This was my attempt to capture the intangible differences between leaders and followers in data driven healthcare. It should be noted that the organizations listed are not necessarily Health Catalyst clients. This slide deck is not intended to market or advertise Health Catalyst, but rather highlight leadership in analytics, wherever it exists.
24. Small Business Checklist
1. Have you clearly documented your products and services AND the customers that
want/need them?
2. Do you have product line managers and teams?
3. Do you track who uses which of your products and how often?
4. Do you have a strategic product roadmap?
5. Do you have a web site that makes it easy…
‒ For new customers to find you, understand your products, and consume them?
‒ For existing customers to get the most out of your products and encourage those customers to collaborate?
6. Do you have a team member that leads and executes your marketing strategy to
attract new clients?
7. Are you operating with financial efficiency?
8. Do you regularly poll your customers for their satisfaction and suggestions for product
enhancements?
9. Do you regularly poll your team members to track their satisfaction?
10. Do you have a Board of Directors (i.e., Data Governance Committee)?
24
28. Leaders Are
Covering The
Continuum
Of Analytic
Use Cases
28 Robert Wood Johnson Foundation, 2014
Requires a collaborative
strategy between leaders
in healthcare, politics,
charity, education, and
business
Risk Takers
Consistently Principle-Driven
Data Trumps Ego & Anecdote
Lead Past Competing Interests
Mastery, Autonomy, Purpose
29. They Invest In Analytics
• This is not an “additional duty”
• EMRs required investments in technology and
people… so do enterprise data warehouses
(EDW). But, luckily, a small fraction of an EMR.
29
Risk Takers
Consistently Principle-Driven
Data Trumps Ego & Anecdote
Lead Past Competing Interests
Mastery, Autonomy, Purpose
32. Aligning Strategy: Data to Monitor Variation
Range
85% - 95%
Range
94% - 98%
The Joint Commission Index Across Hospitals:
Demonstrated Progress in Reducing Variation
Thank you, Lisa
Shilling, Kaiser
Permanente
42. Geisinger
Managing gaps in care
Lipid Panel, HgbA1c
Lab Result
Imaging Result
Clinical Goal BP <140/90, LDL <100
Aspirin for CAD
42
42
Care Gap Examples
Advance Directives
Depression and Asthma
Active Medication
Scanned Document
Patient Reported Data
Mammogram, DXA
Nephrology for CKD Stage 4
Referral
Diagnosis Coding HCCs
Patient Education Heart Failure
Asthma Action Plan
Clinical Documentation
Thank you, Dr. Fred Bloom
43. Geisinger
Redesign and Care Coordination Delivers Rapid Impact
Thank you, Dr. Fred Bloom
43
43
44. Care Gap Programs
Thank you, Dr. Fred Bloom
AAA Screening Malignant Melanoma
Adolescent Well Visits—
Birthday Model
Medical Weight
Management
Adult Preventive Care—
Birthday Model
Osteoporosis Program
Colonoscopy Screening
Program—Birthday Model
Peds Transition to Primary
Care (after age 18)
CKD Stage 4 Sleep Medicine Outreach
(BMI 35-39)
Dexa Scans Women’s Health: Annual
GYN Exams—Birthday
Model
Emergency Department
Transition to Primary Care
Provider
Influenza, Pertussis &
Pneumococcal
44
45. Proven Health Navigator
Results for Medicare
Thank you, Dr. Fred Bloom
45 (Am J Manag Care. 2010;16(8):607-614)
46. PHN Return On Investment
Thank you, Dr. Fred Bloom
46
47. Three-Year Results in 25,000
DM Patients
Thank you, Dr. Fred Bloom
47
305 MIs
Prevented
NNT to prevent
one (1) MI
=
82 patients
140 Strokes
Prevented
NNT to prevent
one (1) Stroke
=
170 patients
166 Cases of
Retinopathy
Prevented
NNT to prevent one
(1) case of
Retinopathy
=
152 patients
48. Kaiser’s Quality Goals Timeline – 2011 – 2013
Domain 2011 2012 2013
Population Health
Self perceived health status data
for 15% of members
Self perceived health status data
for 20% of members
Self perceived health status data
for 25% of members
Population Care
Management - Chronic
Conditions
Medicare Stars Part C 4 Stars
HEDIS composite at 90th percentile
All CV, diabetes, and cancer screening
metrics at 90th percentile
Behaviorial Health, Musculoskeletal 90%
Medication Management 75%
Medicare Stars Part C 4 Stars
All CV, diabetes, and cancer screening
metrics at 90th percentile
Behaviorial Health, Musculoskeletal and
respiratory @ 90%
Medication Management 75%
Medicare Stars Part C 4 Stars
All CV, diabetes, and cancer screening
metrics at 90th percentile
Behaviorial Health, Musculoskeletal and
respiratory @ 90%
Medication Management 90%
Inpatient
HSMR
TJC Composite
Reduce HSMR: Below US Medicare
average, crude mortality 10% from 2010
baseline
TJC Composite at national 90th percentile
Readmit rate<15% of all cause
readmissions
Reduce HSMR: Below US Medicare
TBD - May shift to inpatient outcomes
Readmit rate<10% of all cause
readmissions
TJC Composite at national 90th
percentile
Reduce HSMR: Below US Medicare
TJC Composite at national 90th percentile
Patient Safety Never
Events
10% less events than 2010 10% less events than 2011 10% less events than 2012
Workplace Safety Per regional targets Per regional targets Per regional targets
Clinical Risk
Management
0 to 5% reduction in lawsuits
with a payout from 2010
0 to 5% reduction in lawsuits
with a payout from 2011
0 to 5% reduction in lawsuits
with a payout from 2012
Service
Hospital
Outpatient
HealthPlan
Medicare Stars
At National 75th percentile (final
quarter)
75th percentile in local or national
in 3 of 8 regions
75th percentile in local or national
in 6 of 8 regions
4 Stars on Overall CAHPS
At national 75th percentile (rolling
12 months)
75th percentile in local or national
in 5 of 8 regions
75th percentile in local or national 7
of 8 regions
4+ Stars on Overall CAHPS
Above National 75th percentile (rolling
12 months)
8 of 8 Regions at goal
8 of 8 regions at goal
4+ Stars on Overall CAHPS
Equitable Care
Identify interventions to
reduce the gap
Decrease the gap by x%
Decrease by x% more over
2012
Thank you, Lisa
Shilling, Kaiser
Permanente
50. Intermountain’s Clinical Excellence Board Goals
1. Behavioral Health Clinical Program: Decrease inpatient psychiatric 30-day readmission rate for the Intermountain system.
2. Cardiovascular Clinical Program: Integrate the treatment of heart failure patients across the continuum to improve care and reduce
hospital readmissions.
3. Intermountain Homecare: Improve care transitions to and from Homecare through effective communication, collaboration, and
coordination among care providers.
4. Intensive Medicine Clinical Program: Decrease mortality in patients diagnosed during their hospital stay with severe sepsis.
5. Oncology Clinical Program: Improve the appropriate utilization of genetic screening to determine if families are at higher risk for
colon and endometrial cancer.
6. Patient Safety: Reduce the system rate of catheter-associated urinary tract infections.
7. Pediatric Specialties Clinical Program: Build a care model for children with type 1 diabetes.
8. Primary Care Clinical Program: Establish an individualized approach to diabetic care by engaging patients in self-management,
primary care visits, and specialty consultations.
9. SelectHealth: Increase the percentage of SelectHealth members with diabetes who meet four measures of diabetes care: blood sugar
control, cholesterol control, kidney function, and eye exam.
10. Surgical Services: A three-part goal that reduces blood utilization, defines clinical outcome measures for specific development teams,
and develops and implements a standardized process to decrease intracase supply utilization. Intracase utilization means the
processes or units of care used within each health episode.
11. Women and Newborns: Improve care, cost efficiency, and resource utilization in the neonatal intensive care unit (NICU), and
accurately estimate the number of babies with early onset bacterial infection.
12. Primary Children’s Hospital: Increase the involvement of infectious disease specialists in decisions to use outpatient antibiotic
therapy via infusion, injection, or implantation.
13. Rural Facilities: Implement electronic physician orders to guide evidence-based care for patients with the primary diagnosis of
pneumonia, labor induction, pancreatitis, and sepsis.
14. CMS Value-Based Purchasing: The Hospital Value-Based Purchasing (VBP) Program is a Centers for Medicare & Medicaid Services
(CMS) initiative that rewards hospitals with incentive payments for the quality of care they provide to people covered by Medicare. The
focuses for Intermountain’s goal in this area are to:
● Attain a significant improvement in the value-based purchasing process and outcome domains for select measures.
● Sustain progress for those hospitals that already meet or exceed national benchmarks.
Thank you, Int5e0rmountain web site