A Health Catalyst Overview: A Platform Approach for Transforming Healthcare

© 2014 Health Catalyst
www.healthcatalyst.com
Proprietary and Confidential
c
Health Catalyst Overview
A Platform Approach for
Transforming Healthcare

Agenda
• Health Catalyst Overview
• Health Catalyst Approach
• Demonstration of Applications
• Population Explorer
• Bundled Payments
• Heart Failure
• Questions & Answers
2

Health Catalyst Clients
221 Hospitals 2,076 Clinics
Integrated Delivery Systems
Accountable Care Organizations
Community Hospitals
Academic Medical Centers
Children’s Hospitals
Orlando Health
Orlando, FL
Tampa General
Tampa, FL
Thibodaux
Thibodaux, LA
Gulfport
Gulfport, MS
North Memorial
Minneapolis, MN
Piedmont
Atlanta, GA
Community
Health Network
Indianapolis, IN Cone Health
Greensboro, NC
Mission
Asheville, NC
Health Quest
Poughkeepsie, NY
Providence
Portland, OR
Kaiser
Oakland, CA
Cedars-Sinai
Los Angeles, CA
Scottsdale
Scottsdale, AZ
MultiCare
Tacoma, WA
KUHA
Kansas City, MO
Indiana University
Indianapolis, IN
Stanford
Palo Alto, CA
Albany
Albany, NY
OSF
Peoria, IL
Springfield Clinic
Springfield, IL
Allina
Minneapolis, MN
OneCare Vermont
Colchester, VT
Children’s Hospital
Wisconsin
Milwaukee, WI
Children’s Hospital
Association
Overland Park, KS
Texas Children’s
Houston, TX
Queens
Honolulu, HI
John Muir
Walnut Creek, CA
NorthBay
Fairfield, CA
El Camino
Mountain View, CA
Memorial Care
Fountain Valley, CA
Dartmouth-
Hitchcock
Lebanon, NH
Crystal Run
Middletown, NY
Partners
Boston, MA
3

Health Catalyst Operating Principles
4
1. Customer Success
• We are passionate about helping our customers improve outcomes
• We protect the private data of our customers’ patients
• We create deep relationships with many stakeholders and users
2. Ownership
• We pace ourselves for long term success
• We balance the needs of customers, team members & investors
• We avoid an “entitlement” mentality
Are my daily decisions consistent with these prioritized operating principles?
3. Pragmatic Innovation
• We avoid academically appealing ideas with limited practical
application
• We seek customer feedback early and often
• We measure the adoption of our products & methodologies
4. Transparency
• We communicate openly, frequently and honestly
• We celebrate successes and openly discuss challenges
• We treat sensitive information confidentially

What does Health Catalyst offer?
5
Late-Binding™
Data Warehouse Platform
Data Warehouse, Architecture, Metadata Management,
Security, and Auditing
Analytic Applications
Key Process Analysis,
Dashboards, Advanced Analytics
Services
Installation Services,
Clinical Improvement Services
Integrates and
organizes data
Accelerate insight
Install technology
and ignite change

Catalyst Products: Analytics Platform + Improvement Apps
6
Infrastructure:Hosting/Hardware
CatalystAnalyticsPlatform
Source Mart Library
Product Improvement Lines
(Includes Analytic Apps, Deployment Services and Content)
Subject Area Mart Designer
EMR
(e.g. Cerner,
Epic, Meditech)
Financial/C
osting
(e.g. Lawson, EPSI)
Metadata Driven SM ETL Engine
Population
Health &
Patient Injury
Prevention
Operational
Efficiency &
External
Reporting
Accountable
Care /
Shared Risk
Financial Translational
Research
Shared Frameworks & Tools for Improvement
(e.g. Comorbidity Analyzer, Registry Repository, Attribution Modeler, Common Definition Repository,
Hierarchies, CAFE, Atlas, IDEA, Eventalytics, Geospatial, Risk & Severity Profiling, Essentials, etc.)
Metadata Driven SAM ETL Engine
Source Mart Designer
Lab, Rx,
Rad., Surg.
(e.g. Sunquest,)
HR
(e.g. Peoplesoft,
API)
Claims
(e.g. QXNT, CMS)
Practice
Management
(e.g. Centricity)
Other
(External benchmarking,
home grown systems)
Available Under Development On Roadmap
ImprovementStarterSets
15 347 7 23 711 442 413 5
Care
Management
/ Patient
Engagement
1 2 2
5 3 3
Mobile
4 3 4

Source Mart Library
7
1. Aetna Claims
2. Allscripts - Ambulatory EMR Clinicals
3. Allscripts - Ambulatory Practice Management
4. Allscripts (EPSi) - Costing
5. Allscripts (TSI) - Costing
6. Allscripts Enterprise/Touchworks - Ambulatory EMR
7. API Healthcare - Time and Attendance
8. Apollo
9. Aspire - Cardiovascular Registry
10. BSBS – Claims
11. Cactus
12. Cerner - Acute EMR Clinicals
13. Cerner - Laboratory
14. Cerner - PowerWorks Ambulatory EMR
15. Cerner HomeWorks - Other
16. Cerner Signature
17. Children's Community Health Plan (CCHP) - Payer
18. CIT Custom - Claims
19. Cost Flex – Costing
20. CPSI - Hospital Billing
21. Digimax Materials Management - Inventory
Management
22. Echo
23. Epic - Acute EMR Clinicals
24. GE (IDX) Centricity - Practice Management
25. GE (IDX) Centricity - Professional Billing
26. GE Centricity RIS – Radiology
27. Flightlink
28. GE Muse – Cardiology
29. Hawaii Medical Service Association (HMSA) - Claims
30. HealthQuest - Patient Accounting
31. Healthscope
32. HealthStream
33. HST Pathways - Other
34. Lawson - Accounts Payable
35. Lawson - Accounts Receivable
36. Lawson - GL
37. Lawson - Supply Chain
38. IOS ENVI - Costing
39. Kaufman Hall Budget Advisor
40. Keane Hospital billing
41. Kronos - Time and Attendance
42. MarketShare
43. MacLab (CathLab)
44. McKesson Horizon - Acute EMR Clinicals
45. McKesson Horizon - Enterprise Visibility
46. McKesson HPM - Costing
47. McKesson STAR - Hospital Billing
48. McKesson ORSOS
49. MD Associates - Professional Billing
50. Meditech 5.66 EHR w/DR
51. Microsoft Great Plains - GL
52. MIDAS - Infection Surveillance
53. MIDAS - Risk Management
54. Morrisey Medical Staff Office for Web (MSOW)
55. MSSP (CMS) - Claims
56. Navitus - Pharmacy
57. Now Solutions Empath - HR
58. NRC Picker - Patient Satisfaction
59. OBIX – Perinatal
60. Oracle (Hyperion) - Costing
61. Oracle (PeopleSoft) - GL
62. Oracle (PeopleSoft) – HR
63. Oracle (PeoplesSoft) – Supply Chain
64. PACSHealth - Radiology
65. PeopleStrategy/Genesys - HR
66. PICIS (OPTUM) Perioperative Suite
67. PPM – Costing
68. PRC - Patient Satisfaction
69. Press Ganey - Patient Satisfaction
70. PWHP Custom - Claims
71. Quadramed Patient Acuity Classification System
72. Quality Systems (Next Gen) - Ambulatory EMR
Clinicals
73. QXNT/Cactus - Provider
74. QXNT/Vital – Member
75. Safety Scoop
76. SunQuest
77. Siemens Sorian Clinicals - Inpatient EMR
78. Siemens Sorian Financials - Inpatient Registration
and Billing
79. Smartstream- GL
80. SSI - Claims
81. StrataJazz - Costing
82. Sullivan Luallin - Patient Satisfaction
83. TransChart - Other
84. University HealthSystem Consortium - Regulatory
85. Varian Aria - Oncology
Generally Available
In alphabetical order
As of 09/01/15

Question
If you build it, they will come!
Do you believe technology alone can improve outcomes?
• Yes – 13%
• No – 87%
• Don’t know or no opinion – 0%
8

Three Systems for Improvement
9

$74M Performance Improvement
10
$74M in operational
improvements
14% decrease in
length of stay with
increased census
Data-driven,
transparent culture
established
“…We wanted to
improve revenue or
reduce expenses by a
net of $61.4 million.
That was our goal, and
we gave ourselves 18
months to achieve it.
We have far surpassed
that target. Health
Catalyst’s solution has
played an integral part
in our ability to sustain
our gains and deliver
even further beyond
our goal.”
~ Mark Mullarkey
Senior Vice President

Proprietary and Confidential 11
Reducing Sepsis Mortality
22% reduction in sepsis mortality
$1.3 million in savings

Heart Failure Readmissions
12
14% reduction in 90-day readmits
21% reduction in 30-day readmits
2X increase in phone calls 48 hours
63% increase in med reconciliation

Questions the 3 Systems answer
13
What should we be doing? How are we doing?
How do we transform?

Question
Is improvement in quality and cost more or less
important in value-based reimbursement models?
• More – 77%
• Less – 0%
• Same – 19%
• Don’t know – 4%
14

= Negative Impact = Positive or Negative = Positive Impact
Knowledge Asset
Type
Discounted
FFS
Per Diem
Per Case Bundled Per Case
Condition
Capitation
Full
Capitation
CMS Commercial CMS Commercial
Workflow
Diagnostic Variation
Standing Orders
MedicationSelection
Triage
Patient Safety
Ambulatory Treatment
and Monitoring
Indicationsfor Referral
Payment Structure Considerations
Operational Workflow
Diagnostic Variation
Standing Orders
Substance Selection
Triage Criteria
Patient Safety
Treatment and
Monitoring Algorithms
Indications for Referral
Indications for
Intervention
25
Administrative Workflow

Information Management
1616
DATA CAPTURE
• Acquire key data elements
• Assure data quality
• Integrate data capture into operational
workflow
DATA ANALYSIS
• Interpret data
• Discover new information in the data
(data mining)
• Evaluate data quality
DATA PROVISIONING
• Move data from transactional systems into
the Data Warehouse
• Build visualizations for use by clinicians
• Generate external reports (e.g., CMS)
Knowledge Managers (Data
quality, data stewardship and
data interpretation)
Application Administrators
(optimization of source systems)
Data Architects
(Infrastructure, visualization, analysis, reporting)
= Subject Matter Expert
= Data Capture
= Data Provisioning
= Data Analysis
Fix it Here
Not Here
Not Here

Outcomes Improvement Packet (OIP)
79
Distills knowledge to kick-start quality
improvement in key areas of the care process
• Why focus on this area of the problem?
• Potential outcome goals
• Potential aims
• Potential interventions
• Recommended standardized knowledge assets
• Tools for transformation
• Reference list

Care Process Improvement Map
78
“Storm Clouds”:
key aim focus areas
(greatest opportunities
for improvement)
Key outcome or process
metrics for each best
practice area
Evidence-based
best practices for
each phase of care Recommended knowledge
assets (standardization
tools)

19
Types of Best Practice Knowledge Assets
Admits/1000 members
IP days/1000 members
OP visits/1000 members
Procedures/1000 members
ED visits/1000 members
Readmissions/1000 members
Utilization
Who should
get the care?
Cost/case
Cost/procedure
OR minutes
L&D minutes
Other LOS
Order Sets
Clinical
Support
Workflow
Cost per case
Nursing hours by unit
OR minutes
L&D minutes
Cycle times
Cost per ancillary test
Environmental services
What care
should be
included?
How can care
be delivered
efficiently ?
Indications for Intervention
Diagnostic algorithms
Indications for Referral
Triage Criteria
Treatment and Monitoring
Algorithms
Health Maintenance and
Preventive Guidelines
Standardized Follow-up Checklist
Post-acute care order sets
IP (SNF, IRF)
Home health, Hospice
Clinical Ops Procedure Guidelines
Knowledge
Asset Type
Substance Selection Clinical Supply Chain
Management
Admission Order Sets Supplementary Order Sets
Pre-Procedure Order Sets
Post-procedure Order Sets
Bedside Care Practice Guidelines
Discharge Checklist
Patient Injury Prevention Protocol
Risk Assessment
Transfer Checklist
Question to
ask
Examples Possible Measures
Administrative
Support
Workflow
How can
administrative
operations be
performed
efficiently ?
AR Escalation Process
Network Design Process
Recruiting/Onboarding Process
AR Days
% out of network utilization
% Turnover
Team member
satisfaction/engagement
AR Escalation Process
Budgeting Process
Supply Chain Procurement

Question
Does your organization have permanent quality
improvement teams and processes?
• Yes – 48%
• No – 4%
• Don’t know – 7%
• Does not apply – 41%
20

Permanent Improvement Team Temporary Project Team
Team Structure Options
Pros
● Proactive
(strategic investment)
● Predictable Cost
● Team member establish
long term relationship
● Technical team members
learn clinical or operational
domain
● Partnership established on
technical priorities
Cons
● “Feels” more expensive,
actually saves money long
term
Cons
● Reactionary
(reaction to JC write-up)
● Variable
● Speed to trust slower in
temporary teams
● Team members don’t always
understand context within
domain
● Tendency to pile-on while
we have IT’s attention
Pros
● “Feels less expensive” one
time cost to fix (not typically
true)

Permanent Teams
Characteristics
= SubjectMatter Expert
= Data Capture
= Data Provisioning & Visualization
= Data Analysis
Women & Children’s Clinical Program Guidance Team
Pregnancy
MD Lead
RN SME
Knowledge
Manager
Data
Architect
Application
Administrator
RN, Clin Ops Director
Guidance Team MD lead
Normal Newborn
MD Lead
RN SME
Gynecology
MD Lead
RN SME
• Organized permanently for long term improvement
• Integrated clinical and technical members
• Supports multiple care process families
• Choose innovators and early adopters to lead
Innovators
Early Adopters

Principle
Review
23
• Prioritize using Key Process Analysis
• Data Quality Assurance
• Designing Data Systems
• Understanding Variation
• Gather Best Practice Knowledge Asset
• Pick one Asset to standardize first
• Protocol Design – make it easy to do
the right thing
• Start with the Why
• Diffusion of Innovation
• Fingerprinting and Adaptive Leadership
• Permanent Teams
• Iterative Design
• Aim and Goal Selection
• Team Interaction and Implementation

Organizational Assessment I October 15, 2014 I 24
Readiness Assessment Example
Data StewardshipRegistry Definition
Governance &
Prioritization
Standardized Improvement
Methodology
Standardized
Criteria for
Treatment &
Venue
Cost Allocation
Methodology
(ABC)
Data Integration Infrastructure
(Single source of truth)
Missing Data
Element Capture
Actionable Metric
Distribution
Predictive &
Prescriptive
Modeling
Standardized Calculations &
Definitions for Internal
Reporting
Standardized Protocols
for Population Health
Adoption
Best Practice Analytics
Mature
Just Starting
Mid Journey

Catalyst
Academy
25
• Designing Data System (Drew Cardon)
• Variation Analysis & Statistical Process Control (Lloyd Provost)
• Cost Benefit Analysis (Bobbi Brown)
• Value-based Care Delivery (Tom Burton)
• Clinical Integration (Susan Easton)
• Protocols (Alan Morris)
• Patient Safety Outcomes
(Barton/Haughom)
• QI Tools (Cherbon Van Etten)
• Healthcare Policy and Politics (Dale Sanders, Dr. Oshiro)
• Adaptive Leadership I & II (Dr. Val Ulsted)
• Lean Thinking (Evelyn Seilbel)
• QI Leadership (Dr. Oshiro)
• QI Storyboard (Dr. Bischoff)
• Team Report Outs

Organizational Assessment I October 15, 2014 I 26Proprietary and Confidential
Product Demonstrations
26

Product Demonstrations
• Population Explorer
• Bundled Payments
• Heart Failure

Question
Would you be interested in an in a webinar
focused on any of the following? (you may select
more than one)
• Accountable Care & Shared Risk Tools – 68%
• Bundled Payments Analyzer – 44%
• Care Management & Patient Relationships – 56%
• Readmissions Improvement – 52%
• Sepsis Improvement – 32%
28

Health Catalyst Product Catalog
29
mobile.healthcatalyst.com/catalog.html#

Questions
?
30

www.healthcatalyst.comProprietary and Confidential
Thank You for Attending
31

A Health Catalyst Overview: A Platform Approach for Transforming Healthcare

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