Health IT Summit San Diego 2015 - Case Study "Analytics Strategy: Enablement, Innovation, Transformation" with Eric Hixson, PhD., Senior Program Administrator, Business Intelligence, Cleveland Clinic

1. Analytics Strategy:
Enablement, Innovation,
Transformation
Analytics Strategy:
Enablement, Innovation,
Transformation
Eric D. Hixson PhD, MBA
Senior Program Administrator
Cleveland Clinic
Business Intelligence

2. Cleveland ClinicCleveland 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. Multiple Implicit Directives
with Uncertain Directions
Multiple Implicit Directives
with Uncertain Directions
• Prevention
• Accountability
• Consumerism
• Competition
• Complexity

4. Rapidly Increasing Data DomainsRapidly Increasing Data Domains
• Geolocation
• Physical environment
• Economic conditions
• Public health
• EHR
• Finance and claims
• Marketing
• Mobile / wearables
• Patient reported outcomes
• Device / Sensors
• Genomics
• Family history
• Social media
• Preferences
• Process / Operations
• Health services continuum
• Trials
• Patient
- Activation
- Engagement
- Diagnosis
- Options
- Treatment / Intervention
- Prevention
- Prognosis and Progress
- Resources
• Care Delivery
- People
- Process
- Outcomes
- Efficiency
- Alternatives
- Recommendations
- Partnerships
- Channel Selection

5. Increasing Decision ComplexityIncreasing Decision Complexity

7. OutlineOutline
• First Principles

8. Guiding PrinciplesGuiding Principles
• ‘Global’, 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

9. Key CharacteristicsKey Characteristics
• Minimize data latency
• Reporting tailored for target audiences
• Harmonized vertical and horizontal
messaging
• Transparency
• Actionable feedback

10. OutlineOutline
• First Principles
• Structure and strategy are intertwined

11. Business Analysts
The Information Management FactoryThe Information Management Factory
Data Sources
Data Aggregation & Transformation
Internal
Data
Store
Data
Store
Data
Store
Data Mart
Financial
External
Visualization /
Reporting
Data Mart
Data Mart
Data Mart
External
Reporting
Executive
Dashboards
Internal Mgt
Reporting
Clinical
Operational
Operational
Dashboards
Population
Analysis
Infrastructure
Analytics
Other
Governance
Clinical
Operations
Other
Payer
Quality
Alliance
Other
Data
Warehouse
Technical Resources Data Analysts
Other
Data Stewards

12. OutlineOutline
• First Principles
• Structure and strategy are intertwined
• Data cultures require time and
leadership

13. Performance Management Evolution
1993 2004 2005 20061995 20021998
Monthly
Wheels
Monthly
Operational
Indicators
Continuous
Improvement
Summits Web Based
Wheels
Daily
Dashboard
Dashboard
Tools and
Data
Warehouse
Executive
Dashboard
Institute
Scorecards
2008
EBI PMDSS Dept DBs
Short
Cycle
2010-12
Predictive
Analytics
2013-15

14. OutlineOutline
• First Principles
• Structure and strategy are intertwined
• Data cultures require time and
leadership
• Align metrics with mission

15. Analytics ExecutionAnalytics Execution
• Avoid ‘shiny paper’ solutions
• Reduced development time and cost
• ‘Model factory’ capability
• Automated model performance monitoring

16. OutlineOutline
• First Principles
• Structure and strategy are intertwined
• Data cultures require time and leadership
• Align metrics with mission
• Calculation doesn’t equal implementation

17. A Cautionary TaleA Cautionary Tale
Presenting a solution What the analyst sees What the audience sees
What the audience remembers What the presenter remembers Feedback on the solution

18. Successful implementation is more
dependent on the communication
plan than on technical functionality.

19. Emphasis on Delivering an
Outcome not a Product
Emphasis on Delivering an
Outcome not a Product
Focus should be on what it
‘does’ rather than what it ‘is’

20. Clear MessagingClear Messaging
• What information or capability gap is
being filled?
• What value does this have to me?
• How does this complement other
resources?
• What does this replace?
• What am I accountable to do?
• Wash, rinse, repeat…

21. Clear Measurement GoalsClear Measurement Goals
No
Established
Norms
Establish processes to monitor
and means to measure it
Evolving
Norms
Reinforce and refine processes;
improve measurement
Standardized
Norms
Assures performance;
optimize measurement

22. Adoption Strategy:
Incremental Transition
Adoption Strategy:
Incremental Transition
Depend on existing tools and refer to the new
Use both existing and new tools
Use new tools to complete the existing
Replace existing tools with the new

23. Stakeholder AlignmentStakeholder Alignment
• Executive leadership
• Clinical service lines
• Support services
• Analytics resources
• Improvement specialists

24. Work in ProgressWork in Progress
• Strengthening internal partnerships to
align priorities and improve governance
• Enhancing infrastructure to expand the
capability envelope
• Optimizing operations for improved
developer productivity and user experience