The Analytical Organization: Experience from the Cleveland Clinic
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Eric Hixson's presentation on "The Analytical Organization: Experience from the Cleveland Clinic" at the Healthcare DENMARK session, HIMSS 2015 in Chicago.
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The Analytical Organization: Experience from the Cleveland Clinic
- 1. The Analytical Organization: Experience from the Cleveland Clinic Eric D. Hixson PhD, MBA Senior Program Administrator Cleveland Clinic Business Intelligence
- 2. Cleveland Clinic • 5.5 million patient visits • 157,000 admissions • 202,000 surgical cases • 4,450 inpatient beds • 75 outpatient locations • 42,000 employees • 3,000+ physicians and scientists
- 3. Guiding Principles • Enterprise perspective • Consolidated and distributed services • Prioritization aligned to strategic priorities • Align initiatives with the customer • Develop culture and community around information sharing and delivery • Account for staff, architecture, life-cycle processes, and governance
- 4. Key Characteristics • Minimize data latency • Reporting tailored for target audiences • Harmonized vertical and horizontal messaging • Transparency • Actionable feedback
- 5. Performance Management Evolution 1993 2004 2005 20061995 20021998 Monthly Wheels C C F M a in C a m p u s - M e d ., S u rg ., E y e , P e d s P E R F O R M A N C E IN D IC A T O R S F o r M o n t h E n d in g J u l-9 8 O m buds. Q ua l. C o m p la in t s - - A p p o in t m e n t A v a ila bilit y A p p t . C a lls % A ba n do n s A p p t . C a lls Sp e e d o f A n swe rA v e r a ge L e n gt h o f St a y A v e r a ge D ir e c t C o st p e r C a se R VU P r o duc t io n p e r St a f f F T E C o din g D e n ia ls P r o f e ssio n a l C h a r ge P o st in g T e c h n ic a l C h a r ge P o st in g T a r ge t C ur r e n t P e r f o r m a n c e L a st M o n t h O p era tio ns Service & Q ua lity U tiliza tio n & P ro d uctio n A ccess Monthly Operational Indicators Continuous Improvement Summits Web Based Wheels Daily Dashboard 0 2 4 6 8 10 12 14 6/03 7/03 8/03 9/03 10/03 11/03 12/03 1/04 2/04 3/04 4/04 5/04 6/04 7/04 8/04 9/04 10/04 11/04 %Denials 0 1000 2000 3000 4000 5000 6000 Visits % Denials Target Visits Denial Database Volume Dashboard Tools and Data Warehouse Executive Dashboard Institute Scorecards 2008 EBI PMDSS Dept DBs Short Cycle 2010-12 Predictive Analytics 2013-15
Editor's Notes
- The Cleveland Clinic EBI Program evolved over a number of years into the Gold Standard that it is today. Core applications – pulled data out of existing applications and presented it in MS Excel spreadsheet formats. We worked the majority of enterprise initiatives from a core Decision Support System (DSS) but found there was an increasing need for operational data points not contained in the DSS data set. Departmental Databases – slowly outgrew the MS Access and Excel delivery methodologies. We moved in an inconsistent manner towards better technology solutions (like SQL Server, Oracle, etc.) but without a consistent enterprise approach. Theses projects delivered significant results defined within departmentally contained or enterprise specified initiatives, but each initiative was scoped and managed as an independent thought characteristic of a ‘one-time’ study. Significant duplication of resource capacity across in all areas. EBI – began to move towards a consolidated approach to data collection and reporting. This began as a shared departmental initiative. The performance metrics and tools continued to evolve concurrently. Performance Management – accountability loops were built into the culture to feed back updates and changes and affect behavior and accountability. The CEO himself uses EBI Dashboards in meetings with staff to keep accountability to KPIs.