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How UPMC and Health Catalyst
Improve Outcomes Using Innovation
in Activity-based Costing
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Strong Partnerships Essential to Success
Strong business partnerships are essential in today’s increasingly complex
healthcare environment, with unprecedented joint ventures, mergers and
acquisitions (M&As), and other shared business relationships between
segments of the healthcare economy.
The combination of payers and providers into
integrated financing and healthcare delivery
systems, the rise of strategic venture capital
in healthcare, the combination of Aetna and
CVS, and Roche’s acquisition of Flatiron are
just a few examples of cross-segment
relationships in healthcare.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Strong Partnerships Essential to Success
Great business partnerships aren’t possible
without adhering to several best practices,
such as fairly sharing risks and rewards, that
Health Catalyst and UPMC have been able to
demonstrate throughout their partnership of
unprecedented shared resources and risk.
Other healthcare systems can keep
these best practices in mind when
considering a similar alliance.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Mission Alignment: Start with a Shared Commitment to
Improving Outcomes through Activity-based Costing
Successful healthcare business partnerships
start with a shared commitment to improving
outcomes.
For UPMC and Health Catalyst, the
shared commitment was to managing
cost through activity-based costing (ABC),
and commercializing innovation that
focused on outcomes improvement.
This shared vision culminated not only
in the successful launch of the product,
but in UPMC becoming an investor
in Health Catalyst.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Mission Alignment: Start with a Shared Commitment to
Improving Outcomes through Activity-based Costing
Complementary Intellectual Property
UPMC developed advanced cost models but
needed the data extraction process (a critical
component of ABC) to more efficiently scale
the application.
At the same time, Health Catalyst saw how
UPMC’s working ABC modules could be
scaled in conjunction with its Data Operating
System (DOS™) solution.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Mission Alignment: Start with a Shared Commitment to
Improving Outcomes through Activity-based Costing
Complementary Intellectual Property
Health Catalyst licensed UPMC’s ABC
software, which served as the foundation
for the Health Catalyst CORUS™ suite.
Health Catalyst contributed the data
extraction and sales components, as well
as DOS, to enable significant new
opportunities for innovation.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Mission Alignment: Start with a Shared Commitment to
Improving Outcomes through Activity-based Costing
Complementary Intellectual Property
Innovation has been at the core of the partnership,
requiring a shared commitment by both organizations
to develop and commercialize new technology
through DOS, which could ingest more data
from more sources than previous platforms
(e.g., transactional systems, legacy data
applications, data lakes, and other
enterprise data warehouses).
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Mission Alignment: Start with a Shared Commitment to
Improving Outcomes through Activity-based Costing
Complementary Intellectual Property
DOS could do this at scale and in the cloud,
providing a much more accessible and
flexible platform on which to execute.
With the emergence of DOS, the partners
could commercialize applications like the
CORUS suite.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Mission Alignment: Start with a Shared Commitment to
Improving Outcomes through Activity-based Costing
Complementary Talent
UPMC committed financial management expertise
to the partnership, many of whom ultimately
became Health Catalyst team members.
Health Catalyst committed data scientists and
process improvement expertise.
The combination of data scientists from Health
Catalyst and UPMC’s financial management
expertise proved powerful.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Mission Alignment: Start with a Shared Commitment to
Improving Outcomes through Activity-based Costing
Complementary Talent
This cross-sourcing was a way to stabilize
the costs of the data science function, make
it a more predictable cost center, add
efficiencies, and scale in ways that, had
they remained internally sourced at UPMC,
would have been difficult.
This real-time operating experience has
created a living laboratory that informs
the commercialization of future product
development.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Mission Alignment: Start with a Shared Commitment to
Improving Outcomes through Activity-based Costing
Complementary Risk and Reward
UPMC shared critical functions with an external vendor
and entrusted its valuable IP to Health Catalyst.
In return, UPMC received access to dedicated
talent and a scalable technology platform.
Health Catalyst licensed third party
intellectual property, and assumed
the integration and commercialization
risk that comes with taking inorganic
technology to market.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Mission Alignment: Start with a Shared Commitment to
Improving Outcomes through Activity-based Costing
Complementary Risk and Reward
In return, Health Catalyst received a proven cost
methodology and front line operational experience
in running cost management operations.
Both organizations, as owners, continue
to benefit from Health Catalyst’s continued
growth, which is further enabled by the
continued co-development between
UPMC Enterprises and Health Catalyst’s
DOS for CORUS.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
The UPMC and Health Catalyst Partnership Result:
Outcomes Improvement
The Health Catalyst and UPMC partnership is
healthy and productive, with benefits that extend
far beyond either organization’s borders.
One of the most significantly improved
outcomes has been UPMC’s ability to
extract and apply data within a matter of
hours, a process that used to take weeks.
Together, UPMC and Health Catalyst
are now extending these benefits
to the industry.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
The UPMC and Health Catalyst Partnership Result:
Outcomes Improvement
The evolving healthcare landscape
calls for consistent and widespread
outcomes improvement.
Strong partnerships have a multiplier
effect, producing more—and better—
outcomes than either partner could
produce individually.
The real value of a successful
partnership is how it positively
transforms the marketplace and
contributes to a greater good.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
The UPMC and Health Catalyst Partnership Result:
Outcomes Improvement
By applying the best practices Health
Catalyst and UPMC have employed to
create and sustain their successful
business partnership, like staying
focused on outcomes while fairly sharing
risk and return, healthcare leaders can
vigorously explore partnerships, remain
entrepreneurial, and commercialize
products and services that address
healthcare’s greatest challenges.
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
For more information:
“This book is a fantastic piece of work”
– Robert Lindeman MD, FAAP, Chief Physician Quality Officer
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
More about this topic
Link to original article for a more in-depth discussion.
How UPMC and Health Catalyst Improve Outcomes Using Innovation in Activity-based Costing
Introducing the Health Catalyst CORUS™ Suite: Activity-Based Costing and Cost Insights
Leslie Hough Falk, Sr. VP
Service Lines and Activity-Based Costing Reveal True Cost of Care for UPMC
Health Catalyst Knowledge Center
Activity-Based Costing and Clinical Service Lines Team up to Improve Financial and Clinical Outcomes
Health Catalyst Knowledge Center
Health Catalyst® CORUS™ Suite
Health Catalyst Product Overview
Introducing The Next-Generation Cost Management Suite To Help Hospitals Thrive Amid Unprecedented
Market Disruption – Webinar –
Dan Unger, VP Product Development, Financial Decision Support; Bobbi Brown, Senior Vice Presiden
© 2018 Health Catalyst
Proprietary. Feel free to share but we would appreciate a Health Catalyst citation.
Other Clinical Quality Improvement Resources
Click to read additional information at www.healthcatalyst.com
Joined Health Catalyst in August, 2014 as a Senior Vice President. Prior to joining Health
Catalyst, he was a Co-Founder and the Managing Director of CHV Capital, a venture capital
affiliate of Indiana University Health. In addition to Health Catalyst, Kyle led CHV/ Indiana
University Health’s investments in a range of healthcare IT and medical device companies,
including MedVentive (acquired by McKesson), MindFrame (acquired by Covidien), Perfect Serve, NICO,
NeoChord, Par8o, and Celleration. Prior to CHV Capital, he served in a number of leadership positions
across government, academia, and in entrepreneurial companies, including as a Special Advisor to the
President of Indiana University & Executive Director for Advancing Indiana, Investment Director &
Innovation Fellow at Rose-Hulman Ventures and the Rose-Hulman Institute of Technology, Senior Vice
President of Thomas P. Miller and Associates, Vice President of the Indiana Technology Partnership,
and Economic Development Manager for the City of Indianapolis, Mayor Stephen Goldsmith.
Kyle Salyers

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How UPMC and Health Catalyst Improve Outcomes Using Innovation in Activity-based Costing

  • 1. How UPMC and Health Catalyst Improve Outcomes Using Innovation in Activity-based Costing
  • 2. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Strong Partnerships Essential to Success Strong business partnerships are essential in today’s increasingly complex healthcare environment, with unprecedented joint ventures, mergers and acquisitions (M&As), and other shared business relationships between segments of the healthcare economy. The combination of payers and providers into integrated financing and healthcare delivery systems, the rise of strategic venture capital in healthcare, the combination of Aetna and CVS, and Roche’s acquisition of Flatiron are just a few examples of cross-segment relationships in healthcare.
  • 3. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Strong Partnerships Essential to Success Great business partnerships aren’t possible without adhering to several best practices, such as fairly sharing risks and rewards, that Health Catalyst and UPMC have been able to demonstrate throughout their partnership of unprecedented shared resources and risk. Other healthcare systems can keep these best practices in mind when considering a similar alliance.
  • 4. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Mission Alignment: Start with a Shared Commitment to Improving Outcomes through Activity-based Costing Successful healthcare business partnerships start with a shared commitment to improving outcomes. For UPMC and Health Catalyst, the shared commitment was to managing cost through activity-based costing (ABC), and commercializing innovation that focused on outcomes improvement. This shared vision culminated not only in the successful launch of the product, but in UPMC becoming an investor in Health Catalyst.
  • 5. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Mission Alignment: Start with a Shared Commitment to Improving Outcomes through Activity-based Costing Complementary Intellectual Property UPMC developed advanced cost models but needed the data extraction process (a critical component of ABC) to more efficiently scale the application. At the same time, Health Catalyst saw how UPMC’s working ABC modules could be scaled in conjunction with its Data Operating System (DOS™) solution.
  • 6. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Mission Alignment: Start with a Shared Commitment to Improving Outcomes through Activity-based Costing Complementary Intellectual Property Health Catalyst licensed UPMC’s ABC software, which served as the foundation for the Health Catalyst CORUS™ suite. Health Catalyst contributed the data extraction and sales components, as well as DOS, to enable significant new opportunities for innovation.
  • 7. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Mission Alignment: Start with a Shared Commitment to Improving Outcomes through Activity-based Costing Complementary Intellectual Property Innovation has been at the core of the partnership, requiring a shared commitment by both organizations to develop and commercialize new technology through DOS, which could ingest more data from more sources than previous platforms (e.g., transactional systems, legacy data applications, data lakes, and other enterprise data warehouses).
  • 8. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Mission Alignment: Start with a Shared Commitment to Improving Outcomes through Activity-based Costing Complementary Intellectual Property DOS could do this at scale and in the cloud, providing a much more accessible and flexible platform on which to execute. With the emergence of DOS, the partners could commercialize applications like the CORUS suite.
  • 9. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Mission Alignment: Start with a Shared Commitment to Improving Outcomes through Activity-based Costing Complementary Talent UPMC committed financial management expertise to the partnership, many of whom ultimately became Health Catalyst team members. Health Catalyst committed data scientists and process improvement expertise. The combination of data scientists from Health Catalyst and UPMC’s financial management expertise proved powerful.
  • 10. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Mission Alignment: Start with a Shared Commitment to Improving Outcomes through Activity-based Costing Complementary Talent This cross-sourcing was a way to stabilize the costs of the data science function, make it a more predictable cost center, add efficiencies, and scale in ways that, had they remained internally sourced at UPMC, would have been difficult. This real-time operating experience has created a living laboratory that informs the commercialization of future product development.
  • 11. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Mission Alignment: Start with a Shared Commitment to Improving Outcomes through Activity-based Costing Complementary Risk and Reward UPMC shared critical functions with an external vendor and entrusted its valuable IP to Health Catalyst. In return, UPMC received access to dedicated talent and a scalable technology platform. Health Catalyst licensed third party intellectual property, and assumed the integration and commercialization risk that comes with taking inorganic technology to market.
  • 12. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Mission Alignment: Start with a Shared Commitment to Improving Outcomes through Activity-based Costing Complementary Risk and Reward In return, Health Catalyst received a proven cost methodology and front line operational experience in running cost management operations. Both organizations, as owners, continue to benefit from Health Catalyst’s continued growth, which is further enabled by the continued co-development between UPMC Enterprises and Health Catalyst’s DOS for CORUS.
  • 13. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. The UPMC and Health Catalyst Partnership Result: Outcomes Improvement The Health Catalyst and UPMC partnership is healthy and productive, with benefits that extend far beyond either organization’s borders. One of the most significantly improved outcomes has been UPMC’s ability to extract and apply data within a matter of hours, a process that used to take weeks. Together, UPMC and Health Catalyst are now extending these benefits to the industry.
  • 14. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. The UPMC and Health Catalyst Partnership Result: Outcomes Improvement The evolving healthcare landscape calls for consistent and widespread outcomes improvement. Strong partnerships have a multiplier effect, producing more—and better— outcomes than either partner could produce individually. The real value of a successful partnership is how it positively transforms the marketplace and contributes to a greater good.
  • 15. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. The UPMC and Health Catalyst Partnership Result: Outcomes Improvement By applying the best practices Health Catalyst and UPMC have employed to create and sustain their successful business partnership, like staying focused on outcomes while fairly sharing risk and return, healthcare leaders can vigorously explore partnerships, remain entrepreneurial, and commercialize products and services that address healthcare’s greatest challenges.
  • 16. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. For more information: “This book is a fantastic piece of work” – Robert Lindeman MD, FAAP, Chief Physician Quality Officer
  • 17. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. More about this topic Link to original article for a more in-depth discussion. How UPMC and Health Catalyst Improve Outcomes Using Innovation in Activity-based Costing Introducing the Health Catalyst CORUS™ Suite: Activity-Based Costing and Cost Insights Leslie Hough Falk, Sr. VP Service Lines and Activity-Based Costing Reveal True Cost of Care for UPMC Health Catalyst Knowledge Center Activity-Based Costing and Clinical Service Lines Team up to Improve Financial and Clinical Outcomes Health Catalyst Knowledge Center Health Catalyst® CORUS™ Suite Health Catalyst Product Overview Introducing The Next-Generation Cost Management Suite To Help Hospitals Thrive Amid Unprecedented Market Disruption – Webinar – Dan Unger, VP Product Development, Financial Decision Support; Bobbi Brown, Senior Vice Presiden
  • 18. © 2018 Health Catalyst Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Other Clinical Quality Improvement Resources Click to read additional information at www.healthcatalyst.com Joined Health Catalyst in August, 2014 as a Senior Vice President. Prior to joining Health Catalyst, he was a Co-Founder and the Managing Director of CHV Capital, a venture capital affiliate of Indiana University Health. In addition to Health Catalyst, Kyle led CHV/ Indiana University Health’s investments in a range of healthcare IT and medical device companies, including MedVentive (acquired by McKesson), MindFrame (acquired by Covidien), Perfect Serve, NICO, NeoChord, Par8o, and Celleration. Prior to CHV Capital, he served in a number of leadership positions across government, academia, and in entrepreneurial companies, including as a Special Advisor to the President of Indiana University & Executive Director for Advancing Indiana, Investment Director & Innovation Fellow at Rose-Hulman Ventures and the Rose-Hulman Institute of Technology, Senior Vice President of Thomas P. Miller and Associates, Vice President of the Indiana Technology Partnership, and Economic Development Manager for the City of Indianapolis, Mayor Stephen Goldsmith. Kyle Salyers