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Developing a Strategic Analytics Framework that Drives Healthcare Transformation

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About the presentation.
Based on Chapter 3 of my book "Healthcare Analytics for Quality and Performance Improvement", this presentation describes the key components of a strategic analytics framework that can enable your healthcare organization to leverage data from source-systems to achieve its quality, safety, and performance improvement goals.

What is an analytics strategy?
Analytics is currently a very “trendy” topic. The internet is scattered with many buzzwords, marketing angles, white papers, and opinions on the topic of healthcare analytics. With all this “noise”, it is easy to get distracted from what is actually required, from an analytics perspective, by your organization. An analytics strategy helps cut through the noise and keep focus on what is important for the organization. Regardless of what the latest “buzz” is, your analytics strategy will enable your organization to Invest now for what is required now, and invest later for what is required in the future.

An analytics strategy helps ensure that analytics development and capabilities are in alignment with enterprise quality and performance goals and helps avoids the “all dashboard, no improvement” syndrome. Furthermore, a well formed strategy document helps to achieve optimal use of analytics within a healthcare organization and can mean the difference between a “collection of reports” versus a high-value information resource.

An analytics strategy can rarely stand on its own. In general, the analytics strategy should use as input an organization’s Quality Improvement (QI) strategy and should be used to inform an organization’s Business Intelligence (BI) or Information Technology (IT) strategy. The analytics strategy is an important input to technical strategies because analytics, after all, can involve a sophisticated use of data and technology. Requirements for analytics may trigger a cascade of enhancements throughout other components of IT and BI (i.e., reporting, data storage, ETL, etc)

The document is intended to accompany Chapter 3, “Developing an Analytics Strategy to Drive Change”, so please refer to the chapter for further information about developing an analytics strategy.

Published in: Health & Medicine

Developing a Strategic Analytics Framework that Drives Healthcare Transformation

  1. 1. Developing a Strategic Analytics Framework that Drives Healthcare Transformation Trevor Strome, MSc, PMP Blog: http://HealthcareAnalytics.info Twitter: @tstrome Presentation Content Based on Chapter 3 of: Healthcare Analytics for Quality and Performance Improvement
  2. 2. Healthcare Analytics and the Information Value Chain Business Processes Data Improvement Approach System Insight Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 2 Performance Objectives Quality Goals Analytics What DID Happen What IS Happening What Will Happen Decisions & Actions Outcomes Evaluation Healthcare analytics is the system of tools, techniques, and people required to consistently and reliably generate the accurate, validated, and trustworthy business and clinical insight needed to take appropriate actions and achieve measurable, desired outcomes.
  3. 3. Problem Domain • Healthcare organizations (HCOs) are facing increasing quality, financial, and regulatory pressures, and must transform to achieve sustainability. • The three fundamental information needs of healthcare improvement are to identify: – What quality/performance/safety aspects need to improve? – What processes must change to result in improvement? – What change (if any) has occurred? Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 3
  4. 4. Going beyond reporting… • Healthcare organizations require better insight into their operations and accountability for their performance. • Healthcare organizations must allow for creative use of available data and analytic tools to foster decision making – in real time and near the point of care. • To keep up with pace of change, analytics development needs to adopt an agile approach which values innovation and experimentation. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 4
  5. 5. Analytics - Attaining the right insight at the right time Past Present Future What Happened? (Reports) What’s Happening Now? (Alerts) What Will Happen? (Extrapolation) How and Why Did It Happen? (Modeling) What’s the next best action? (Recommendation) What’s the best/worst that can happen? (Prediction, Simulation) Information Insight Notes: Adapted from: Davenport TH, Harris JG, & Morison R. Analytics at Work. Boston: Harvard Business School Publishing Corporation, 2010. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 5
  6. 6. What is an Analytics Strategy? • A strategy that ensures analytics development and capabilities are in alignment with enterprise quality and performance goals – avoids the “all dashboard, no improvement” syndrome • Helps to achieve optimal use of analytics – can mean the difference between a “collection of reports” versus a high-value information resource • Analytics Strategy should align with other relevant strategies including: – Business Intelligence (BI) strategy – Information Technology (IT) strategy – Quality Improvement (QI) strategy Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 6
  7. 7. Building and Executing a Successful Framework • Understand requirements – Review strategy components with stakeholders – Identify how analytics are currently used – Determine what capabilities will be needed (short & long term) • Identify gaps and mitigate risks – List known/potential gaps and their mitigation approaches – Prioritize gap mitigation based on impact, effort, & cost • Execute plan – Assign task owners and target implementation deadlines – Monitor progress and apply mid-course corrections Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 7
  8. 8. Strategic Analytics System Framework
  9. 9. Business & Quality Context Analytics System Stakeholders & Users Processes & Data Tools & Techniques Analytics System Framework Technology & Infrastructure Team & Training Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 9 An effective analytics system is more than simply a reporting/BI tool layered on top of a data source.
  10. 10. Adding SWOT to Strategy • Traditional “SWOT” analysis can be layered onto the components (and sub-components) of analytics strategy. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 10 Strengths Weaknesses Opportunities Threats Business & Quality Context Stakeholders & Users Data & Processes Tools & Techniques Team & Training Technology & Infrastructure
  11. 11. Business & Quality Context Business & Quality Context Analytics Strategy Stakeholders & Users Processes & Data Tools & Techniques Technology & Infrastructure Team & Training
  12. 12. Business Context: Enterprise Goals, Objectives, and Strategy • Goals: – Are what the organization is aiming to achieve. – Define the performance and quality targets of the organization – Answer “why” the organization is (or should be) engaging in certain activities • Strategy – Outlines how the organization expects to achieve its goals • Analytics must provide insight into past, current, and anticipated future progress towards meeting the enterprise goals. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 12
  13. 13. Aligning Strategic and Tactical Quality Objectives • Analytics is the “glue” which ties strategic objectives and tactical activities together. • Objectives of unit- or department-based improvement initiatives should, where possible, align with the quality objectives of the organization as a whole. – Prevents misdirected/wasted activity – Enables the HCO to monitor progress and evaluate outcomes Strategic Level Strategic Objectives Analytics Metrics Indicators Targets Tactical Level Tactical Objectives A reminder that the customer (“the patient”) is the ultimate reason for the work we’re doing. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 13 Voice of the customer
  14. 14. Quality Strategy / Improvement Approach • Quality Strategy outlines the steps and approach the organization is going to be taking to achieve quality goals/objectives. • Which QI approaches are utilized (i.e., Lean, Six Sigma) will impact what data is required, how it is analyzed, and how it is communicated. • Analytics development teams and quality improvement teams must work closely together – to ensure that information requirements of users and the delivery by via analytics are in sync. • When executing the analytics strategy, always ask “are we taking appropriate and necessary steps towards achieving the organization’s quality and performance goals?” Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 14
  15. 15. Stakeholders & Users Business & Quality Context Analytics Strategy Stakeholders & Users Processes & Data Tools & Techniques Technology & Infrastructure Team & Training
  16. 16. Stakeholder Analysis • A stakeholder is a person (or group of persons) that are: – impacted by, users of, or otherwise have a concern (or interest in) the development and deployment of analytical solutions throughout the healthcare organization. • When developing an analytics strategy, it is important to understand what each of the likely analytics stakeholders will require, and develop approaches to ensure they are getting what they need. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 16
  17. 17. HCO Stakeholder Types Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 17 Stakeholder Description Patient The person whose health an healthcare experience we’re trying to improve with the use of analytics Sponsor The person who supports and provides financial resources for the development and implementation of the analytics infrastructure Influencer A person who may not be directly involved in the development or use of analytics, but who holders considerable influence over support of analytics initiatives. Customer / User A person in the HCO who accesses analytical tools, or uses the output of analytical tools, to support decision making and to drive action.
  18. 18. Analytics Use Cases • A use case is a brief description of how analytics will be used by a stakeholder. Analytics use cases can help to: – identify any gaps in analytics capabilities, and – reduce the likelihood that critical analytics needs will be missed. • Analytics use cases help identify: – what data elements are most important and what indicators will be necessary to calculate, and – what types of usability and presentation factors (such as dashboards, alerts, and mobile access) need to be considered. • TIP: Develop high-level use cases when outlining the analytics strategy, and drill down in more detail as new analytical applications are designed and built. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 18
  19. 19. Example Analytics Use Cases Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 19 Customer / user Sample use case(s) Physician Uses personalized performance report to adjust care practices. Unit manager Determine which patients are likely to exceed length of stay targets. QI team leader Identify bottlenecks in patient flow. Evaluate outcomes of QI initiatives. Healthcare executive Evaluate and monitor overall performance of the organization.
  20. 20. Processes & Data Business & Quality Context Analytics Strategy Stakeholders & Users Processes & Data Tools & Techniques Technology & Infrastructure Team & Training
  21. 21. Data considerations • Data is the “raw material” of analytics. • Modern computerized clinical systems (such as electronic medical records) contain dozens if not hundreds of individual data elements. – The potential exists for thousands of possible data items from which to choose for analytics. • An analytics strategy must consider: – how to determine which data is necessary for quality and performance improvement – how the data is managed and its quality assured – how data links back to business processes for necessary context. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 21
  22. 22. Data Considerations for Analytics Strategy Data Issue Example Data Sources • What are the sources of data? • What data is necessary to address key business issues? Data Quality • How good is the quality of available data? • Is the data “good enough” for analytics? • What gaps in data exist? • Does metadata exist? Data governance • Who is responsible for data management, governance, and stewardship? • What policies and procedures exist? Business Processes • What business processes and procedures align with important quality issues? • What data is available for measuring processes? Are proxy measures available? Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 22
  23. 23. Business Processes • Business processes provide essential context to the data. • Most quality improvement methodologies monitor progress and evaluate performance and outcomes using indicators based on process data. – This requires a strong alignment between key business processes and the data that measures those processes. • As part of the analytics strategy, you should consider: – if and how current business processes are documented, and – how data items are mapped to these documented business processes. • TIP: stacks of Visio charts becomes unmanageable very quickly! Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 23
  24. 24. Big Data and Analytics • Big data “describes large volumes of high velocity, complex, and variable data that require advanced techniques and technologies to enable the capture, storage, distribution, management, and analysis of the information.”1 • Big Data represents big opportunity – U.S. health care data alone reached 150 exabytes in 2011. – Big data for U.S. health care will soon reach zettabyte (1021 gigabytes) scale and even yottabytes (1024gigabytes) not long after. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 24 1. Hartzband, D. D. (2011). Using Ultra-Large Data Sets in Health Care. 2011 Sessions (p. 3). e-healthpolicy.org.
  25. 25. Where Does Big Data Come From? • Web and social media data: Clickstream and interaction data from social media such as Facebook, Twitter, Linkedin, and blogs. • Machine-to-machine data: Readings from sensors, meters, and other devices. • Transaction data: Health care claims and other billing records. • Biometric data: Fingerprints, genetics, handwriting, blood pressure, medical images, retinal scans, and similar types of data. • Human-generated data: Unstructured and semi-structured data such as electronic medical records (EMRs), physicians’ notes, email, and paper documents. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 25 SOURCE: Institute for Health Technology Transformation.
  26. 26. Using Appropriate Indicators • Using appropriate indicators that align between tactical and strategic levels are necessary. – Tactical-level sub-indicators should align with strategic indicators – Some tactical-level-specific indicators might be necessary for initiatives that are important at a program, department, or unit level, but don’t directly align with strategic goals. Indicator Sub- Indicator 1 Sub- Indicator 2 Sub- Indicator 3 Strategic Level Tactical Level Tactical Indicator 1 Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 26
  27. 27. Example Strategic and Tactical Indicator Alignment Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 27 95% of patients admitted from ED achieve EDLOS < 8hrs Time to physician assessment Time to consult answered Time to consult decision Strategic Level Tactical Level Time to inpatient bed assigned Time to patient left ED
  28. 28. Analytics Tools and Techniques Business & Quality Context Analytics Strategy Stakeholders & Users Processes & Data Tools & Techniques Technology & Infrastructure Team & Training
  29. 29. Common Analytical Applications Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 29 Analytical Application Description Statistical • Used for deeper statistical analysis not available in “standard” business intelligence or reporting packages Visualization • Used for developing interactive, dynamic data visualizations that aid with analysis Data Profiling • Helps to understand and improve the quality of an HCO’s data. Data Mining • Analysis of large data sets to uncover unknown or unsuspected relationships. Text Mining • Analysis of unstructured, text-based data to extract high-quality information. Online Analytical Processing • Allows analysts to interactively explore data by drilling-down, rolling up, or “slicing and dicing” data.
  30. 30. Inventory of Existing Analytical Tools • Analytical tools must meet the requirements of analysts building analytics solutions/applications, and the end-users who will rely on the resultant information and insight. • Conduct an inventory of existing analytics tools to determine if: – Capability is missing that will be required – Existing capability exists that may not be widely known • Identify viable best-of-breed vendor solutions that meet requirements; custom-build from scratch if necessary or if participating in research. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 30
  31. 31. Team and Training Business & Quality Context Analytics Strategy Stakeholders & Users Processes & Data Tools & Techniques Technology & Infrastructure Team & Training
  32. 32. Team Development Considerations • PEOPLE are a critical consideration when developing or expanding an analytics capability within a healthcare organization • Although having the best tools are nice, having the best (and right) people is critical to achieving the goals and objectives of the HCO • An analytics strategy must consider: – What kinds of people (and the skills they bring) are necessary – The optimal size and composition of the team – Roles and degree of specialization – What gaps in skills exist, and what training is required – How to attract the best analytical talent – How to retain the analytic talent within your HCO – Optimal organizational structure Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 32
  33. 33. Organizational Considerations • Different resource management models exist for analytics teams: – “centralized” analytics office – “distributed” analytics resources – “virtual” center of excellence / competency center (combines best aspects of centralized and distributed models) Senior Management Decision Support Services (Analytics) Central (“Core”) Analytics Analysts Surgery Program Program Analytics Resource Medicine Program Program Analytics Resource Emergency Program Program Analytics Resource Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 33 Virtual Business Intelligence / Analytics Competency Centre
  34. 34. Technology and Infrastructure Business & Quality Context Analytics Strategy Stakeholders & Users Processes & Data Tools & Techniques Technology & Infrastructure Team & Training
  35. 35. Healthcare BI and Analytics Technology and Infrastructure Reporting and analytics are the “tip of the iceberg” regarding the business intelligence technology stack. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 35 Source: Evelson, B. It's Time to Reinvent your BI Strategy. Forrester Research, Inc.
  36. 36. • An abstracted BI stack helps maintain focus on key components of analytics required to address business and clinical goals. Analytics Stack Presentation Focus on the Business Visualization Dashboards Reports Alerts Mobile Geospatial Quality & Performance Management Processes Indicators Targets Improvement strategy Evaluation strategy Analytics Tools Techniques Team Stakeholders Requirements Deployment Management Data Quality Management Integration Infrastructure Storage Business Context Objectives Goals Voice of patient Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 36
  37. 37. Technology & Infrastructure • Analytics and reporting are the tip of the iceberg in the business intelligence stack. • The current, near-term, and long-term analytics needs of the HCO must drive how analytics-related technological capabilities are acquired. The exact complement of tools will depend on the overall needs of the HCO. • The analytics strategy is an important input to IT hardware and infrastructure strategies and planning as hardware and other system upgrades are considered. Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 37
  38. 38. Strategy Execution
  39. 39. Strategy Execution Summary • It is important to implement and adhere to the analytics strategy • Plan for and schedule activities to address identified gaps – Establish a selection criteria to determine what projects will get emphasis in light of needs of the business and analytics strategy – Prioritize activities and desired capabilities to balance resources as new (possibly conflicting) work arises • Monitor progress towards achieving goals of the analytics strategy • Ensure that the strategy is a living document that serves as a roadmap for guiding action and doesn’t become “shelfware” Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 39
  40. 40. Gap Analysis • Identify important gaps between current and future state, what the corrective action(s) will be, who owns the actions, and what the due date for corrective actions is. Category Current State Target State Corrective Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 40 http://www.mindtools.com/pages/article/gap-analysis.htm Action Priority Owner Due Date Business & Quality Context Stakeholders & Users Data & Processes Tools & Techniques Team & Training Technology & Infrastructure
  41. 41. Prioritizing Gap Corrective Actions • Use the Impact / Effort matrix to help quantitatively determine priority for addressing analytics gaps. High impact, Low effort High impact, High effort Q2 Q3 Q4 “Immediate” Low impact, Low effort “Consider” “Evaluate” Low impact, High effort “Avoid” Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 41 Q1 Impact (increasing) Effort/Resources Required (increasing)
  42. 42. For More Information Author: Trevor Strome Email: trevor@HealthcareAnalytics.info Twitter: @tstrome Blog: http://HealthcareAnalytics.info Book: Healthcare Analytics for Quality and Performance Improvement http://HealthcareAnalyticsBook.com (Published by John Wiley & Sons, Inc, and available on Amazon.com) Developing an Analytics Strategy Framework that Drives Healthcare Transformation Copyright © 2014 Trevor Strome 42

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