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UNCHEALTHCARESYSTEMUNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Building a cap...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
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Image via Flickr user stevens...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Drivers for Analytical Adoption...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Our Model: 7 Tenets
1. Centrali...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
The Operating Model
Solution Ma...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Finance Strategic
Planning
Popu...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Rethinking Analytics in Health ...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Decentralized,
function-specifi...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Stewardship
Auditability Checks...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Analytical Consulting Services...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
What doesn’t work smoothly?
Go...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Development Portfolio
Clinical...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Selected Examples
UTILIZATION ...
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UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE
Summary
Health care is becomin...
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Chief Data & Analytics Officer, Winter 2018 - Jason Burke, UNC Health Care

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The C-Suite is in a period of flux. This can largely be attributed to the acceleration of technological innovation which has spawned a number of new job titles, eager to cement their position in the boardroom and influence decision-making at an enterprise scale. In recent years, the Chief Data Officer (CDO) and Chief Analytics Officer (CAO) have emerged as two of the most valuable figureheads in today’s turbulent business environment. However, data is rendered redundant without the ability to transform this information into insights and the capability to action this information to drive strategic decision-making. This fact is further compounded by a recent report which states that in 2018, more than half of large organizations globally will compete using advanced analytics and proprietary algorithms, causing the disruption of entire industries.

To learn more, visit https://coriniumintelligence.com/chiefdataanalyticsofficerwinter/

Published in: Data & Analytics
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Chief Data & Analytics Officer, Winter 2018 - Jason Burke, UNC Health Care

  1. 1. UNCHEALTHCARESYSTEMUNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Building a capability-based approach to enterprise-wide analytics proliferation Jason Burke System VP and Chief Analytics Officer
  2. 2. 2 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE 2 Image via Flickr user stevensnodgrass
  3. 3. 3 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Drivers for Analytical Adoption across Health and Life Sciences “Complexity ExceedsCognition” Fee-for-service  risk-delegated, value-based We now have electronicdata Research is expensive and time consuming Higher costs ≠ better outcomes Build better models of what is happening (clinical, financial, administrative, behavioral) Use them with real-world data to manage outcomes and costs Drive self-service enablement
  4. 4. 4 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Our Model: 7 Tenets 1. Centralize “build” & federate “use” 2. Use product management practices to drive better assets 3. Better rationalize BI and operational reporting asks 4. Find ways of establishing “single source of truths” 5. Push greater transparency and institutionalization of knowledge 6. Protect “build work” from “project work” 7. Insist on governance (priorities, requirements, data) This is a new business function
  5. 5. 5 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE The Operating Model Solution Management Requirements, Consensus,Priority Data Governance Definitions, Standards,Use,and Interpretation Design & Engineering Developing Capabilities Community Engagement User adoption and education Consulting Services ProjectSupport Operational Reporting Strategy Requirements, Consensus,Priority Coordinatedwith ISD Organizational Benefits Reduce the time, effort,and resources currentlyassociated with doinganalyses Increase the quality of data and analytical insights Improvethe empowerment and ease by which users can gain insights from analyses Build expertise in data and analytical sciences
  6. 6. 6 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Finance Strategic Planning Population Health Value Research & Innovation Performance Management Organization of Work Finance, Hospital and Professional Revenue Cycle Inpatient Operations Ambulatory Operations, Access, & Referrals Management Perioperative Services Performance Management, Supply Chain Quality, Population Health Services OperationalReporting&BITeams Solution Teams Facilitate data policy development; build reusable data sets and models that leverage those policies; drive processes, decisions and innovations. Develop consistent reports by business function; escalate broader issues to EADS teams; standardize practicesand workflow across organizational entities.
  7. 7. 7 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Rethinking Analytics in Health Care • Stakeholders are project areaexperts • Effort is focusedon predefinedquestions • Work is relevant to project team • Timeline is project driven • Data definitions are project specific • Data structured for single use • Little-to-no analytical code reuse • Release available to project stakeholders • Stakeholders are functional experts • Questions are not predefined • Work must be relevant to multiple customers • Timeline is engineering driven • Data definitions are enterprise-wide • Data is structuredfor broad re-use • Analytical modelsare built for multiple projects • Release available to entire enterprise Most health industry analyses are conducted as a PROJECT Our work is managed more like a PRODUCT
  8. 8. 8 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Decentralized, function-specific team Operating Reporting and Business Intelligence Teams (ORBITs) • Provide facilitation and projectmanagement • Serves as an advocate for reporting strategy and ensures the value propositionof ORBITs are realized EADS (OUR TEAM) • Focus less on ad hoc report creation • Focus most efforts on self-service enablement through universe build and advanced visualization support ISD (IT) • Develop staff skills for reporting and visualization • Build data architecture understanding for subject • Representthe business in reporting strategy • Build Reports BUSINESS ANALYSTS • Strategizes on effective end user reporting engagement • Consolidates existing reports, prioritizes needed build, and supports data governance
  9. 9. 9 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Stewardship Auditability Checks and Balances Transparency AccountabilityChange Management Integrity Standardization Data Governance
  10. 10. 10 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Analytical Consulting Services • Provides Executive project support • Functions as a front door for EADS, similarto the emergency department • Also functions as the “R” in R&D, testing and prototyping approaches • Types of projects:  “treat and release” – executive requests of short duration  “observation unit” – “treat” and then decide if it should become a solution  “ADT-A01” – research projects to prototype idea before “admitting”as a solution
  11. 11. 11 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE What doesn’t work smoothly? Governance of any kind Moving into established “turf” Drawing the line between “analytics” and “operational system” scope
  12. 12. 12 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Development Portfolio Clinical Variation Capacity Management Mortality Reduction Readmission Prediction Cost Analytics Service Line Analytics Risk Segmentation Healthcare Utilization Explorer
  13. 13. 13 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Selected Examples UTILIZATION EXPLORER THROUGHPUT SIMULATION SEARCHABLE KNOWLEDGEBASECERTIFIED ASSETS
  14. 14. 14 UNCHEALTHCARESYSTEM DRAFT – FOR DISCUSSION PURPOSES ONLY – INFORMATION SUBJECT TO CHANGE Summary Health care is becoming a data-driven industry • IT and data are at the core of both processes and decisions Historical approaches to data and insights (descriptive, retrospective views of limited data sources) are insufficient to support the complexity of high performance, 21st century medicine and decision making • outcomes vs. costs • standardized vs. personalized medical treatments Modern health analytics are characterized by: • collaborative, data-driven, predictive, patient-centered, and real-time capabilities • combined perspectives of outcomes, costs, risks, quality, behavioral, and other dimensions • Shifting the lens to economies of scale, single sources of the truth, and self-service insights FOR MORE INFORMATION Twitter @jaburke Book Health Analytics: Gaining the Insights to Transform HealthCare, Jason Burke, Wiley Publishing, 2013

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