Day 1 In Review Through Analytics - HAS Session 15
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Review of Day 1 of the Healthcare Analytics Summit with cofounders Tom burton and Steve Barlow through Analytics
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Given the industry’s shift toward value-based, outcomes-based healthcare, organizations are working to improve outcomes. One of their top outcomes improvement priorities should be early detection and action, which can significantly improve clinical, financial, and patient experience outcomes. Through early detection and action, systems embrace a proactive approach to healthcare that aims to prevent illness; the earlier a condition is detected, the better the outcome.
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Successful outcomes improvement in healthcare requires strong leadership to make decisions, allocate resources, and prioritize initiatives. For improvement to succeed and endure, health systems can’t leave any part of leadership to chance. Instead, effective governance requires thoughtful, deliberate development. Otherwise, improvement initiatives stall or fail to launch, as stakeholders debate goals and strategies. To succeed, governance structure must be solid enough to withstand any challenges to improvement initiatives—from resource constraints to skeptics. Effective governance in healthcare operates with four guiding principles:
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The role of analytics in population health and the growing retail market
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Prioritize measures that truly impact patient care
Have a line-of-sight to reimbursement
Understand measure alignment across programs
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Evaluate entire care teams—not individual providers.
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The prescription for improving healthcare outcomes is pretty straightforward: improve quality by working with good data that’s based on patient perceptions of quality, as well as functional health outcomes. Then make that data accessible and actionable among your physicians and give them the leeway they need to reduce variation and, ultimately, improve outcomes. As simple as this may seem, it’s been complicated by an inefficient data infrastructure with non-standardized components (EHRs) and the inability to distribute analyses and visualizations where they are needed most (at the point of care). Dale Sanders explains these issues in detail and outlines solutions in this article published in the April 2015 edition of BMJ Outcomes.
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Challenge #1: High-level performance insight
Challenge #2: Defining measure specifications
Challenge #3: Data quality reporting requirements
Challenge #4: Benchmarking data
Challenge #5: Proactively increasing measures surveillance to enhance outcomes
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The constant thread weaving through every healthcare organizational strategy should be adherence to the Triple Aim. But with uncertainty generated by the changes at the federal level, healthcare organizations may be tempted to put their value-based care plans on hold. This article explains why that’s not necessary and lists six strategies for thriving under a fee-for-value model: 1.) Use Leadership and Team Structure to Support Improvement 2.) Drive Down Costs 3.) Reduce Unnecessary Waste 4.) Encourage the Learning Organization 5.) Prioritize Patient Education 6.) Track Data and Outcomes This blog cites one small medical center with odds stacked against it, and how it is managing to not only weather the changes, but also distinguish itself by staying true to the values of the Triple Aim.
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Attendees will learn how to:
Understand the importance of dedicating resources to impact downstream costs
Identify their key sources of Patient Safety data
Integrate Patient Safety data in to existing Quality Improvement Processes
Learn and improve from real-time safety analytics combined with a Culture of Safety
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Insufficient tools and processes
Poor infrastructure
No single source of truth for data
Health systems can overcome these common research roadblocks and turn analytics-powered research into care delivery improvements by using the Research Analytics Adoption model as a strategic roadmap.
The model consists of 8 levels designed to align operations and research priorities:
De-identified tools and data marts
Delivery of customized data sets
EDW-facilitated study recruitment
Centralized, research-specific data collection
Automated research operations reporting
Biobank/genomic data integration
Multi-site data sharing
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Building Analytic Acumen with Less Classroom "Training" and More Learning
Froedtert & the Medical College of Wisconsin is a large academic and community health system consisting of hospitals, health centers, physicians, and other services across southeastern Wisconsin. They discuss building analytic acumen across their large organization by moving beyond traditional classroom training to focus on competency-based learning through online courses, assessments, and learning bursts tailored to different roles. Early results show improvements in analytics and improvement literacy across key competencies after implementing their new competency-driven learning approach.
Preparing for the Coming Change: An Overview of the Healthcare Analytics Market
Jim Adams, Executive Director, The Advisory Board, discusses the two market forces in particular, population health management and the retail revolution, that are driving the need for new applications of analytics and business intelligence (BI).
Attendees will learn:
The role of analytics in population health and the growing retail market
The key challenges provider organizations are facing in developing analytics capabilities
The pros and cons of the core strategies providers are utilizing to develop analytics capabilities and the vendors that map to those strategies
Bring your most pressing healthcare problems and spend an hour listening to one of the most seasoned industry analysts talking through the top forces shifting the landscape of the healthcare market in 2015.
We hope you'll come away with some insight and refined thinking about solutions that will drive your work forward. Please do join us.
Predictive Analytics: Dale Sanders Presentation at Plante Moran Healthcare E...
What can healthcare executives learn from military decision-making, as it relates to predictiveanalytics in healthcare? As it turns out, quite a lot. Dale Sanders, senior vice president for strategy at Salt Lake City, Utah-based Health Catalyst, drew some surprising parallels between these two vital sectors of the economy during a concluding session at the Plante Moran Healthcare Executive Summit on June 5 in Chicago. His main theme was to remember that in predictive analytic analytics, it's the intervention that matters, noting that much of the industry is seduced by flashy predictive analytics "objects" without thinking through the needed interventions which are needed to get the proper ROI.
4 Essential Lessons for Adopting Predictive Analytics in Healthcare
Predictive analytics is quite a popular current topic. Unfortunately, there are many potential side tracks or pit falls for those that do not approach this carefully. Fortunately for healthcare, there are numerous existing models from other industries that are very efficient at risk stratification in the realm of population management. David Crocket, PhD shares 4 key pitfalls to avoid for those beginning predictive analytics. These include
1) confusing data with insight
2) confusing insight with value
3) overestimating the ability to interpret the data
4) underestimating the challenge of implementation.
Quality Improvement In Healthcare: Where Is The Best Place To Start?
One of the biggest challenges providers face in their quality improvement efforts is knowing where to get started. In my experience, one of the best ways to overcome that “where do we begin?” factor is by using data from an enterprise data warehouse to look for high-cost areas where there are large variations in how health care is delivered. Variation found through the KPA is an indicator of opportunity. The more avoidable variation that is reflected in a particular care process, the more opportunity there is to reduce that variation and standardize the process. Suppose after performing a KPA you discover three areas of opportunity. How do you determine which one to pursue, especially if it’s your first journey into process improvement? The most obvious answer would seem to be the one with the largest potential ROI. That may not always be the best course to pursue, however. You will also want to take into consideration the readiness/openness to change in each of those areas.
Use Well-Crafted Aim Statements To Achieve Clinical Quality Improvements
Too often, hospitals and health systems stop at developing broad clinical quality improvement statements that come up short of achieving their desired goals. What’s missing are clearly defined improvement objectives in the form of aim statements that take into account the effects on other areas of the organization: patient safety and satisfaction, physician engagement, and financial contribution. Aim statements help articulate the problems that add value for patients and the organization, but good data, and the analytics tools required to understand the data, are essential to illuminating high-value problem areas. Additionally, aim statements must stick to the SMART guidelines: Specific, Measureable, Achievable, Relevant, and Time-bound.
Five Strategies for Easing the Burden of Clinical Quality Measures
Healthcare systems need to view regulatory measures in a different light. Rather than approaching them as required processes that burden the system, they should be viewed as quality improvement opportunities that lead to best practices. It helps to have a strategy to get there:
Prioritize measures that truly impact patient care
Have a line-of-sight to reimbursement
Understand measure alignment across programs
Involve the right people
Get involved in measure development upstream
The right tools also help, but a plan for success is advised for healthcare system administrators and clinicians who need to ease the reporting burden and take advantage of every measure in a positive way.
The Top Five Recommendations for Improving the Patient Experience
Improving patient satisfaction scores and the overall patient experience of care is a top priority for health systems. It’s a key quality domain in the CMS Hospital Value-Based Purchasing (VBP) Program (25 percent) and it’s an integral part of the IHI Triple Aim. But, despite the fact that health systems realize the importance of improving the patient experience of care, they often use patient satisfaction as a driver for outcomes. This article challenges this notion, instead recommending that they use patient satisfaction as a balance measure; one of five key recommendations for improving the patient experience:
Use patient satisfaction as a balance measure—not a driver for outcomes.
Evaluate entire care teams—not individual providers.
Use healthcare analytics to understand and act on data.
Leverage innovative technology.
Improve employee engagement.
This article also explains why patient experience is so closely tied to quality of care, and why it’s a prime indicator of a healthcare organization’s overall health.
On Medicaid claims data analysis
This document provides an overview of Medicaid claims data and how it can be used for program evaluation and research. It describes the key components of Medicaid claims data including eligibility data, diagnostic codes, procedure codes, and expenditures. It outlines some of the strengths of claims data for population monitoring, benchmarking, and expenditure analysis, as well as limitations related to clinical validity and completeness. Accessing Medicaid claims data requires working with state Medicaid agencies or research groups that have obtained the data.
Healthcare Analytics Adoption Model
In this webinar, Dale Sanders will provide a pragmatic, step-by-step, and measurable roadmap for the adoption of analytics in healthcare-- a roadmap that organizations can use to plot their strategy and evaluate vendors; and that vendors can use to develop their products. Attendees will have a chance to learn about:
1) The details of his eight-level model, 2) A brief introduction to the HIMSS/IIA DELTA Model, 3) The importance of permanent organizational teams to sustain improvements from analytic investments, 4) The process of curating and maturing data governance, and 5) The coordination of a data acquisition strategy with payment and reimbursement strategies
Five Ways For Improving Hospital Revenue Cycle Management
The document discusses five ways to improve hospital revenue cycle management. It recommends trending and benchmarking healthcare data using an enterprise data warehouse to analyze performance over time and compare to others. Mining the data in an EDW can reveal problems and ways to improve revenue cycle processes. The document also suggests constantly asking frontline staff for suggestions, monitoring payer contracts, and maintaining caring patient touchpoints to improve the revenue cycle. An example is given of a physician group that improved collection times by analyzing registration desk data and improving processes.
Outcomes improvement: what you get when you mix good data with physician enga...
The prescription for improving healthcare outcomes is pretty straightforward: improve quality by working with good data that’s based on patient perceptions of quality, as well as functional health outcomes. Then make that data accessible and actionable among your physicians and give them the leeway they need to reduce variation and, ultimately, improve outcomes. As simple as this may seem, it’s been complicated by an inefficient data infrastructure with non-standardized components (EHRs) and the inability to distribute analyses and visualizations where they are needed most (at the point of care). Dale Sanders explains these issues in detail and outlines solutions in this article published in the April 2015 edition of BMJ Outcomes.
Tackle These 8 Challenges of MACRA Quality Measures
The Medicare Access and CHIP Reauthorization Act (MACRA) appears to be a reporting challenge for many healthcare provider systems with few resources for managing the menagerie of measures. Indeed, with more than 270 measures in play, many systems have yet to jump in, but the deadline is inevitable. A plan of action is possible by recognizing and acting on these eight challenge areas:
Challenge #1: High-level performance insight
Challenge #2: Defining measure specifications
Challenge #3: Data quality reporting requirements
Challenge #4: Benchmarking data
Challenge #5: Proactively increasing measures surveillance to enhance outcomes
Challenge #6: Strategically aligning measures on which to base risk
Challenge #7: Identifying measures with the largest financial impact
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Healthcare organizations have long relied on traditional benchmarking to compare their performance to others and determine where they can do better; however, to identify the highest ROI improvement opportunities and understand how to take action, organizations need more comprehensive data.
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1⁄2 FTE
Programs: Monthly lunch meetings with speakers; social events; newsletter;
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Benefits: Sense of community, camaraderie, purpose, connection to BH.
Major benefit to Development, Volunteers, Community Relations
22
Mini-Medical School
Began: 2001
Goal: Educate the community about health and wellness in an engaging, fun way.
Format: 6 weekly 2-hour sessions with MDs, RNs, other clinicians.
Topics: Heart disease, cancer, diabetes, women’s health, men’s health, nutrition.
Participants: 150-200 community members per session.
Cost: $
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RUBRIC
Productivity Recommendations
Last week, you familiarized yourself with the Physician Care Services, Inc. case and
selected metrics that would help you to evaluate the organization’s productivity, with an
eye to determining whether they could be successful in the current environment of
health care reform. Based on your conclusions, you will have at least identified one or
two areas of need which could benefit from change.
To prepare for this Assignment:
Review Case 3: Physician Care Services, Inc. from Week 5, and the Assignment you
submitted at the end of that week.
Now, you will develop recommendations to improve productivity and patient satisfaction.
Consider what you know of Lean Management and Six Sigma principles and practices.
Based on this understanding, ask yourself: What would the president and medical
director want to know before making any financial and organizational decisions?
The Assignment:
1. Based on the metrics you selected in Week 5, analyze opportunities for
improvement using Lean Management and Six Sigma principles (2 pages).
2. Develop five measurable stretch goals (2 pages).
3. Create a presentation with speaker notes, 5–7 slides in length (200–400 words per
slide), that defines a culture of accountability and quality excellence and
recommends how to foster this in the emergency department.
RUBRIC
CATEGORY EXCELLENT – above expectations
GOOD – met
expectations
FAIR – below
expectations
POOR –
significantly below
expectations or
missing
SCO
RE
Improvement
Using Lean
Management
and Six Sigma
Principles and
Stretch Goals
(30 points
possible)
The paper shows
depth, breadth,
triangulation, and
clarity in critical
thinking when
addressing the
opportunities for
improvement and
stretch goals.
(27–30 points)
The paper fully
addresses the
opportunities for
improvement and
stretch goals.
Triangulation was
attempted but not
shown.
(24–26 points)
The paper lacks
depth, breadth,
triangulation, and
clarity in critical
thinking when
addressing the
opportunities for
improvement and
stretch goals.
(21–23 points )
The paper does not
address (zero points)
or poorly addresses
the opportunities for
improvement and
stretch goals.
(0–20 points)
Slide
Presentation
(30 points
possible)
The slide
presentation shows
depth, breadth,
triangulation and
clarity in critical
thinking when
addressing the
culture of
accountability and
quality excellence.
(27–30 points)
The slide
presentation fully
addresses the culture
of accountability and
quality excellence.
Triangulation was
attempted but not
shown.
(24–26 points)
The slide
presentation lacks
depth, breadth,
triangulation, or
clarity in critical
thinking when
addressing the
culture of
accountability and
quality excellence.
(21–23 points )
The slide
presentation does not
address (zero points)
or poorly addresses
the culture of
accountability and
qualit ...
Data Analysis and Quality Improvement Initiative Proposal .docx
Data Analysis and Quality Improvement Initiative Proposal
Details
Attempt 1Evaluated
Attempt 2Evaluated
Attempt 3Available
Toggle Drawer
Overview
Prepare an 8–10-page data analysis and quality improvement initiative proposal based on a health issue of professional interest to you. The audience for your analysis and proposal is the nursing staff and the interprofessional team who will implement the initiative.
"A basic principle of quality measurement is: If you can't measure it, you can't improve it" (Agency for Healthcare Research and Quality, 2013).
Health care providers are on an endless quest to improve both care quality and patient safety. This unwavering commitment requires hospitals and care givers to increase their attention and adherence to treatment protocols to improve patient outcomes. Health informatics, along with new and improved technologies and procedures, are at the core of virtually all quality improvement initiatives. The data gathered by providers, along with process improvement models and recognized quality benchmarks, are all part of a collaborative, continuing effort. As such, it is essential that professional nurses are able to correctly interpret, and effectively communicate information revealed on dashboards that display critical care metrics.
Show More
Toggle Drawer
Questions to Consider
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.
Reflect on QI initiatives focused on measuring and improving patient outcomes with which you are familiar.
How important is the role of nurses in QI initiatives?
What quality improvement initiatives have made the biggest difference? Why?
When a QI initiative does not succeed as planned, what steps are taken to improve or revise the effort?
Toggle Drawer
Resources
Required Resources
MSN Program Journey
Please review this guide for your degree program. It can help you stay on track for your practicum experience, so you may wish to bookmark it for later reference.
MSN Program Journey
|
Transcript
.
Show More
Assessment Instructions
Preparation
In this assessment, you will propose a quality improvement (QI) initiative proposal based on a health issue of professional interest to you. The QI initiative proposal will be based on an analysis of dashboard metrics from a health care facility. You have one of two options:
Option 1
If you
have access
to dashboard metrics related to a QI initiative proposal of interest to you:
Analyze data from the health care facility to identify.
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Data Analysis Quality Improvement Initiative Proposal.docx
This document provides instructions for a 8-10 page data analysis and quality improvement initiative proposal. Students are asked to analyze existing dashboard metrics from a healthcare facility to identify an area for improvement. They must then outline a quality improvement proposal that defines the issue, proposes strategies for improvement, and establishes interprofessional roles and responsibilities. Effective communication strategies between the interprofessional team must also be addressed. The goal is for students to apply data analysis skills and evidence-based practices to propose an initiative that enhances patient outcomes, cost-effectiveness, work-life quality, and interprofessional collaboration.
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Module 02 Assignment - Healthcare SystemsTop of FormBottom of .docx
Module 02 Assignment - Healthcare Systems
Top of Form
Bottom of Form
Module 02 Content
1.
Top of Form
Instructions
Your supervisor at the Department of Health has lived and worked in many countries internationally. Her experience with healthcare systems abroad has made her realize how the Department of Health could improve its healthcare. She has asked you to create a Microsoft PowerPoint presentation evaluating and comparing the U.S. healthcare system to the healthcare systems in 2 other countries (1 of which needs to be a country that uses universal healthcare).
In your PowerPoint presentation, make sure to explain the type of healthcare system the U.S. has and compare it to the 2 countries you have chosen. Provide a thorough explanation of how effective the systems are and how they are financed.
The presentation must be at least 10 slides with key words and phrases (not text-heavy) and include multiple images that relate back to the U.S. healthcare system and the healthcare systems of the countries you are discussing. Incorporate data from at least 2 professional articles into your presentation.
LLS Resources
PowerPoint
https://guides.rasmussen.edu/writing/powerpoints
PowerPoint Presentations and APA: citing sources and creating reference lists in PPT presentations
https://rasmussen.libanswers.com/faq/32484
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Remove or Replace: Header Is Not Doc Title
[Type here]
Guiding Questions
Data Analysis and Quality Improvement Initiative Proposal
This document is designed to give you questions to consider and additional guidance to help you successfully complete the Data Analysis and Quality Improvement Initiative Proposal assessment. You may find it useful to use this document as a prewriting exercise, an outlining tool, or a final check to ensure you have sufficiently addressed all the grading criteria for this assessment. This document is a resource to help you complete the assessment.
Do not turn in this document as your assessment submission.
Analyze data to identify a health care issue or an area of concern.
· What data does your institution gather? (Or, what data were provided in the media piece?)
· What is the quality of the data, and what can be learned from it? What does it tell you? What is missing?
· What is an organized way of looking at different data outputs?
· What metrics indicate opportunities for quality improvement?
· What are the trends? (Existence of data does not necessarily equate to a trend.)
· What are the outcome measures? What information do you need to calculate specific rates?
· Assess the stability of processes or outcomes. Are the outcomes fairly predictable? Identify any problematic variations or performance failures.
· Include the selected data set that was analyzed in the proposal. This could be a table or chart.
Outline a quality improvement initiative proposal based on a selected health issue or area of concern and supporting data analysis..
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In a similar format to Part 1 of this series, the webinar will address a strategic view of employee engagement, while attendees will receive an eBook describing some practical steps to increase overall employee engagement. Click here to access previous sessions:
Our presenters for Part 1 will be Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services and Lynn Howe, Regional Sales Manager for Cornerstone on Demand. Dr. Tonkin has over 25 years of experience in human resources challenges and focuses on the Healthcare sector for Cornerstone. Howe, RN, MS, CEN, and CCRN is a Registered Nurse, former Director of Education with 30 years of clinical experience, holds a graduate degree in Human Resource Management and is currently a regional sales manager in the healthcare vertical.
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Explore the profound impact of data literacy on healthcare organizations and how it shapes the utilization of data and technology for transformative outcomes. Understand the top technology priorities for healthcare organizations and learn how to navigate the digital landscape effectively. Furthermore, simplify industry jargon by defining common data elements, fostering clearer communication and collaboration across stakeholders.
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- 1. Session #15: Day One Review Through Analytics Brent Dover President, Health Catalyst Steve Barlow Co-Founder and Senior Vice President of Client Operations, Health Catalyst Thomas D. Burton Co-Founder and Senior Vice President Product Development, Health Catalyst
- 2. Day 1 in Review A
- 3. The agenda says we will end day 1 at 4:45. A What time will we REALLY end?
- 4. Brent’s Class Notes A
- 5. Poll Question #1 5 Which of yesterday’s keynote or breakout sessions was the most impactful to you? a) Billy Beane (Moneyball) b) Glenn Steele (Geisinger) c) James Merlino (Cleveland Clinic) d) Mike Leavitt (The Future of Healthcare Reform) e) Ray Kurzweil (Google Futurist) f) One of the breakout sessions was my favorite
- 6. Day 1 in Review Using Analytics A
- 7. What You Were Saying - Twitter Need to make a compelling case for analytics A Quality vs cost Patient experience & transformation Takes courage to use analytics B C D
- 9. Highest Variation: Health System Size A
- 10. Size Impact on Key Issues Size of your healthcare organization Profitability Pressures Clinical integration / accountable care trends Greatest driving force for analytics 6 No. of beds
- 11. A Another Interesting Correlation
- 12. Credit Score by Role Average Credit Score JUST KIDDING! What is your current role?
- 13. A Culture, Relationships, and Analytics
- 14. 14 Culture and Relationships Culture of quality improvement (1 to 5) Relationship between physicians and leadership
- 15. 15 Culture and Relationships Culture of quality improvement (1 to 5) Relationship between IT and the rest of your organization
- 16. 16 Culture and Relationships Culture of quality improvement (1 to 5) Which best describes your current feelings regarding healthcare analytics in your organization
- 17. 17 Conclusion • Being an analytics driven organization takes courage… • Requires strong relationships between: • Clinicians • Technical / Analytical • Leadership • …These relationships lead to culture of quality improvement and excitement for analytics Analytic System Content System Deployment System
Editor's Notes
- How often does your organization include finance as part of its multi-disciplinary improvement teams? a. Never b. Not often c. Sometimes d. Frequently e. Always f. Unsure or not applicable
- How often does your organization include finance as part of its multi-disciplinary improvement teams? a. Never b. Not often c. Sometimes d. Frequently e. Always f. Unsure or not applicable
- How often does your organization include finance as part of its multi-disciplinary improvement teams? a. Never b. Not often c. Sometimes d. Frequently e. Always f. Unsure or not applicable
- How often does your organization include finance as part of its multi-disciplinary improvement teams? a. Never b. Not often c. Sometimes d. Frequently e. Always f. Unsure or not applicable