Chain, Claims Atlas IDEA Security and Auditing Metadata Core Additional Source Marts as necessary Source Mart Designer & Patterns SAM Designer & Patterns Product Components EMR, Patient Billing, Costing, General Ledger, Patient SatisfactionHosting Infrastructure & Services CAFÉ De-identification Infrastructure EDW Console Common Linkable Identifiers EDIT—Executive Dashboard Integration Tool Clinical Content Framework Severity Risk Models *CAFE—Comparative Analytics Framework and Exchange Essentials Layer Mapping Content Patient-Provider Attribution ModelerClinical Hierarchies Visualization & Architectural Frameworks Essentials Layer Definitions Statistical Framework-Metric Correlation Framework Workflow Content Framework Patient Injury Prevention Content Framework FinancialAccountable Care GL Explorer Financial Management Explorer Key Process Analysis CORUS: Real Time Location Services Integration CORUS: Predictive Staffing Models CORUS: Activity Based Terminology Mapping CORUS: Clinically Driven Activity Based Costing Revenue Cycle Explorer CORUS: Clinically Driven Revenue Cycle Cohort Builder Accountable Care Organizational Plan Participating Provider Srv Agr Templates Payer Market Analyzer Patient Analytics & Communication Network Composition Analyzer Wholesale Contract Network Access Agreement Disease Density Explorer Risk Allocation (Reinsurance) Modeler Service Area Explorer ACED Accountable Care Executive Dashboard Risk (Severity Level) Explorer Cohort Driven “Underwriting” Modeler Member Satisfaction Explorer Risk/Reward Allocation Modeler Patient Leakage Care Management Planner Essentials Application Population Explorer Admin Patient Registries Precise Patient RegistriesReadmission Predictor Mental HealthDeployment Templates Pediatrics SpecialtyRespiratory OncologyGI SurgeryWomen & Children MusculoskeletalCardiovascular NeurosciencePrimary Care Application Suite Patient Flow Explorer Patient Satisfaction Labor Management Exp Supply Chain Explorer A3/Value Stream MapsOhio C External & Regulatory PM: AppointmentsInvasive PM: Prof BillingAcute Medical PM: Patient AccessAmbulatory PM: Orders and ReferralsTherapeutic (Rx, Resp) Practice ManagementDiagnostic (Lab, Path) Patient Safety Explorer Pressure Injury Falls (S, A, C) Patient/Procedure ControlGlucose Management Venous ThromboembolismTransfusion CLABSIParenteral Nutrition TPN) Surgical Site InfectionsRX: Electrolytes CAUTIRX: Fluids VAPRX: Medications InfectionsSubstances Patient Flight Plan Predictor A3/Value Stream Maps Specialty Clinics US N&W
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Key Process (Pareto) Analyses 22
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics 23 Top 10 Care Process Families account for 34% of the opportunity Top 40 Care Process Families account for over 80% of the opportunity X-Axis = Care Process Families by resources consumed (High to Low) Y-Axis=Percentoftotalresourcesconsumed Key Process Analysis (IP+OP)
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Key Process Analysis (Pareto sort) CLINICAL  INTEGRATION  HIERARCHY Care   Process   Families Care   Processes Total  Variable  Cost CARDIOVASCULAR Ischemic  heart  disease 1 Coronary  artery  disease 1 20,354,043.06$                     Acute  myocardial  infarction 1 16,271,150.87$                     Chronic  ischemic  heart  disease 1 2,603,804.78$                         Totals 1 3 39,228,998.71$                   Vascular  disorders 1 Aortic  aneurysm  and  dissection 1 9,975,878.61$                         Vascular  insufficiency  -­‐  extremities 1 9,680,024.62$                         Venous  phlebitis,  thrombosis,  embolism 1 6,861,044.17$                         Complication  of  vascular  device,  implant  or  graft 1 3,922,582.89$                         Other  vascular  or  lymphatic  disorders 1 3,392,116.22$                         Vascular  insufficiency  -­‐  intestines 1 2,748,775.13$                         Arterial  embolism  and  thrombosis 1 1,425,285.88$                         Aneurysm  and  dissection  except  aorta 1 941,468.22$                               Totals 1 8 38,947,175.74$                   Heart  failure 1 Congestive  heart  failure 1 18,591,198.70$                     Cardiac  valve  disorders 1 9,232,012.97$                         Cardiomyopathy  and  myocarditis 1 2,512,491.38$                         Pulmonary  heart  disease 1 1,393,951.25$                         Totals 1 4 31,729,654.30$                   Heart  rhythm  disorders 1 Atrial  fibrillation  and  flutter 1 7,943,076.82$                         Cardiac  rhythm  device  insertion,  revision,  replacement  or  removal   1 2,872,634.31$                         Conduction  disorders 1 2,764,910.95$                         Other  dysrhythmias 1 4,340,898.91$                         Ventricular  tachyarrhythmias 1 2,866,885.63$                         Totals 1 5 20,788,406.62$                   Other  cardiovascular  diorders 1 Complication  of  cardiovascular  device,  implant  or  graft   1 3,809,826.99$                         Disorders  of  the  endocardium   1 1,036,527.10$                         Disorders  of  the  pericardium 1 1,260,923.96$                         Hypotension 1 1,623,867.20$                         Other  cardiovascular  findings  and  anomalies 1 457,535.73$                               Totals 1 5 8,188,680.98$                       Heart  and  lung  transplants 1 Heart  transplant   1 1,345,601.35$                         Lung  transplant   1 1,418,317.86$                         Totals 1 2 2,763,919.21$                       Cardiovascular  diagnostic  testing  and  pre-­‐operative  assessment1 Pre-­‐procedural  CV  exam   1 1,691,636.46$                         Abnormal  CV  diagnostic  study   1 379,488.76$                               1 2 2,071,125.22$                       GRAND  TOTALS 5 19 143,717,960.78$             Pareto  Care  Processes Pareto ICD Registries All ICD Registries
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Cardiovascular Clinical Program Pareto Care Processes
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Poll questions How well prepared do you feel your organization is to: •  Use patient registries and key process analysis as important elements in prioritization of improvement initiatives? (five-point scale) •  5 – Very Prepared – 7% •  4 – 18% •  3 – 28% •  2 – 33% •  1 – Not Prepared – 13%
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Pricing based on disease density and severity of illness 27
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Disease Density and Severity Level Explorer 28
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Disease density analysis •  Use ICD patient registry groupings to analyze third- party payer populations to determine the “density” of disease by Clinical Program, Care Process Family and Care Process •  Determine organizational readiness to address care improvement opportunities highlighted by the patient registry groupings analysis •  Use output from the disease density analysis of claims data as the starting point for risk (severity level) stratification
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Risk (severity level) analysis •  Apply a risk stratification framework (e.g., Charlson- Deyo comorbidity analysis, CMS-HCC) to the disease registry populations highlighted in the claims-based disease density analysis •  Compare a statistical sample of historical data from delivery system data sets (inpatient facility, outpatient facility, clinic care) to the claims-based disease registry data (drill down) to project cost of care •  Determine whether to include or exclude statistical outlier cases for each disease registry sub-population
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Financial risk allocation 31
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Excellent Outcomes Poor Outcomes # of Cases Mean Excellent Outcomes # of Cases Poor Outcomes Bring cases above the mean down to the mean •  Strategy. Use content and analytics to develop value-based guidelines and protocols to reduce inlier variation •  Implementation. Work with clinicians to use these value-based guidelines and protocols to bring the cases above the mean down to the mean Approach: “Tighten the Curve and Shift it to the Left” Focus on “inlier” management
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Financial risk allocation Contract for coverage of outlier risk. Health systems should consider contracting for some type of reinsurance to cover stochastic events (outlier risk management) •  Alternative #1: Contract with each third-party payer to assume risk for outliers as a part of the Network Access Agreement; or •  Alternative #2: Contract with one reinsurer across all Network Access Agreements to cover outlier risk •  As a new line of business within their captive medical malpractice reinsurer (GPO?) •  With a third-party payer such as Aetna •  With a traditional reinsurer such as Employers Re
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Network Access Contracting 34
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Network access agreements Wholesale contracting. A Network Access Agreement specifies the terms and conditions between a health care financing sponsor and the AC provider network •  Leases the AC provider network to the payer •  Defines the nature of the payment relationship; e.g.,: •  Bundled per case •  Population-specific capitation (capitation by disease registry) •  Global capitation •  Specifies the nature of financial risk allocation (e.g., outlier trim points) and the reinsurance treaty (if any)
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Network access agreements Contracting strategy. Contracting negotiations could be informed by data-driven criteria, such as: •  Volume. How much volume does the payer have to drive to the AC provider network? •  Directability. How strong is the payer’s health benefit program gradient (delta between plan payment for in- network vs. out-of-network services) •  Alignment. What proportion of the network offered to members of the payer’s plan does the AC provider network represent? (i.e., How exclusive is the contract with the AC provider network?)
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Poll question •  How well prepared do you feel your organization is to evaluate the risk of sharing financial responsibility for managing defined populations of members/patients? (five-point scale) •  5 – Very prepared – 2% •  4 – 15% •  3 – 37% •  2 – 33% •  1 – Not prepared – 12%
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Quality, Safety 38
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential39 Home (Patient Portal) * To Invasive Care Processes Clinic Care Non-recurrent Clinic Care Chronic Acute Medical IP Med-Surg Acute Medical IP ICU Invasive Medical Invasive Surgical Diagnostic Work-up Bedside care Triage to Treatment Venue Substance Preparation Invasive* Subspecialist Chronic Disease Subspecialist Screening & Preventive Symptoms The Anatomy of Healthcare Delivery Procedure Indications for Intervention Diagnostic algorithms Indications for Referral Triage Criteria Preventive, Diagnostic, Triage and Clinic Care, Algorithms; Referral & Intervention Indications Population Utilization Knowledge Assets Treatment and Monitoring Algorithms Treatment and Monitoring Algorithms Health Maintenance and Preventive Guidelines Substance Selection Substance Selection Clinical Supply Chain Management Admission Order SetsAdmission Order Sets Supplementary Order Sets Pre-Procedure Order Sets Post- procedure Order Sets Discharge Bedside care practice guidelines, risk assessment and patient injury prevention protocols, bedside care procedures, transfer and discharge protocols Standardized Follow-up Post-acute care order sets IP (SNF, IRF) Home health Hospice Management of Acute Medical, Invasive & Post- Acute Care Modules Per Case Knowledge Assets Clinical ops procedure guidelines and patient injury prevention Post-procedure Care
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Quality: Population Health Advanced Applications 40
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Focus on the “Golden Few” CLINICAL  INTEGRATION  HIERARCHY Care   Process   Families Care   Processes Total  Variable  Cost CARDIOVASCULAR Ischemic  heart  disease 1 Coronary  artery  disease 1 20,354,043.06$                     Acute  myocardial  infarction 1 16,271,150.87$                     Chronic  ischemic  heart  disease 1 2,603,804.78$                         Totals 1 3 39,228,998.71$                   Vascular  disorders 1 Aortic  aneurysm  and  dissection 1 9,975,878.61$                         Vascular  insufficiency  -­‐  extremities 1 9,680,024.62$                         Venous  phlebitis,  thrombosis,  embolism 1 6,861,044.17$                         Complication  of  vascular  device,  implant  or  graft 1 3,922,582.89$                         Other  vascular  or  lymphatic  disorders 1 3,392,116.22$                         Vascular  insufficiency  -­‐  intestines 1 2,748,775.13$                         Arterial  embolism  and  thrombosis 1 1,425,285.88$                         Aneurysm  and  dissection  except  aorta 1 941,468.22$                               Totals 1 8 38,947,175.74$                   Heart  failure 1 Congestive  heart  failure 1 18,591,198.70$                     Cardiac  valve  disorders 1 9,232,012.97$                         Cardiomyopathy  and  myocarditis 1 2,512,491.38$                         Pulmonary  heart  disease 1 1,393,951.25$                         Totals 1 4 31,729,654.30$                   Heart  rhythm  disorders 1 Atrial  fibrillation  and  flutter 1 7,943,076.82$                         Cardiac  rhythm  device  insertion,  revision,  replacement  or  removal   1 2,872,634.31$                         Conduction  disorders 1 2,764,910.95$                         Other  dysrhythmias 1 4,340,898.91$                         Ventricular  tachyarrhythmias 1 2,866,885.63$                         Totals 1 5 20,788,406.62$                   Other  cardiovascular  diorders 1 Complication  of  cardiovascular  device,  implant  or  graft   1 3,809,826.99$                         Disorders  of  the  endocardium   1 1,036,527.10$                         Disorders  of  the  pericardium 1 1,260,923.96$                         Hypotension 1 1,623,867.20$                         Other  cardiovascular  findings  and  anomalies 1 457,535.73$                               Totals 1 5 8,188,680.98$                       Heart  and  lung  transplants 1 Heart  transplant   1 1,345,601.35$                         Lung  transplant   1 1,418,317.86$                         Totals 1 2 2,763,919.21$                       Cardiovascular  diagnostic  testing  and  pre-­‐operative  assessment1 Pre-­‐procedural  CV  exam   1 1,691,636.46$                         Abnormal  CV  diagnostic  study   1 379,488.76$                               1 2 2,071,125.22$                       GRAND  TOTALS 5 19 143,717,960.78$             Pareto  Care  Processes All ICD Registries Pareto ICD Registries
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics42 Population Health Advanced Applications Mapping admin codes to clinical hierarchy ICD patient registries Key Process Analysis Precise patient registries (add clinical rules) Care Process Models for Pareto Care Process Families AIM statement starter sets Improvement initiative knowledge assets Process and outcome metrics & visualizations
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Heart Failure Care Process Model
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Heart Rhythm Disorders Vascular Disorders Ischemic Heart Disease Heart Failure CARDIOVASCULAR Care Process Families Clinical Program Valve Disorders CHF Cardio- myopathy Pulmonary Heart Disease Care Processes Systolic Dysfunction Diastolic Dysfunction Improvement Initiatives Anatomy of Healthcare Delivery Goals (e.g., Beta blocker Rx) Regulatory and Accreditation Goals (e.g., HF readmits) Aim Statement Packets
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Heart Failure Advanced Application
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Safety: Patient Injury Prevention Applications 46
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics47 Hospital-Acquired Condition (HAC) cohorts Analysis of frequency, costs, potential savings Patient injury Improvement initiative process Criteria for PIPP intervention identified Care units identified to which PIPPs apply PIPP surveillance process, outcome metrics & visualizations AIM statement starter sets PIPP intervention protocol starter sets Patient Injury Prevention Process (PIPP) starter set maps
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics48 Patient injury – CMS HAC registries •  Ventilator-associated pneumonia (VAP) •  Adverse drug events (ADEs)
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Condition Estimated  cost %  of   Total Cum  % Cases Cost/Case Vascular  Cath-­‐Assoc  Infection 405,299,703$       51.9% 51.9% 2318 174,849$       Pressure  Ulcers  Stages  III  and  IV 96,917,626$             12.4% 64.3% 402 241,089$       Iatrogenic  Pneumothorax 89,402,081$             11.4% 75.8% 747 119,682$       Falls  and  Trauma 67,772,069$             8.7% 84.4% 1134 59,764$           Cath-­‐Assoc  Urinary  Tract  Infection 59,991,394$             7.7% 92.1% 720 83,321$           Surgical  Site  Infection   37,792,448$             4.8% 97.0% 233 162,199$       Venous  thromboembolism  (VTE) 8,544,237$                 1.1% 98.1% 204 41,884$           Manifestions  of  Poor  Glycemic  Control 6,561,973$                 0.8% 98.9% 119 55,143$           Foreign  Object  Retained  After  Surgery 6,347,387$                 0.8% 99.7% 110 57,704$           Air  Embolism 1,395,845$                 0.2% 99.9% 13 107,373$       Blood  Incompatability 849,397$                       0.1% 100.0% 6 141,566$       780,874,160$       6,006   130,016$       Cost estimated from gross charges based on cost to charge ratio = 0.254); Savings calculated from cost of DRG with HAC subtracted from average cost of DRG (for MS-DRGs and HAC with at least 5 cases). Estimated cost per case for all cases in California = $12,700 (3.7 million cases). Michael Dietzel analysis. Estimated cost of defects 2011 OSHPD data
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Approach to patient injury prevention Approach and tools to reduce patient injury Define for each type of defect a Patient Injury Prevention Process (PIPP). ●  Cohort of patients to be screened because they may be at risk ●  Screening criteria/tool (e.g., Braden Scale) to define patients who are at risk ●  Clinical operations protocol to be implemented with at-risk patients to prevent injury ●  Tracking system to detect injuries and near misses Regard patient injury as a “process failure” to be subjected to root-cause analysis rather than an “incident” to be reported
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics51 CLABSI prevention
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics52 CLABSI prevention “A-3” for process redesign
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics53 CLABSI prevention – tracking
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Poll question •  How well prepared do you feel your organization is to demonstrate with dashboards and outcomes reports your proficiency in quality and safety to third-party payers? (five-point scale) •  5 – Very prepared – 9% •  4 – 23% •  3 – 19% •  2 – 36% •  1 – Not prepared – 13%
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Cost (waste reduction) 55
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics 56 PHM waste reduction construct Population Health Management Population Utilization WastePer capita management (population focus) Sample Metrics Admits/1000 members IP days/1000 members OP visits/1000 members Procedures/1000 members ED visits/1000 members Readmissions/1000 members Per Capita Waste Preventive, Diagnostic, Triage and Clinic Care, Algorithms; Referral & Intervention Indications Population Utilization Knowledge Assets Per case management (individual patient focus) Per Case Utilization Waste Sample Metrics Cost/visit Cost/case OR minutes L&D hours LOS # of comorbidities Per Case Waste Acute Medical, Invasive & Post-Acute Care Modules Per Case Knowledge Assets
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Ordering Waste Workflow Waste Defect Waste Ordering tests, care, substances and supplies that do not add value Variation in efficiency of delivering tests, care and procedures ordered Patient injuries incurred in delivering tests, care and procedures ordered 57 Three forms of waste
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Population ordering waste reduction 58
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential59 Home (Patient Portal) * To Invasive Care Processes Clinic Care Non-recurrent Clinic Care Chronic Acute Medical IP Med-Surg Acute Medical IP ICU Invasive Medical Invasive Surgical Diagnostic Work-up Bedside care Triage to Treatment Venue Substance Preparation Invasive* Subspecialist Chronic Disease Subspecialist Screening & Preventive Symptoms Sources of population ordering waste Diagnostic algorithms Indications for Referral Indications for Intervention Triage Criteria Preventive, Diagnostic, Triage and Clinic Care, Algorithms; Referral & Intervention Indications Population Utilization Knowledge Assets Substance Selection Substance Selection Clinical Supply Chain Management Procedure Treatment and Monitoring Algorithms Admission Order SetsAdmission Order Sets Supplementary Order Sets Pre-Procedure Order Sets Post- procedure Order Sets Discharge Bedside care practice guidelines, risk assessment and patient injury prevention protocols, bedside care procedures, transfer and discharge protocols Treatment and Monitoring Algorithms Health Maintenance and Preventive Guidelines Standardized Follow-up Post-acute care order sets IP (SNF, IRF) Home health Hospice Acute Medical, Invasive & Post-Acute Care Modules Per Case Knowledge Assets Clinical ops procedure guidelines and patient injury prevention Post-procedure Care
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Population ordering waste reduction Community Care dashboard
  • Popula7on  ordering  waste  reduc7on   NTSV  C-­‐Sec7on  rate  with  no  induc7on  aGempt  
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential Per case ordering waste reduction 62
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential63 Home (Patient Portal) * To Invasive Care Processes Clinic Care Non-recurrent Clinic Care Chronic Acute Medical IP Med-Surg Acute Medical IP ICU Invasive Medical Invasive Surgical Diagnostic Work-up Bedside care Triage to Treatment Venue Substance Preparation Invasive* Subspecialist Chronic Disease Subspecialist Screening & Preventive Symptoms Sources of per case ordering waste Diagnostic algorithms Indications for Referral Indications for Intervention Triage Criteria Preventive, Diagnostic, Triage and Clinic Care, Algorithms; Referral & Intervention Indications Population Utilization Knowledge Assets Substance Selection Substance Selection Clinical Supply Chain Management Procedure Treatment and Monitoring Algorithms Admission Order SetsAdmission Order Sets Supplementary Order Sets Pre-Procedure Order Sets Post- procedure Order Sets Discharge Bedside care practice guidelines, risk assessment and patient injury prevention protocols, bedside care procedures, transfer and discharge protocols Treatment and Monitoring Algorithms Health Maintenance and Preventive Guidelines Standardized Follow-up Post-acute care order sets IP (SNF, IRF) Home health Hospice Acute Medical, Invasive & Post-Acute Care Modules Per Case Knowledge Assets Clinical ops procedure guidelines and patient injury prevention Post-procedure Care
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential Per case ordering waste Appendectomy
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential Per case workflow waste reduction 65
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential66 Home (Patient Portal) * To Invasive Care Processes Clinic Care Non-recurrent Clinic Care Chronic Acute Medical IP Med-Surg Acute Medical IP ICU Invasive Medical Invasive Surgical Diagnostic Work-up Bedside care Triage to Treatment Venue Substance Preparation Invasive* Subspecialist Chronic Disease Subspecialist Screening & Preventive Symptoms Sources of per case workflow waste Diagnostic algorithms Indications for Referral Indications for Intervention Triage Criteria Preventive, Diagnostic, Triage and Clinic Care, Algorithms; Referral & Intervention Indications Population Utilization Knowledge Assets Substance Selection Substance Selection Clinical Supply Chain Management Procedure Treatment and Monitoring Algorithms Admission Order SetsAdmission Order Sets Supplementary Order Sets Pre-Procedure Order Sets Post- procedure Order Sets Discharge Bedside care practice guidelines, risk assessment and patient injury prevention protocols, bedside care procedures, transfer and discharge protocols Treatment and Monitoring Algorithms Health Maintenance and Preventive Guidelines Standardized Follow-up Post-acute care order sets IP (SNF, IRF) Home health Hospice Acute Medical, Invasive & Post-Acute Care Modules Per Case Knowledge Assets Clinical ops procedure guidelines and patient injury prevention Post-procedure Care
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential67 Workflow waste - surgical services
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential68 Workflow waste – surgical services reduce room turnover time
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential IP per case waste reduction opportunity Facility perspective Per case ordering waste Per case workflow waste Per case defect waste 69 $144 MM ~ 23% Total IP per case waste $57 MM* ~ 9 % $87 MM* ~ 14 % In Progress < 1** %* Preliminary Findings (work in progress) ** Extrapolated from OSHPD and CMS data DRAFT
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential Defect waste reduction 70
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential Defect waste reduction CMS’s establishment of penalties weighted by measurement domain creates an incentive to choose CLABSI and CAUTI improvement initiatives (65% of total) 71
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential Focus on workflow/defect waste
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential Summary 73
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and Confidential Accountable Care Transformation Retail Marketing Access, Satisfaction: Optimize: 1) coverage of the service area by the AC network; and 2) member/patient satisfaction Quality, Safety: Improve clinical and patient safety outcomes Cost: Provide care at the lowest necessary cost Pricing: Negotiate “price” based on clinical registry assessment of disease density and severity
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Questions and Answers Building a Data Warehouse and Analytics Strategy from the Ground Up Date: June 11th 1-3 pm ET Presenter: Eric Just and Mike Doyle, Health Catalyst Register at http://healthcatalyst.com/ Healthcare Analytics Summit Join top healthcare professionals for a high-powered analytics summit using analytics to drive an engaging experience with renowned leaders who are on the cutting edge of healthcare using data-driven methods to improve care and reduce costs. Date: September 24th-25th Location: Salt Lake City, Utah Save the Date: http://www.healthcatalyst.com/news/healthcare-analytics- summit-2014 For Information Contact: david.burton@healthcatalyst.com
  • © 2014 Health Catalyst www.healthcatalyst.comFollow Us on Twitter #TimeforAnalytics 76 Obtain unbiased, practical, educational advice on proven analytics solutions that really work in healthcare. The future of healthcare requires transformative thinking by committed leadership willing to forge and adopt new data-driven processes. If you count yourself among this group, then HAS ’14 is for you. OBJECTIVE MOBILE APP Access to a mobile app that can be used for audience response and participation in real time. Group-wide and individual analytic insights will be shared throughout the summit, resulting in a more substantive, engaging experience while demonstrating the power of analytics.
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics Chronic condition management Primary Care Physician ChronicDisease Sub-specialist Medical Assistant Generalist CareManagers (RN,Beh) Specialist CareManagers (RN,Beh) MD and/or APC Clin Ops Behavioral
  • © 2013 Health Catalyst www.healthcatalyst.comProprietary and ConfidentialFollow Us on Twitter #TimeforAnalytics 78 PHM waste reduction construct Population Health Management Population Utilization WastePer capita management (population focus) Sample Metrics Admits/1000 members IP days/1000 members OP visits/1000 members Procedures/1000 members ED visits/1000 members Readmissions/1000 members Per Capita Waste Preventive, Diagnostic, Triage and Clinic Care, Algorithms; Referral & Intervention Indications Population Utilization Knowledge Assets Per case management (individual patient focus) Per Case Utilization Waste Sample Metrics Cost/visit Cost/case OR minutes L&D hours LOS # of comorbidities Per Case Waste Acute Medical, Invasive & Post-Acute Care Modules Per Case Knowledge Assets