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How to Improve Clinical Data Management and Reduce Wasted Time

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Most health systems suffer from data clutter and efficient problems. As a result, analysts spend most of their time searching for data, not performing high value work. There are three steps that can help you address your data management issues: 1) find all your dispersed analysts in the organization, 2) assess your analytics risks and challenges, 3) champion the creation of an EDW as the foundation for clinical data management.

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How to Improve Clinical Data Management and Reduce Wasted Time

  1. 1. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. © 2014 Health Catalyst www.healthcatalyst.com Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Lose the Mess: How to Improve Clinical Data Management and Reduce Wasted Time By Jane Felmlee
  2. 2. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. Data Complexity Drives Analytic Complexity Much like that co-worker’s messy desk, a cluttered and data management system is inefficient and nearly impossible to manage. Now extend this type of clutter and inefficiency across a health system. With so much scattered data, how can health systems practice good clinical data management? 2 The challenge is to create an effective and efficient way to harvest the precious information stored in the EMR to improve quality and reduce cost. The EMR investment is huge, and the potential payoff to reap valuable, actionable insights from the data is significant.
  3. 3. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. Challenges for Traditional Clinical Data Management The standard approach to clinical data management, however, presents a couple of serious challenges. Consider this: 3 1. Without the proper analytic structures and tools, data analysis is extremely labor intensive. There is high risk that something will go amiss in the data capture or linking process and cause the analysis to become flawed before it has even begun. 2. The risk of developing “spreadsheet mania” – a proliferation of spreadsheets with data that may or may not be the most accurate or up-to-date, is a real consideration. The spreadsheets become “shadow systems,” often conflicting with corporate data.
  4. 4. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. Reduce Wasted Time Roughly 80 percent of an analyst’s time isn’t spent performing high- value work, such as interpreting data and making recommendations about how to improve the outcomes. Instead, most of the analyst’s time is spent hunting for and gathering the data. 4
  5. 5. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. 3 Strategies to Improve Clinical Data Management 1. Locate the dispersed analysts in your organization 5 To align the analysts, a good first step is to simply identify the current analyst pool sprinkled throughout your organization. Finding all of your analysts can sometimes be a challenge, but one way is by working with HR to get a list of positions with names similar to “analyst,” “specialist,” or “informaticist.”
  6. 6. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. 3 Strategies to Improve Clinical Data Management 2. Assess the analytics risks and challenges in your organization Having identified your analyst pool, you should elect a core analyst team responsible for assessing the risk within your organization. Some of team’s new duties are listed in the table below: 6 TASK RISKS AND CHALLENGES Create a report inventory and find the logical “owners” of each report. Reports not run in over a year are candidates for “archive. Folder security can sometimes force duplication (possible modification) of the same reports with no audit trail for what is different. Develop a list of core competencies and a program to provide on-going training Without core competencies, there is no way to guarantee high quality, consistent results. Assess the degree of silos and political will to improve alignment. Analytic silos breed duplication and potential waste. The political climate often complicates remedying this risk. Determine the current method for requesting reports and analytics. Without disciplined formal intake, triage, prioritization and assignment of work processes, priorities can become unfocused. Identify current data governance processes and ownership within your organization. To ensure each step of the data management process is controlled and how processes effect the data are well documented and understood.
  7. 7. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. 3 Strategies to Improve Clinical Data Management After your new analyst team completes this initial assessment, you’ll have a better understanding about the current the level of risk and potential inefficiencies that exist in your analytic organization. This information will position you to share your findings with executive leadership and make the case to change to a new organization model. 7
  8. 8. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. 3 Strategies to Improve Clinical Data Management 3. Champion the creation of an EDW as a foundation for clinical data management 8 Once you have an EDW, you need to ensure you are reaping the full benefits and getting a great return on your investment. Aligning the analysts and developing some important clinical data governance and management policies will strengthen the entire analytics environment.
  9. 9. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. Improving Care and Delivering Better Outcomes Health organizations that embrace the value of data analytics and harness it strategically by using effective clinical data management will be in the best position to survive and thrive in the new healthcare model. 9
  10. 10. © 2013 Health Catalyst www.healthcatalyst.com Other Clinical Quality Improvement Resources Click to read additional information at www.healthcatalyst.com Jane Felmlee joined Health Catalyst in January, 2014 but has worked with the company since 2010 serving as administrative sponsor for the 2nd Health Catalyst client, North Memorial Healthcare, located in the Twin Cities. Jane has worked in healthcare for over 25 years serving in various roles at Mayo Clinic, Park Nicollet, and North Memorial Health Care. Her contributions span the areas of Information Technology, Decision Support, Audit, Accounting/Finance, and Lean Promotion Office. Jane holds a bachelor degree in accounting from the University Of Minnesota Carlson School Of Business and is a Certified Public Accountant (inactive), Certified Information Systems Auditor, and is Lean Certified.

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