Most organizations struggle to turn their data into a strategic asset. Oftentimes they lack the data they need, and don’t trust the data they have. This results in a struggle to surface meaningful opportunities, quantify the value of those opportunities, and transform insight into action. In this webinar, your host Tom Burton shares strategies for improving data literacy, ensuring data quality, and expanding data utilization.
This interactive, “choose your own adventure” style experience, allowed attendees to discover how investing in a deliberate, principle-based strategy can help them navigate the complexities of data governance and maximize the value of data for outcomes improvement.
View the webinar and learn:
- Demonstrate how to unleash data at your organization with efforts across the improvement spectrum.
- Recognize how to sustain and spread improvements across your entire organization.
- Illustrate the importance of investing in analytics training and infrastructure to prepare for massive improvement in healthcare outcomes.
- Understand the 5 key stages of the Data Life Cycle.
- Demonstrate strategies to overcome the common challenges around data quality, data utilization, and data literacy.
- Show how a data governance framework can accelerate improvement in clinical, cost, and experience outcomes.
What the ONC's Proposed Rule on Information Blocking Means for Your WorkHealth Catalyst
Information blocking has been a hot-button issue for years as it has impeded innovation and patient healthcare options for too long. The 21st Century Cures Act (Cures Act) sought to eliminate these problems but information blocking persisted. However, in February 2019 the Office of the National Coordinator for Health Information Technology (ONC) announced a proposed rule with consequences to non-compliance with the Cures Act that may finally force true interoperability. As a healthcare decision maker you have a real opportunity to build an innovation strategy around these changes. To learn how, view this webinar.
True data interoperability enables innovation and better patient experience. In aggregate, both of these activities have the potential to accelerate the shift away from fee-for-service and towards fee-for-value healthcare. Dan Orenstein has spent much of his career providing legal counsel to healthcare organizations on regulatory and risk management issues as well as how to implement growth initiatives that comply with healthcare laws and regulations. That experience has made him an expert in applying policy to healthcare strategy. He has studied the proposed rule and in this webinar he will provide a summary of the existing legislation, implications of non-compliance with the proposed rule as well as insight into putting it into practice.
View this webinar and learn:
- To identify information blocking practices
- Seven exceptions to the information blocking provision and how they may apply to your work
- Summary of the public comments about the proposed rule and the overall perception of it in the industry
- The potential impact to your healthcare organization
A Reference Architecture for Digital Health: The Health Catalyst Data Operati...Health Catalyst
There are essentially four strategic options to address the enterprise data platform requirements of today’s healthcare systems: (1) build your own, (2) buy from EHR vendors, (3) look to a Silicon Valley high-tech startup, and (4) partner with Health Catalyst or a handful of similar companies.
In this webinar, Health Catalyst’s CTO, Dale Sanders, comments on all four approaches, hoping to help you to assess your organization’s strategy against the options and vendors in each category.
It’s been exactly three years since Health Catalyst embarked on a major investment in its next-generation technology, the Data Operating System (DOS™) and its applications. This webinar is an update on the progress, less about marketing the technology, but rather offering DOS as a reference architecture that can support analytics, AI, text processing, data-first application development, and interoperability, as an all-in-one agile cost-savings architecture.
In addition to the successes, Dale comments on the challenges that Health Catalyst has faced under a very ambitious DOS development plan. In its current state, DOS has made some significant improvements to overcome early mistakes, and is now a very solid enterprise data platform. In the interests of industry-wide learning, Sanders will talk transparently about those mistakes and how those learnings are being applied to the DOS platform, positioning it to evolve gracefully over the next 25 years.
View the webinar to learn how the DOS reference architecture:
- Helps manage the 2,000+ compulsory measures in US healthcare
- Enables applications as varied as a real-time patient safety surveillance system, and an activity-based costing system in one platform
- Can ingest data of any type or velocity from over 300 healthcare source systems and growing
- Bundles tools, applications, and analytics that would cost 3-6x more to build on your own
- Compares to EHR vendors as an option to serve as an enterprise data and analytics platform
- Is a performant, sustainable, and maintainable platform for deploying AI models in the natural flow of the healthcare data pipeline
- Provides curated data content and models while still allowing for the agility of a late binding design option
- Functions as a reference architecture that all healthcare organizations and vendors will ultimately have to build in their pursuit of digital health
Why Healthcare Costing Matters to Enable Strategy and Financial PerformanceHealth Catalyst
According to Moody’s Investment Service Analysis, not-for-profit hospital margins are at an all-time low of 1.6% while the American Hospital Association has found that 30% of all hospitals have negative margins. Financial pressures are continuing to increase in an environment of rising costs, lower payments, an aging population, higher patient responsibility and changing consumer demands. Now more than ever healthcare providers need to have an accurate picture of their costing information to enable precise, strategic decisions that will improve financial performance.
Activity-based costing has the power to do just that. In this webinar Steve Vance, SVP, Professional Services, Health Catalyst explores different costing methodologies and discusses why activity-based costing is the preferable method to manage margins because it directly ties services to their costs. Many healthcare organizations base their costs on generalized drivers such as relative value units (RVUs) through their chargemaster rather than on specific activities associated with their services, leading to inaccurate assumptions and poor decisions.
View this webinar to learn:
- Why activity-based costing should be your core tool for improving financial performance.
- The differences and implications between costing methodologies.
- How to leverage data from an Electronic Data Warehouse (EDW) and automate processes while improving accuracy.
- Ways that you can make strategic decisions using clinical and operational data when tied to costing data.
- Activity-based costing use cases such as contract negotiations, pricing decisions, population health management (PHM), and process improvement efforts
We hope that you will view the webinar and learn from the depth and breadth of Steve’s extensive financial experience.
Why Payers, Providers and Life Science/Pharma Must Join Forces to Achieve Tru...Health Catalyst
Is value-based care (VBC) the path to reducing the 18% of GDP that is spent on healthcare? It just may be, but all parties must play their part. Iya Khalil, chief commercial officer & co-founder at GNS Healthcare argues that in order for VBC to reach peak levels of performance and adoption, there must be a convergence of understanding between three key players: payers, providers and the life science industry.
These three parties have developed lifesaving innovations, tech-enabled new procedures, and advanced medical training that have all contributed over the last half century to push the US economy to spend an unsustainable amount on healthcare. Data and analytics are key to fixing this problem and are transforming the way that healthcare is delivered, however, VBC implementation remains complex. In this webinar Iya and Elia Stupka, SVP and general manager, life sciences business at Health Catalyst discuss how the healthcare industry reached this tipping point, why the move to VBC is so important, and how these parties can jointly work together to make healthcare sustainable.
View the webinar and learn:
- How you can make the move to VBC
- The importance of AI and data to drive VBC
VBC will happen and presents an unprecedented moment for payers, providers and life science groups to work together.
Platforms and Partnerships: The Building Blocks for Digital InnovationHealth Catalyst
Virtually all service-oriented industries have experienced massive disruption and transformation, resulting from the confluence of digital, mobile, cloud, data, and consumerization. And then there’s healthcare…
In this webinar Ryan Smith, executive advisor at Health Catalyst, shares practical insights gained from his combined 25 years of IT and digital leadership roles at Banner Health and Intermountain Healthcare. He explores why our industry is struggling to provide the tools and self-service experiences that patients and consumers have come to expect in every other aspect of their lives. To attract and retain patients and members, healthcare organizations need to “shift gears” and go on the digital offensive to sustain brand loyalty; however, decades of siloed, monolithic approaches to implementing technology and managing data continue to hamper industry progress.
During this session, Ryan shares his approach for building business support to enable digital transformation.
By viewing this webinar, you will learn key digitization concepts:
- How to conceptualize a digital enablement framework.
- Ten strategic guiding principles for technology leaders.
- Why it’s vital to create business-driven technology governance.
- Why building strategic vendor partnerships really matters.
- How to apply case studies to bolster digital investments.
The Foundations of Success in Population Health ManagementHealth Catalyst
From hospital systems to large employers, organizations are increasingly taking on financial risk for the health of populations. Drivers of this trend include the update to the MSSP model, the recent CMS Primary Cares Initiative announcement, the increasing prevalence of the Medicare Advantage model, innovative partnerships in the self-insured employer space, and the proliferation of Medicaid ACOs. Yet while market pressures push organizations toward population risk, they don't necessarily help them succeed: most organizations are struggling to attain or sustain the dual imperatives of high-quality care and cost containment. A primary reason? Short-sighted and tactical approaches that don't provide the flexible data infrastructure and tools to adapt to emerging trends in population health—or to support short-term contractual requirements while building toward long-term success.
View this launch webinar to learn about Health Catalyst’s Population Health Foundations solution, a data and analytics-first starter set aimed at optimizing performance in value-based risk arrangements and providing the data ecosystem that will flex and adapt to complex needs of risk-bearing organizations. Solution services ensure that the strategic value of data is maximized to improve performance in risk contracts—and provide side-by-side subject matter expert partnership for establishing short- and long-term goals for population health management (PHM).
Built on Health Catalyst’s foundational technology and supported by the nationwide experience and perspective of its experts, the Population Health Foundations solution helps organizations leverage multiple data sources to understand their patient populations and create meaningful views of financial and clinical quality performance. As a starter set that organizations can build on based on their needs, the solution is designed to compensate for the known limitations of “black box” population health applications that fail to reveal the “why” of analytic insights and exacerbate the challenges of transforming quality, cost, and care. The Population Health Foundations solution delivers the essential analytic tools needed for success under value-based risk arrangements.
In these slides you can expect to:
- Review recent changes to the field of value-based care, and reactions and insights from the market
- Discover how the Population Health Foundations solution can act as a comprehensive, data-first analytics solution to support your population stratification and monitoring needs
- Understand how this solution functions as a foundational starter set for value-based care success, enabling clients to leverage all their data and other relevant population health tools
Population Stratification Made Easy, Quick, and Transparent for AnyoneHealth Catalyst
One of the fundamental tasks when creating a population health initiative is to identify the right patients for the right interventions. The challenge with identifying patients is two-fold—there isn’t a one-size-fits all stratification method; and, current stratification tools prove to be inflexible, “black box” solutions that require time-consuming, technical expertise to customize the algorithms. Many commonly used stratification methods also fail to take advantage of the whole-patient picture, using the limited data sources that are available.
To address these challenges, Health Catalyst developed the Population Builder™️: Stratification Module; a fast, adaptable tool that allows for rapid and transparent stratification of patient groups based on predefined, yet easy to customize, populations and then provides the architecture to integrate the stratified populations into the population health workflow.
Based on the existing Population Builder tool, the Stratification Module consists of several population health building blocks that users can mix and match to create purpose-driven, transparent, and customizable populations to fit their needs. The building blocks save users the time and effort of creating the raw materials required for effective stratification by providing industry standard, evidence-based definitions for over 6,000 value sets, 21 predefined chronic condition registries, ED utilization (combined claims and clinical data), transition of care, and predictive risk models all in one tool. In addition, the power of AI is made accessible and easy with Health Catalyst-developed risk algorithms that are targeted to specific interventions.
View the Population Builder: Stratification Module webinar to learn more about its functionality, understand the customization process, observe a unique framework that integrates claims and clinical data, and make it easy to consume customized data sources, so that your algorithms include all of your available patient data.
In this webinar you can expect to:
- Learn how Population Builder: Stratification Module is used to combine data from multiple data sources—including claims and clinical data—to stratify based on a “whole patient picture.”
- Get a glimpse of the predefined stratification content that is packaged within the Population Builder: Stratification Module.
- Understand how the Population Builder: Stratification Module allows non-technical experts to quickly and transparently create sophisticated stratification algorithms.
- See how “published” patient lists, or registries, are created within Population Builder: Stratification Module and accessible by the DOS ecosystem.
Healthcare Analytics: Right-Brain Advice in a Left-Brain WorldHealth Catalyst
U.S. healthcare is badly missing the soft, human side of healthcare analytics, especially as it impacts clinicians. How do we fix that? This webinar explores those ideas.
You won’t hear Dale talk about SQL, inner joins, outer joins, R, Python, logistic regression, random forest, or convolutional neural networks but instead, in this webinar he talks about the principles and philosophy of analytics.
For the most part, we’ve figured out the technology of analytics. That is all left-brain thinking—analytical, logical and methodical in nature—and it is literally getting easier every day with new data technology. But, in healthcare, we’re missing the right-brain thinking—creative and artistic in nature—that has almost nothing to do with technology but has everything to do with the human side of pursuing “data driven healthcare.”
Right-brain thinking is required for the oddities and shortcomings of healthcare data, and how to manage those shortcomings in the context of delivering data to the humans who we hope will consume it. The right-brain relates to the personality characteristics of the people who are leading your analytics strategy. It relates to the leadership culture of the organization and where that culture resides on a scale of transparency, internally and externally. The right-brain relates to behavioral economics, evolutionary psychology, human decision making theories, and the fundamental factors that motivate or demotivate human behavior. The right-brain relates to concepts like experimental design and PICO—patients, interventions, comparisons, and outcomes—that, if followed, can make your analytics more truthful and believable. It has to do with the way we negotiate and structure performance-based contracts that are loaded with quality metrics that either measure things that can’t be measured accurately or may measure the wrong thing, altogether.
You see, right-brained thinking in this left-brain world of analytics relates to a bunch of things, but mostly it relates to the Golden Rule of Data. Do unto others with data as you would have them do unto you.
What the ONC's Proposed Rule on Information Blocking Means for Your WorkHealth Catalyst
Information blocking has been a hot-button issue for years as it has impeded innovation and patient healthcare options for too long. The 21st Century Cures Act (Cures Act) sought to eliminate these problems but information blocking persisted. However, in February 2019 the Office of the National Coordinator for Health Information Technology (ONC) announced a proposed rule with consequences to non-compliance with the Cures Act that may finally force true interoperability. As a healthcare decision maker you have a real opportunity to build an innovation strategy around these changes. To learn how, view this webinar.
True data interoperability enables innovation and better patient experience. In aggregate, both of these activities have the potential to accelerate the shift away from fee-for-service and towards fee-for-value healthcare. Dan Orenstein has spent much of his career providing legal counsel to healthcare organizations on regulatory and risk management issues as well as how to implement growth initiatives that comply with healthcare laws and regulations. That experience has made him an expert in applying policy to healthcare strategy. He has studied the proposed rule and in this webinar he will provide a summary of the existing legislation, implications of non-compliance with the proposed rule as well as insight into putting it into practice.
View this webinar and learn:
- To identify information blocking practices
- Seven exceptions to the information blocking provision and how they may apply to your work
- Summary of the public comments about the proposed rule and the overall perception of it in the industry
- The potential impact to your healthcare organization
A Reference Architecture for Digital Health: The Health Catalyst Data Operati...Health Catalyst
There are essentially four strategic options to address the enterprise data platform requirements of today’s healthcare systems: (1) build your own, (2) buy from EHR vendors, (3) look to a Silicon Valley high-tech startup, and (4) partner with Health Catalyst or a handful of similar companies.
In this webinar, Health Catalyst’s CTO, Dale Sanders, comments on all four approaches, hoping to help you to assess your organization’s strategy against the options and vendors in each category.
It’s been exactly three years since Health Catalyst embarked on a major investment in its next-generation technology, the Data Operating System (DOS™) and its applications. This webinar is an update on the progress, less about marketing the technology, but rather offering DOS as a reference architecture that can support analytics, AI, text processing, data-first application development, and interoperability, as an all-in-one agile cost-savings architecture.
In addition to the successes, Dale comments on the challenges that Health Catalyst has faced under a very ambitious DOS development plan. In its current state, DOS has made some significant improvements to overcome early mistakes, and is now a very solid enterprise data platform. In the interests of industry-wide learning, Sanders will talk transparently about those mistakes and how those learnings are being applied to the DOS platform, positioning it to evolve gracefully over the next 25 years.
View the webinar to learn how the DOS reference architecture:
- Helps manage the 2,000+ compulsory measures in US healthcare
- Enables applications as varied as a real-time patient safety surveillance system, and an activity-based costing system in one platform
- Can ingest data of any type or velocity from over 300 healthcare source systems and growing
- Bundles tools, applications, and analytics that would cost 3-6x more to build on your own
- Compares to EHR vendors as an option to serve as an enterprise data and analytics platform
- Is a performant, sustainable, and maintainable platform for deploying AI models in the natural flow of the healthcare data pipeline
- Provides curated data content and models while still allowing for the agility of a late binding design option
- Functions as a reference architecture that all healthcare organizations and vendors will ultimately have to build in their pursuit of digital health
Why Healthcare Costing Matters to Enable Strategy and Financial PerformanceHealth Catalyst
According to Moody’s Investment Service Analysis, not-for-profit hospital margins are at an all-time low of 1.6% while the American Hospital Association has found that 30% of all hospitals have negative margins. Financial pressures are continuing to increase in an environment of rising costs, lower payments, an aging population, higher patient responsibility and changing consumer demands. Now more than ever healthcare providers need to have an accurate picture of their costing information to enable precise, strategic decisions that will improve financial performance.
Activity-based costing has the power to do just that. In this webinar Steve Vance, SVP, Professional Services, Health Catalyst explores different costing methodologies and discusses why activity-based costing is the preferable method to manage margins because it directly ties services to their costs. Many healthcare organizations base their costs on generalized drivers such as relative value units (RVUs) through their chargemaster rather than on specific activities associated with their services, leading to inaccurate assumptions and poor decisions.
View this webinar to learn:
- Why activity-based costing should be your core tool for improving financial performance.
- The differences and implications between costing methodologies.
- How to leverage data from an Electronic Data Warehouse (EDW) and automate processes while improving accuracy.
- Ways that you can make strategic decisions using clinical and operational data when tied to costing data.
- Activity-based costing use cases such as contract negotiations, pricing decisions, population health management (PHM), and process improvement efforts
We hope that you will view the webinar and learn from the depth and breadth of Steve’s extensive financial experience.
Why Payers, Providers and Life Science/Pharma Must Join Forces to Achieve Tru...Health Catalyst
Is value-based care (VBC) the path to reducing the 18% of GDP that is spent on healthcare? It just may be, but all parties must play their part. Iya Khalil, chief commercial officer & co-founder at GNS Healthcare argues that in order for VBC to reach peak levels of performance and adoption, there must be a convergence of understanding between three key players: payers, providers and the life science industry.
These three parties have developed lifesaving innovations, tech-enabled new procedures, and advanced medical training that have all contributed over the last half century to push the US economy to spend an unsustainable amount on healthcare. Data and analytics are key to fixing this problem and are transforming the way that healthcare is delivered, however, VBC implementation remains complex. In this webinar Iya and Elia Stupka, SVP and general manager, life sciences business at Health Catalyst discuss how the healthcare industry reached this tipping point, why the move to VBC is so important, and how these parties can jointly work together to make healthcare sustainable.
View the webinar and learn:
- How you can make the move to VBC
- The importance of AI and data to drive VBC
VBC will happen and presents an unprecedented moment for payers, providers and life science groups to work together.
Platforms and Partnerships: The Building Blocks for Digital InnovationHealth Catalyst
Virtually all service-oriented industries have experienced massive disruption and transformation, resulting from the confluence of digital, mobile, cloud, data, and consumerization. And then there’s healthcare…
In this webinar Ryan Smith, executive advisor at Health Catalyst, shares practical insights gained from his combined 25 years of IT and digital leadership roles at Banner Health and Intermountain Healthcare. He explores why our industry is struggling to provide the tools and self-service experiences that patients and consumers have come to expect in every other aspect of their lives. To attract and retain patients and members, healthcare organizations need to “shift gears” and go on the digital offensive to sustain brand loyalty; however, decades of siloed, monolithic approaches to implementing technology and managing data continue to hamper industry progress.
During this session, Ryan shares his approach for building business support to enable digital transformation.
By viewing this webinar, you will learn key digitization concepts:
- How to conceptualize a digital enablement framework.
- Ten strategic guiding principles for technology leaders.
- Why it’s vital to create business-driven technology governance.
- Why building strategic vendor partnerships really matters.
- How to apply case studies to bolster digital investments.
The Foundations of Success in Population Health ManagementHealth Catalyst
From hospital systems to large employers, organizations are increasingly taking on financial risk for the health of populations. Drivers of this trend include the update to the MSSP model, the recent CMS Primary Cares Initiative announcement, the increasing prevalence of the Medicare Advantage model, innovative partnerships in the self-insured employer space, and the proliferation of Medicaid ACOs. Yet while market pressures push organizations toward population risk, they don't necessarily help them succeed: most organizations are struggling to attain or sustain the dual imperatives of high-quality care and cost containment. A primary reason? Short-sighted and tactical approaches that don't provide the flexible data infrastructure and tools to adapt to emerging trends in population health—or to support short-term contractual requirements while building toward long-term success.
View this launch webinar to learn about Health Catalyst’s Population Health Foundations solution, a data and analytics-first starter set aimed at optimizing performance in value-based risk arrangements and providing the data ecosystem that will flex and adapt to complex needs of risk-bearing organizations. Solution services ensure that the strategic value of data is maximized to improve performance in risk contracts—and provide side-by-side subject matter expert partnership for establishing short- and long-term goals for population health management (PHM).
Built on Health Catalyst’s foundational technology and supported by the nationwide experience and perspective of its experts, the Population Health Foundations solution helps organizations leverage multiple data sources to understand their patient populations and create meaningful views of financial and clinical quality performance. As a starter set that organizations can build on based on their needs, the solution is designed to compensate for the known limitations of “black box” population health applications that fail to reveal the “why” of analytic insights and exacerbate the challenges of transforming quality, cost, and care. The Population Health Foundations solution delivers the essential analytic tools needed for success under value-based risk arrangements.
In these slides you can expect to:
- Review recent changes to the field of value-based care, and reactions and insights from the market
- Discover how the Population Health Foundations solution can act as a comprehensive, data-first analytics solution to support your population stratification and monitoring needs
- Understand how this solution functions as a foundational starter set for value-based care success, enabling clients to leverage all their data and other relevant population health tools
Population Stratification Made Easy, Quick, and Transparent for AnyoneHealth Catalyst
One of the fundamental tasks when creating a population health initiative is to identify the right patients for the right interventions. The challenge with identifying patients is two-fold—there isn’t a one-size-fits all stratification method; and, current stratification tools prove to be inflexible, “black box” solutions that require time-consuming, technical expertise to customize the algorithms. Many commonly used stratification methods also fail to take advantage of the whole-patient picture, using the limited data sources that are available.
To address these challenges, Health Catalyst developed the Population Builder™️: Stratification Module; a fast, adaptable tool that allows for rapid and transparent stratification of patient groups based on predefined, yet easy to customize, populations and then provides the architecture to integrate the stratified populations into the population health workflow.
Based on the existing Population Builder tool, the Stratification Module consists of several population health building blocks that users can mix and match to create purpose-driven, transparent, and customizable populations to fit their needs. The building blocks save users the time and effort of creating the raw materials required for effective stratification by providing industry standard, evidence-based definitions for over 6,000 value sets, 21 predefined chronic condition registries, ED utilization (combined claims and clinical data), transition of care, and predictive risk models all in one tool. In addition, the power of AI is made accessible and easy with Health Catalyst-developed risk algorithms that are targeted to specific interventions.
View the Population Builder: Stratification Module webinar to learn more about its functionality, understand the customization process, observe a unique framework that integrates claims and clinical data, and make it easy to consume customized data sources, so that your algorithms include all of your available patient data.
In this webinar you can expect to:
- Learn how Population Builder: Stratification Module is used to combine data from multiple data sources—including claims and clinical data—to stratify based on a “whole patient picture.”
- Get a glimpse of the predefined stratification content that is packaged within the Population Builder: Stratification Module.
- Understand how the Population Builder: Stratification Module allows non-technical experts to quickly and transparently create sophisticated stratification algorithms.
- See how “published” patient lists, or registries, are created within Population Builder: Stratification Module and accessible by the DOS ecosystem.
Healthcare Analytics: Right-Brain Advice in a Left-Brain WorldHealth Catalyst
U.S. healthcare is badly missing the soft, human side of healthcare analytics, especially as it impacts clinicians. How do we fix that? This webinar explores those ideas.
You won’t hear Dale talk about SQL, inner joins, outer joins, R, Python, logistic regression, random forest, or convolutional neural networks but instead, in this webinar he talks about the principles and philosophy of analytics.
For the most part, we’ve figured out the technology of analytics. That is all left-brain thinking—analytical, logical and methodical in nature—and it is literally getting easier every day with new data technology. But, in healthcare, we’re missing the right-brain thinking—creative and artistic in nature—that has almost nothing to do with technology but has everything to do with the human side of pursuing “data driven healthcare.”
Right-brain thinking is required for the oddities and shortcomings of healthcare data, and how to manage those shortcomings in the context of delivering data to the humans who we hope will consume it. The right-brain relates to the personality characteristics of the people who are leading your analytics strategy. It relates to the leadership culture of the organization and where that culture resides on a scale of transparency, internally and externally. The right-brain relates to behavioral economics, evolutionary psychology, human decision making theories, and the fundamental factors that motivate or demotivate human behavior. The right-brain relates to concepts like experimental design and PICO—patients, interventions, comparisons, and outcomes—that, if followed, can make your analytics more truthful and believable. It has to do with the way we negotiate and structure performance-based contracts that are loaded with quality metrics that either measure things that can’t be measured accurately or may measure the wrong thing, altogether.
You see, right-brained thinking in this left-brain world of analytics relates to a bunch of things, but mostly it relates to the Golden Rule of Data. Do unto others with data as you would have them do unto you.
POV Healthcare Payer Medical Informatics and AnalyticsFrank Wang
Health Insurance / Payer Analytics
Medical Informatics
Fraud Detection
Care Management
Utilization Management
Business Performance Management
Clinical Outcome Measures
Webinar Deck: The Changing Face of IT Outsourcing in the Healthcare Payer Mar...Everest Group
On June 5, Everest Group will host a one-hour webinar that will answer the following questions: What are the beneath-the-surface changes taking place in the payer IT industry? What are the trends and opportunities arising out of these changes? Why should CIOs start thinking of these transformational changes now? How should service providers assess their services portfolios and sales strategies from this transformational change perspective?
The Next Revolution in Healthcare: Why the New MSSP Revisions Matter Now More...Health Catalyst
Now more than ever, we are entering a period of rapid change catalyzed by the power of data. On December 21, 2018, the Centers for Medicare and Medicaid Services (CMS) issued a final rule for the Medicare Shared Savings Program (MSSP), strengthening the financial incentives for ACOs to drive improved outcomes. The health systems that embrace data to achieve financial success will grow while the rest will struggle to compete. View this webinar for a discussion on how to prepare.
The US healthcare system didn’t develop overnight, rather, it is the culmination of a series of revolutions within wealthy parts of the world. In this webinar, we explore the high points of history that have led us to our current challenges. While care has steadily improved over time, the cost of that care has risen at a much more dramatic rate. CMS created the MSSP to help mitigate the growth of these costs while providing better care for individuals and populations. On a larger scale, the program serves to shift the healthcare industry towards fee-for-value.
Despite general frustration related to legislative involvement, history has proven that regulatory changes precede attitudinal changes and the MSSP (combined with accurate, timely data) may be just the piece of legislation to help make value-based care a reality. By viewing this webinar you will learn:
- How the US healthcare industry reached its current state.
- Why financial imperatives drive cultural change in our economic model.
- Ways that the MSSP can help your organization achieve financial success.
- Ideas for how to utilize data to develop better healthcare delivery systems.
Dr. Will Caldwell is a strong proponent of the use of data analytics to promote good health and save lives. His area of expertise rests in technology-enabled health care delivery models and value-based care platforms. We hope that you will view this webinar and learn from his 17-years of work as a data-informed clinician.
Part 2 - 20 Years in Healthcare Analytics & Data Warehousing: What did we lea...Health Catalyst
Lessons learned over 20 years. This time we focus on technology lessons learned from experience at Intermountain Healthcare, Northwestern Medicine and Cayman Islands Health Authority
Effective Healthcare Data Governance Strategy Propels Data TransformationHealth Catalyst
Data governance often has negative connotations, such as contention, complexity, or tedium. In addition, the challenges associated with effective data governance—including breaking down long-existing data silos, a lack of trust in the data, and executive buy-in—can further thwart progress. There are, however, better ways to perform healthcare data governance. Join this webinar with Phillip Rowell, Vice President of Clinical and Business Intelligence at Carle Health and Bryan Hinton, Chief Technology Officer at Health Catalyst, to learn how proven approaches and a shared vision for data governance allow health systems to maximize data, their greatest asset.
Participants will learn the following:
• The common pitfalls of data governance and how to address them.
• How to use the momentum from the data procurement stage to develop an effective data governance strategy.
• The positive results health systems can achieve from effective data governance.
Leveraging Predictive Models to Reduce ReadmissionsHealth Catalyst
Far too often analytics efforts have fallen short of making a tangible impact on outcomes because they haven’t been successfully implemented in real workflows. Predictive models remain at risk of becoming isolated in their use along the continuum of care where their integration may provide benefits larger than the sum of each silo.
To combat this, UnityPoint Health (UPH) focused on integrating analytical models within the same readmission reduction strategy and coaching the care team to facilitate their adoption. Using this approach, one of UPH hospital’s risk-adjusted readmission indexes improved 40 percent over three years, surpassing internal system targets in performance and becoming the top performer in the health system.
Learning Objectives:
- Describe applicable predictive models useful in reducing 30-day readmissions.
- Learn the elements of a successful readmissions reduction strategy in an integrated health system.
- Understand common obstacles faced in the adoption of analytical tools and how to overcome them.
View this webinar to gain knowledge of the analytics tools and methods UPH used, including innovative individualized risk heat-maps generated for each patient, strategies for analytics adoption, and lessons learned along the way.
How to Drive ROI from Your Healthcare Projects: Practical Tools, Templates, a...Health Catalyst
At a time when average hospital’s margins are stagnating, executives should be asking tough questions about the ROI of “indispensable” technologies. Will new technologies prove their worth or drive them further into the red? How do you measure and track ROI?
Clinicians need more education on financial metrics and finance people need to learn more about the clinical processes and outcomes. One of the historical problems with calculating ROI has been the fundamental culture divide between clinicians and finance.
This slide set gives some practical tools, templates (Excel), and how tos based on years of experience to quickly and effectively develop the ability to measure and communicate ROI on healthcare IT and improvement projects.
Why Accurate Financial Data is Critical for Successful Value TransformationHealth Catalyst
Approximately 50 percent of CMS payments are now tied to a value component. The CMS Innovation Center has allocated nearly $5.4 billion to implement 37 value-based payment models, with 55 percent of those funds marked for development and implementation of additional value-based models. The shift towards value and consumerism is pushing providers to adopt a novel financial mindset and strategy. The key component? Accurate financial data.
In this webinar Steve Vance, senior vice president and executive advisor at Health Catalyst, explores why accurate financial data, coupled with specific tools and strategies, is critical for successful transformation.
View this webinar for key insights into thriving in a value-based environment:
- Why it’s time to embrace new payment methodologies.
- What role financial and clinical data play in value- and risk-based contracts.
- Various organizational and operational strategies for successful financial transformation.
- How Health Catalyst solutions support an innovative data-driven financial process.
The Top Seven Healthcare Outcome Measures and Three Measurement EssentialsHealth Catalyst
Healthcare outcomes improvement can’t happen without effective outcomes measurement. Given the healthcare industry’s administrative and regulatory complexities, and the fact that health systems measure and report on hundreds of outcomes annually, this article adds much-needed clarity by reviewing the top seven outcome measures, including definitions, important nuances, and real-life examples. The top seven categories of outcome measures are:
Mortality
Readmissions
Safety of care
Effectiveness of care
Patient experience
Timeliness of care
Efficient use of medical imaging
CMS used these seven outcome measures to calculate overall hospital quality and arrive at its 2018 hospital star ratings. This article also reiterates the importance of outcomes measurement, clarifies how outcome measures are defined and prioritized, and recommends three essentials for successful outcomes measurement.
Bundled Payment Changes: Learn What’s New and How to SucceedHealth Catalyst
In January, CMS announced the Bundled Payment for Care Improvement Advanced “BPCI Advanced” program, initiating renewed interest in a total cost of care payment model for specific episodes of care. Regardless of your organization’s current decision to participate, it’s important to understand how bundled payment programs have the ability to significantly decrease your internal costs, broaden your revenue opportunities, and improve patient outcomes across specific populations. The Center for Medicare and Medicaid Innovation’s newest iteration of bundled payments provides another tightly-defined program that allows organizations to scale Population Health Management. Best practice suggests that tactical interventions to assess clinical variation, implement strategic care redesign programs, and to adjust care management-facilitated patient stratification models are important to be successful with bundled payments – so knowing how to implement them is crucial. One organization’s savings is another’s income and without making overhead allocation changes, bundled payments may reduce revenue that has been critically important to maintain hospital profitability. Join this webinar to learn:
* What is new with bundled payments.
* The ramifications bundles can have across organizations.
* Leveraging data and strategic analysis to identify opportunities for bundled payment success.
* Operationalizing successful care program tactics to be successful in bundled payment contracts.
Building Analytic Acumen with Less Classroom "Training" and More LearningHealth Catalyst
Many healthcare organizations understand the value of improved analytic acumen, but analytics and improvement literacy training can be arduous, time-consuming, and costly. Furthermore, learning science demonstrates that a one-size training approach is ineffective and fails to meet individual learners’ needs.
Sheila Luster-Avant, interim chief data and analytics officer, Froedtert and the Medical College of Wisconsin and Health Catalyst team members Tom Burton, co-founder, and Jill Terry, chief learning officer, share how health systems such as Froedtert and the Medical College of Wisconsin are leveraging the latest learning science to significantly improve the analytics and improvement literacy of leaders, analysts, and improvement teams for less time and money.
What You’ll Learn
- Why Froedtert and the Medical College of Wisconsin needed a new approach to improve their analytic acumen.
- How advances in neuroscience make learning more scalable in healthcare organizations.
- How providing direction and autonomy helps individuals succeed in learning and their roles.
- Best practices from Froedtert and the Medical College of Wisconsin’s experience that you can apply at your organization.
As the Age of Analytics emerges in healthcare, health system executives are increasingly challenged to define a data governance strategy that maximizes the value of data to the mission of their organizations.
Adding to that challenge, the competitive nature of the data warehouse and analytics market place has resulted in significant noise from vendors and consultants alike who promise to help health systems develop their data governance strategy. Having gone on his own turbulent data governance ride as a CIO in the US Air Force and healthcare, Dale Sanders, Senior Vice President at Health Catalyst will cut through the market noise to cover the following topics:
General concepts of data governance, regardless of industry
Unique aspects of data governance in healthcare
Data governance in a “Late Binding” data warehouse
The layers and roles in data governance
The four “Closed Loops” of healthcare analytics and data governance
These slides are the property of Chilmark Research and have been published with their permission.
-
Population Health Management (PHM) has been in the health IT lexicon for nearly a decade, yet the industry still lacks a clear definition of how provider organizations extract value from their PHM initiatives. Part of the problem is that PHM is often defined as a technology solution when it, in fact, is not. Rather, PHM is a technology-enabled strategy that includes a multitude of capabilities (e.g., interoperability, analytics, care management, engagement, etc.) and services. Secondly, an organization adopts a PHM strategy to support its value-based care (VBC) contracts, but VBC remains an elusive target that is highly dependent on local and regional conditions.
In this presentation, John Moore briefly walks through the evolution of the PHM market and its increasingly integral tie to VBC and future technology and market trajectories. Highlighted topics include EHR versus best-of-breed solutions, FHIR and open APIs, and the increasing role of IT-enabled services.
Learning Objectives:
- Reframing PHM: Defining PHM as a strategy, not a product.
- Core elements of a technology-enabled PHM strategy.
- Moving organizational economics from fee-for-service to VBC and the role of Medicare Advantage.
- The impact of new interoperability efforts and trends to enable effective PHM strategies.
Growing amounts of data can be overwhelming for healthcare entities to organize, manage, and distribute effectively, sometimes making data more of a burden than a benefit. However, if organizations adopt the right data mentality, they can gain insight into performance, track an intervention’s success, and improve outcomes. According to data experts, Bryan Hinton, our Chief Technology officer, and TJ Elbert, our SVP and General Manager of Data, organizations can apply five mindset changes to avoid data overload and achieve data-driven improvement:
1. Focus on data orchestration, not data computing.
2. Leverage real-time data, especially in a pandemic.
3. Prioritize data democratization over data control.
4. Use AI, if you’re not already.
5. Change current care models to fit the data.
How to Achieve the Competencies of Successful Value-based Contracting Delive...Health Catalyst
This webinar will review the evolution of the value-based contracting world, identifying key insights into impactable contract levers, and delineating systematic steps that lead to sustainable value-based contracting success. Health Catalyst team members Bobbi Brown, SVP, a healthcare finance executive with over 40 years’ experience, and Jonas Varnum, a population health and value-based care strategic consultant expert, will present on many of their battle-scarred experiences working with the financial, clinical, analytical, and operational components of value-based contracting delivery models including: 1) Shared qualities of successful value-based contracting delivery systems.
2) The intensifying need for robust data to drive success.
3) Refining and optimizing core competencies.
4) Increasing sustainability by impacting key contract levers.
Good surfers are the consummate analysts. They dynamically process streams of seemingly unrelated information bypassing lesser opportunities, then strategically selecting the perfect wave.
The ability to tease out genuine opportunities amidst a tumult of noise is a hallmark of great analysts. By viewing these slides you will learn:
- The human elements of a great analyst.
- How to re-frame the role of technology in analysis.
- Healthcare knowledge required to maximize the value of a healthcare analyst.
John Wadsworth's (Senior Vice President of Client Engagement, Health Catalyst) engaging presentation style leverages simple and fun analogies to galvanize key concepts for technical, clinical, and executive audiences alike. Join us as he brings principles from the world of surfing and applies them to healthcare analytics.
A 360° view of value-based healthcare: how to position your facility for successSourceMed
The shift from volume to value-based healthcare is underway and many outpatient providers are already participating. How are you preparing for this transition?
This presentation will explore the move to value-based care, and share ways for your facility to adapt what it is doing today to thrive under collaborative service delivery models, including: revenue cycle management, data analytics, patient engagement and system interoperability.
Introducing Healthfinch by Health Catalyst: Charlie for Refill Management: Im...Health Catalyst
Healthcare providers are overwhelmed with administrative EHR tasks that take precious time away from patient care and can lead to an unhealthy work-life balance. As a result, providers face burnout and declining productivity, impacting quality and delaying patient care.
That’s why Health Catalyst is excited to introduce its new partnership with Healthfinch. Healthfinch’s solution, Charlie for Refill Management, is the healthcare industry’s most trusted and used prescription renewal solution. Charlie for Refill Management safely and efficiently delegates renewal requests to non-provider staff, reducing the EHR administrative burden so that providers can focus on top-of-license work.
In this webinar, you’ll learn how Charlie for Refill Management provides EHR-embedded insights fueled by evidence-based protocols, allowing staff to quickly approve prescription renewal requests on behalf of providers and proactively close gaps in patient care. Specifically, learn how Charlie for Refill Management helps achieve the following:
- Saves time by eliminating time-consuming, manual chart review.
- Improves quality by implementing standardized, evidence-based protocols across an organization.
- Transforms workflows with a fully integrated solution that provides insights directly in EHR workflows.
- Identifies care gaps to provide a better, safer patient experience while also driving additional or missed revenue.
POV Healthcare Payer Medical Informatics and AnalyticsFrank Wang
Health Insurance / Payer Analytics
Medical Informatics
Fraud Detection
Care Management
Utilization Management
Business Performance Management
Clinical Outcome Measures
Webinar Deck: The Changing Face of IT Outsourcing in the Healthcare Payer Mar...Everest Group
On June 5, Everest Group will host a one-hour webinar that will answer the following questions: What are the beneath-the-surface changes taking place in the payer IT industry? What are the trends and opportunities arising out of these changes? Why should CIOs start thinking of these transformational changes now? How should service providers assess their services portfolios and sales strategies from this transformational change perspective?
The Next Revolution in Healthcare: Why the New MSSP Revisions Matter Now More...Health Catalyst
Now more than ever, we are entering a period of rapid change catalyzed by the power of data. On December 21, 2018, the Centers for Medicare and Medicaid Services (CMS) issued a final rule for the Medicare Shared Savings Program (MSSP), strengthening the financial incentives for ACOs to drive improved outcomes. The health systems that embrace data to achieve financial success will grow while the rest will struggle to compete. View this webinar for a discussion on how to prepare.
The US healthcare system didn’t develop overnight, rather, it is the culmination of a series of revolutions within wealthy parts of the world. In this webinar, we explore the high points of history that have led us to our current challenges. While care has steadily improved over time, the cost of that care has risen at a much more dramatic rate. CMS created the MSSP to help mitigate the growth of these costs while providing better care for individuals and populations. On a larger scale, the program serves to shift the healthcare industry towards fee-for-value.
Despite general frustration related to legislative involvement, history has proven that regulatory changes precede attitudinal changes and the MSSP (combined with accurate, timely data) may be just the piece of legislation to help make value-based care a reality. By viewing this webinar you will learn:
- How the US healthcare industry reached its current state.
- Why financial imperatives drive cultural change in our economic model.
- Ways that the MSSP can help your organization achieve financial success.
- Ideas for how to utilize data to develop better healthcare delivery systems.
Dr. Will Caldwell is a strong proponent of the use of data analytics to promote good health and save lives. His area of expertise rests in technology-enabled health care delivery models and value-based care platforms. We hope that you will view this webinar and learn from his 17-years of work as a data-informed clinician.
Part 2 - 20 Years in Healthcare Analytics & Data Warehousing: What did we lea...Health Catalyst
Lessons learned over 20 years. This time we focus on technology lessons learned from experience at Intermountain Healthcare, Northwestern Medicine and Cayman Islands Health Authority
Effective Healthcare Data Governance Strategy Propels Data TransformationHealth Catalyst
Data governance often has negative connotations, such as contention, complexity, or tedium. In addition, the challenges associated with effective data governance—including breaking down long-existing data silos, a lack of trust in the data, and executive buy-in—can further thwart progress. There are, however, better ways to perform healthcare data governance. Join this webinar with Phillip Rowell, Vice President of Clinical and Business Intelligence at Carle Health and Bryan Hinton, Chief Technology Officer at Health Catalyst, to learn how proven approaches and a shared vision for data governance allow health systems to maximize data, their greatest asset.
Participants will learn the following:
• The common pitfalls of data governance and how to address them.
• How to use the momentum from the data procurement stage to develop an effective data governance strategy.
• The positive results health systems can achieve from effective data governance.
Leveraging Predictive Models to Reduce ReadmissionsHealth Catalyst
Far too often analytics efforts have fallen short of making a tangible impact on outcomes because they haven’t been successfully implemented in real workflows. Predictive models remain at risk of becoming isolated in their use along the continuum of care where their integration may provide benefits larger than the sum of each silo.
To combat this, UnityPoint Health (UPH) focused on integrating analytical models within the same readmission reduction strategy and coaching the care team to facilitate their adoption. Using this approach, one of UPH hospital’s risk-adjusted readmission indexes improved 40 percent over three years, surpassing internal system targets in performance and becoming the top performer in the health system.
Learning Objectives:
- Describe applicable predictive models useful in reducing 30-day readmissions.
- Learn the elements of a successful readmissions reduction strategy in an integrated health system.
- Understand common obstacles faced in the adoption of analytical tools and how to overcome them.
View this webinar to gain knowledge of the analytics tools and methods UPH used, including innovative individualized risk heat-maps generated for each patient, strategies for analytics adoption, and lessons learned along the way.
How to Drive ROI from Your Healthcare Projects: Practical Tools, Templates, a...Health Catalyst
At a time when average hospital’s margins are stagnating, executives should be asking tough questions about the ROI of “indispensable” technologies. Will new technologies prove their worth or drive them further into the red? How do you measure and track ROI?
Clinicians need more education on financial metrics and finance people need to learn more about the clinical processes and outcomes. One of the historical problems with calculating ROI has been the fundamental culture divide between clinicians and finance.
This slide set gives some practical tools, templates (Excel), and how tos based on years of experience to quickly and effectively develop the ability to measure and communicate ROI on healthcare IT and improvement projects.
Why Accurate Financial Data is Critical for Successful Value TransformationHealth Catalyst
Approximately 50 percent of CMS payments are now tied to a value component. The CMS Innovation Center has allocated nearly $5.4 billion to implement 37 value-based payment models, with 55 percent of those funds marked for development and implementation of additional value-based models. The shift towards value and consumerism is pushing providers to adopt a novel financial mindset and strategy. The key component? Accurate financial data.
In this webinar Steve Vance, senior vice president and executive advisor at Health Catalyst, explores why accurate financial data, coupled with specific tools and strategies, is critical for successful transformation.
View this webinar for key insights into thriving in a value-based environment:
- Why it’s time to embrace new payment methodologies.
- What role financial and clinical data play in value- and risk-based contracts.
- Various organizational and operational strategies for successful financial transformation.
- How Health Catalyst solutions support an innovative data-driven financial process.
The Top Seven Healthcare Outcome Measures and Three Measurement EssentialsHealth Catalyst
Healthcare outcomes improvement can’t happen without effective outcomes measurement. Given the healthcare industry’s administrative and regulatory complexities, and the fact that health systems measure and report on hundreds of outcomes annually, this article adds much-needed clarity by reviewing the top seven outcome measures, including definitions, important nuances, and real-life examples. The top seven categories of outcome measures are:
Mortality
Readmissions
Safety of care
Effectiveness of care
Patient experience
Timeliness of care
Efficient use of medical imaging
CMS used these seven outcome measures to calculate overall hospital quality and arrive at its 2018 hospital star ratings. This article also reiterates the importance of outcomes measurement, clarifies how outcome measures are defined and prioritized, and recommends three essentials for successful outcomes measurement.
Bundled Payment Changes: Learn What’s New and How to SucceedHealth Catalyst
In January, CMS announced the Bundled Payment for Care Improvement Advanced “BPCI Advanced” program, initiating renewed interest in a total cost of care payment model for specific episodes of care. Regardless of your organization’s current decision to participate, it’s important to understand how bundled payment programs have the ability to significantly decrease your internal costs, broaden your revenue opportunities, and improve patient outcomes across specific populations. The Center for Medicare and Medicaid Innovation’s newest iteration of bundled payments provides another tightly-defined program that allows organizations to scale Population Health Management. Best practice suggests that tactical interventions to assess clinical variation, implement strategic care redesign programs, and to adjust care management-facilitated patient stratification models are important to be successful with bundled payments – so knowing how to implement them is crucial. One organization’s savings is another’s income and without making overhead allocation changes, bundled payments may reduce revenue that has been critically important to maintain hospital profitability. Join this webinar to learn:
* What is new with bundled payments.
* The ramifications bundles can have across organizations.
* Leveraging data and strategic analysis to identify opportunities for bundled payment success.
* Operationalizing successful care program tactics to be successful in bundled payment contracts.
Building Analytic Acumen with Less Classroom "Training" and More LearningHealth Catalyst
Many healthcare organizations understand the value of improved analytic acumen, but analytics and improvement literacy training can be arduous, time-consuming, and costly. Furthermore, learning science demonstrates that a one-size training approach is ineffective and fails to meet individual learners’ needs.
Sheila Luster-Avant, interim chief data and analytics officer, Froedtert and the Medical College of Wisconsin and Health Catalyst team members Tom Burton, co-founder, and Jill Terry, chief learning officer, share how health systems such as Froedtert and the Medical College of Wisconsin are leveraging the latest learning science to significantly improve the analytics and improvement literacy of leaders, analysts, and improvement teams for less time and money.
What You’ll Learn
- Why Froedtert and the Medical College of Wisconsin needed a new approach to improve their analytic acumen.
- How advances in neuroscience make learning more scalable in healthcare organizations.
- How providing direction and autonomy helps individuals succeed in learning and their roles.
- Best practices from Froedtert and the Medical College of Wisconsin’s experience that you can apply at your organization.
As the Age of Analytics emerges in healthcare, health system executives are increasingly challenged to define a data governance strategy that maximizes the value of data to the mission of their organizations.
Adding to that challenge, the competitive nature of the data warehouse and analytics market place has resulted in significant noise from vendors and consultants alike who promise to help health systems develop their data governance strategy. Having gone on his own turbulent data governance ride as a CIO in the US Air Force and healthcare, Dale Sanders, Senior Vice President at Health Catalyst will cut through the market noise to cover the following topics:
General concepts of data governance, regardless of industry
Unique aspects of data governance in healthcare
Data governance in a “Late Binding” data warehouse
The layers and roles in data governance
The four “Closed Loops” of healthcare analytics and data governance
These slides are the property of Chilmark Research and have been published with their permission.
-
Population Health Management (PHM) has been in the health IT lexicon for nearly a decade, yet the industry still lacks a clear definition of how provider organizations extract value from their PHM initiatives. Part of the problem is that PHM is often defined as a technology solution when it, in fact, is not. Rather, PHM is a technology-enabled strategy that includes a multitude of capabilities (e.g., interoperability, analytics, care management, engagement, etc.) and services. Secondly, an organization adopts a PHM strategy to support its value-based care (VBC) contracts, but VBC remains an elusive target that is highly dependent on local and regional conditions.
In this presentation, John Moore briefly walks through the evolution of the PHM market and its increasingly integral tie to VBC and future technology and market trajectories. Highlighted topics include EHR versus best-of-breed solutions, FHIR and open APIs, and the increasing role of IT-enabled services.
Learning Objectives:
- Reframing PHM: Defining PHM as a strategy, not a product.
- Core elements of a technology-enabled PHM strategy.
- Moving organizational economics from fee-for-service to VBC and the role of Medicare Advantage.
- The impact of new interoperability efforts and trends to enable effective PHM strategies.
Growing amounts of data can be overwhelming for healthcare entities to organize, manage, and distribute effectively, sometimes making data more of a burden than a benefit. However, if organizations adopt the right data mentality, they can gain insight into performance, track an intervention’s success, and improve outcomes. According to data experts, Bryan Hinton, our Chief Technology officer, and TJ Elbert, our SVP and General Manager of Data, organizations can apply five mindset changes to avoid data overload and achieve data-driven improvement:
1. Focus on data orchestration, not data computing.
2. Leverage real-time data, especially in a pandemic.
3. Prioritize data democratization over data control.
4. Use AI, if you’re not already.
5. Change current care models to fit the data.
How to Achieve the Competencies of Successful Value-based Contracting Delive...Health Catalyst
This webinar will review the evolution of the value-based contracting world, identifying key insights into impactable contract levers, and delineating systematic steps that lead to sustainable value-based contracting success. Health Catalyst team members Bobbi Brown, SVP, a healthcare finance executive with over 40 years’ experience, and Jonas Varnum, a population health and value-based care strategic consultant expert, will present on many of their battle-scarred experiences working with the financial, clinical, analytical, and operational components of value-based contracting delivery models including: 1) Shared qualities of successful value-based contracting delivery systems.
2) The intensifying need for robust data to drive success.
3) Refining and optimizing core competencies.
4) Increasing sustainability by impacting key contract levers.
Good surfers are the consummate analysts. They dynamically process streams of seemingly unrelated information bypassing lesser opportunities, then strategically selecting the perfect wave.
The ability to tease out genuine opportunities amidst a tumult of noise is a hallmark of great analysts. By viewing these slides you will learn:
- The human elements of a great analyst.
- How to re-frame the role of technology in analysis.
- Healthcare knowledge required to maximize the value of a healthcare analyst.
John Wadsworth's (Senior Vice President of Client Engagement, Health Catalyst) engaging presentation style leverages simple and fun analogies to galvanize key concepts for technical, clinical, and executive audiences alike. Join us as he brings principles from the world of surfing and applies them to healthcare analytics.
A 360° view of value-based healthcare: how to position your facility for successSourceMed
The shift from volume to value-based healthcare is underway and many outpatient providers are already participating. How are you preparing for this transition?
This presentation will explore the move to value-based care, and share ways for your facility to adapt what it is doing today to thrive under collaborative service delivery models, including: revenue cycle management, data analytics, patient engagement and system interoperability.
Introducing Healthfinch by Health Catalyst: Charlie for Refill Management: Im...Health Catalyst
Healthcare providers are overwhelmed with administrative EHR tasks that take precious time away from patient care and can lead to an unhealthy work-life balance. As a result, providers face burnout and declining productivity, impacting quality and delaying patient care.
That’s why Health Catalyst is excited to introduce its new partnership with Healthfinch. Healthfinch’s solution, Charlie for Refill Management, is the healthcare industry’s most trusted and used prescription renewal solution. Charlie for Refill Management safely and efficiently delegates renewal requests to non-provider staff, reducing the EHR administrative burden so that providers can focus on top-of-license work.
In this webinar, you’ll learn how Charlie for Refill Management provides EHR-embedded insights fueled by evidence-based protocols, allowing staff to quickly approve prescription renewal requests on behalf of providers and proactively close gaps in patient care. Specifically, learn how Charlie for Refill Management helps achieve the following:
- Saves time by eliminating time-consuming, manual chart review.
- Improves quality by implementing standardized, evidence-based protocols across an organization.
- Transforms workflows with a fully integrated solution that provides insights directly in EHR workflows.
- Identifies care gaps to provide a better, safer patient experience while also driving additional or missed revenue.
Case Study “Analytics Strategies to Improve Quality & Outcomes”
Trevor Strome, MSc, PMP
Analytics Lead
WRHA Emergency Program
Assistant Professor, Department of Emergency Medicine
University of Manitoba
iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.
Strategic Application of IT for Performance Improvement in hospital industry_...DrDevTaneja1
Hospital industry has been laggard in using IT tools to improve Performance Management.
The hospital industry must move beyond Transaction Reporting HMIS to Performance Improvement Tools like Visual Analysis Business Intelligence
Hospital industry must use IT spending as a Strategic Resource to optimize business outcomes & productivity
Microsoft: A Waking Giant In Healthcare Analytics and Big DataHealth Catalyst
In 2005, Northwestern Memorial Healthcare embarked upon a strategic Enterprise Data Warehousing (EDW) initiative with the Microsoft technology platform as the foundation. Dale Sanders was CIO at Northwestern and led the development of Northwestern’s Microsoft-based EDW. At that time, Microsoft as an EDW platform was not en vogue and there were many who doubted the success of the Northwestern project. While other organizations were spending millions of dollars and years developing EDW’s and analytics on other platforms, Northwestern achieved great and rapid value at a fraction of the cost of the more typical technology platforms. Now, there are more healthcare data warehouses built around Microsoft products than any other vendor. The risky bet on Microsoft in 2005 paid off.
Ten years ago, critics didn’t believe that Microsoft could scale in the second generation of relational data warehouses, but they did. More recently, many of these same pundits have criticized Microsoft for missing the technology wave du jour in cloud offerings, mobile technology, and big data. But, once again, Microsoft has been quietly reengineering its culture and products, and as a result, they now offer the best value and most visionary platform for cloud services, big data, and analytics in healthcare.
In this context, Dale will talk about:
His up and down journey with Microsoft as an Air Force and healthcare CIO, and why he is now more bullish on Microsoft like never before
A quick review of the Healthcare Analytics Adoption Model and Closed Loop Analytics in healthcare, and how Microsoft products relate to both
The rise of highly specialized, cloud-based analytic services and their value to healthcare organizations’ analytics strategies
Microsoft’s transformation from a closed-system, desktop PC company to an open-system consumer and business infrastructure company
The current transition period of enterprise data warehouses between the decline of relational databases and the rise of non-relational databases, and the new Microsoft products, notably Azure and the Analytic Platform System (APS), that bridge the transition of skills and technology while still integrating with core products like Office, Active Directory, and System Center
Microsoft’s strategy with its PowerX product line, and geospatial analysis and machine learning visualization tools
Microsoft: A Waking Giant in Healthcare Analytics and Big DataDale Sanders
Ten years ago, critics didn’t believe that Microsoft could scale in the second generation of relational data warehouses, but they did. More recently, many of these same pundits have criticized Microsoft for missing the technology wave du jour in cloud offerings, mobile technology, and big data. But, once again, Microsoft has been quietly reengineering its culture and products, and as a result, they now offer the best value and most visionary platform for cloud services, big data, and analytics in healthcare.
• Performance management overview and relevance to public health
• Turning Point Performance Management System Framework overview
• Turning Point Performance Management System Framework 2012 refresh
• Tools to help your organization assess performance management capacity
• Performance management resources
Empowering ACOs: Leveraging Quality Management Tools for MIPS and BeyondHealth Catalyst
Join us as we delve into the crucial realm of quality reporting for MSSP (Medicare Shared Savings Program) Accountable Care Organizations (ACOs).
In this session, we will explore how a robust quality management solution can empower your organization to meet regulatory requirements and improve processes for MIPS reporting and internal quality programs. Learn how our MeasureAble application enables compliance and fosters continuous improvement.
Unlock the Secrets to Optimizing Ambulatory Operations Efficiency and Change ...Health Catalyst
Today’s healthcare leaders are seeking technology solutions to optimize efficiencies and improve patient care. However, without effective change management and strategies in place, healthcare leaders struggle to strategically improve patient flow, space, to strategically improve patient flow, space, and schedule management, and implement daily huddles. The role of technology in supporting operational efficiency and change management initiatives is inevitable.
During this webinar, attendees will learn how to optimize Ambulatory Operational Efficiencies and Change Management. Attendees will also learn about the importance of visual management boards in enhancing clinic performance and insights into effective change management approaches.
Patient expectations are rising, and organizations are continuously being asked to do more with less.
Additionally, the convergence of several significant emerging market and policy trends, economic uncertainty, labor force shortages, and the end of the COVID-19 public health emergency has created a unique set of challenges for healthcare organizations.
Attend this timely webinar to learn about new trends and their impact on key healthcare issues, such as patient engagement, migration to value-based care, analytics adoption, the use of alternative care sites, and data governance and management challenges.
During this webinar, we will discuss the complexities of AI, trends, and platforms in the industry. Dive deep into understanding the true essence of AI, exploring its potential, real-world use cases, and common misconceptions. Gain valuable insights into the latest technology trends impacting healthcare and discover strategies for maximizing ROI in your technology investments.
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.
Finally, uncover the transformative potentials of platforms in healthcare and how they can revolutionize scalability, interoperability, and innovation within your organization. Don't miss this opportunity to gain invaluable insights from industry experts and stay ahead in the ever-evolving healthcare landscape. Reserve your spot now for an enlightening journey into the future of healthcare technology!
Three Keys to a Successful Margin: Charges, Costs, and LaborHealth Catalyst
How can cost management and complete charge capture protect and enhance the margin?
In this webinar, we will look at 2024 margin pressures likely to impact your organization’s financial resiliency. This presentation will also share how organizations can move from Fee-for-Service to Value; bringing Cost to the forefront.
2024 CPT® Updates (Professional Services Focused) - Part 3Health Catalyst
Each year the CPT code set undergoes significant changes. Physicians and their office staff need to be aware of the changes in order to ensure a smooth transition into 2024. Join us for a discussion of the new, deleted and revised CPT codes and associated guidelines for 2024. This presentation will focus on the changes to the CPT dataset and the associated work RVU value changes that impact professional service reporting.
During this complimentary webinar, we will empower you to correctly apply the new and revised codes and discuss the rationale behind this year’s changes. You will leave with an understanding of the financial implications of the changes on your practice.
2024 CPT® Code Updates (HIM Focused) - Part 2Health Catalyst
Each year the CPT code set and the HCPCS code set undergo significant changes, and your coding staff needs to be aware of the changes in order to ensure a smooth transition into 2024. Join us for a discussion of the new, deleted and revised CPT codes and associated guidelines for 2024. This is part two in a three-part series.
During these complimentary webinars, we will empower you to correctly apply the new and revised codes and discuss the rationale behind this year’s changes. This presentation will be geared towards hospital staff with a focus on the surgical section of the CPT book in addition to surgical Category III codes.
2024 CPT® Code Updates (CDM Focused) - Part 1Health Catalyst
Each year the CPT and the HCPCS code sets undergo significant changes, and your staff needs to be aware of the changes in order to ensure a smooth transition into 2024. Join us for a discussion of the new, deleted, and revised CPT codes and associated guidelines for 2024. This is part one in a three-part series, with a CDM focus.
During these complimentary webinars, we will empower you to correctly apply the new and revised codes and discuss the rationale behind this year’s changes. This presentation will be geared towards hospital staff with a focus on the non-surgical sections of the CPT book.
What’s Next for Hospital Price Transparency in 2024 and BeyondHealth Catalyst
The Centers for Medicare & Medicaid Services (CMS) published updates to the hospital price transparency requirements in the CY 2024 Outpatient Prospective Payment System (OPPS) Final Rule. The updates will be phased in over the next 14 months and include several significant changes including the use of a CMS-mandated template, a requirement for an affirmation statement from the hospital, and several new data elements. Join us to discover what changes are scheduled for implementation in 2024 and 2025 and how they’ll impact your facility.
During this complimentary 60-minute webinar, we’ll analyze the key provisions of the Price Transparency regulations and provide insights to help you prepare for the upcoming changes.
Automated Patient Reported Outcomes (PROs) for Hip & Knee ReplacementHealth Catalyst
What was once voluntary reporting will soon be made mandatory with penalties.
On July 1, 2024, all health systems will be required to collect Patient Reported Outcome Measures (PROM) as part of the Centers for Medicare & Medicaid Services (CMS) regulation for the following measures:
Hospital-Level, Risk Standardized Patient-Reported Outcomes Performance Measure (PRO-PM) Following Elective Primary Total Hip Arthroplasty (THA) and/or Total Knee Arthroplasty (TKA)
Hospital-Level Risk-Standardized Complication Rate (RSCR) Following Elective Primary THA/TKA
Are you equipped to handle these new requirements?
Mandatory data collection begins April 1, 2024, and failure to submit timely data can result in a 25 percent reduction in payments by Medicare.
Attend this webinar to learn how mobile engagement can empower your organization to meet this requirement.
2024 Medicare Physician Fee Schedule (MPFS) Final Rule UpdatesHealth Catalyst
According to the Centers for Medicare & Medicaid Services (CMS), the calendar year (CY) 2024 MPFS final rule was created to advance health equity and improve access to affordable healthcare. This webinar will cover the major policy updates of the MPFS final rule including updates to the telehealth services policy and remote monitoring services and enrollment of MFTs and MHCs as Medicare providers. The conversation will also cover policy changes on split (or shared) evaluation and management (E/M) visits, and the Appropriate Use Criteria (AUC) for Advanced Diagnostic Imaging.
What's Next for OPPS: A Look at the 2024 Final RuleHealth Catalyst
During this webinar, we’ll analyze the key provisions of the OPPS final rule and identify the significant changes for the coming year to help prepare your staff for compliance with the 2024 Medicare outpatient billing guidelines.
Insight into the 2024 ICD-10 PCS Updates - Part 2Health Catalyst
Prepare for mandatory ICD-10 PCS diagnosis code updates, which take effect on October 1, 2023. By attending this 60-minute educational session, medical coders and healthcare professionals will gain a comprehensive understanding of the changes to the 2024 ICD-10 procedure codes and their guidelines, enabling accurate and compliant coding for optimal billing and reimbursement.
Vitalware Insight Into the 2024 ICD10 CM Updates.pdfHealth Catalyst
Prepare for mandatory ICD-10 CM diagnosis code updates, which take effect on October 1, 2023. By attending this 60-minute educational session, medical coders and healthcare professionals will gain a comprehensive understanding of the changes to the 2024 ICD-10 diagnosis codes and their guidelines, along with major complication or comorbidity (MCC), complication or comorbidity (CC), and Medicare Severity Diagnosis Related Groups (MS-DRGs) classification changes. With this information, professionals can ensure accurate and compliant diagnosis coding for optimal billing and reimbursement.
Driving Value: Boosting Clinical Registry Value Using ARMUS SolutionsHealth Catalyst
Many hospitals today face a perfect storm of operational and financial challenges. With increasing competition from outpatient facilities and rising care costs negatively impacting budgets, now is the time to boost your clinical registry’s value. However, collecting and analyzing data can be time-consuming and costly without the right tools. During this webinar, we will share insights and best practices for increasing the value of registry participation and how it’s possible to reduce costs while improving outcomes using the ARMUS Product Suite.
Tech-Enabled Managed Services: Not Your Average OutsourcingHealth Catalyst
During this webinar you'll learn the following:
The importance of optimizing performance, reducing labor costs and sourcing talent given current market challenges.
Highlighting the need for a balanced approach to cost reduction.
How to reap the benefits of outsourcing (cost cutting, expertise, etc) while protecting yourself from the collateral damage that often comes with them.
This webinar will provide an in-depth review of the CPT/HCPCS code set changes that will be effective on July 1, 2023. The review will include additions and deletions to the CPT/HCPCS code set, revisions of code descriptors, payment changes, and rationale behind the changes.
How Managing Chronic Conditions Is Streamlined with Digital TechnologyHealth Catalyst
Chronic conditions across the United States are prevalent and continue to rise. Managing one or more chronic diseases can be very challenging for patients who may be overwhelmed or confused about their care plan and may not have access to the resources they need. At the same time, care teams are overburdened, making it difficult to provide the support these patients require to stay as healthy as possible. A new approach to chronic condition management leverages technology to enable organizations to scale high-quality care, identify gaps in care, provide personalized support, and monitor patients on an ongoing basis. Such streamlined management will result in better outcomes, reduced costs, and more satisfied patients.
COVID-19: After the Public Health Emergency EndsHealth Catalyst
In this fast-paced webinar, we will discuss the impact of the end of the public health emergency (PHE), including upcoming changes to the different flexibilities allowed during the PHE and the timeline for when these flexibilities will end. We’ll also cover coding changes and reimbursement updates.
Automated Medication Compliance Tools for the Provider and PatientHealth Catalyst
When it comes to sustaining patient health outcomes, compliance and adherence to medication regimens are critically important, especially as providers manage patients with complex care needs and multiple medications. But, with provider burnout and staffing shortages at an all-time high, an efficient solution is critical. The use of automated medication management workflows to decrease provider burnout, while improving both medication compliance and patient engagement, is the way forward.
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
Health Education on prevention of hypertensionRadhika kulvi
Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
Deep Leg Vein Thrombosis (DVT): Meaning, Causes, Symptoms, Treatment, and Mor...The Lifesciences Magazine
Deep Leg Vein Thrombosis occurs when a blood clot forms in one or more of the deep veins in the legs. These clots can impede blood flow, leading to severe complications.
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
Antibiotic Stewardship by Anushri Srivastava.pptxAnushriSrivastav
Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
ICH Guidelines for Pharmacovigilance.pdfNEHA GUPTA
The "ICH Guidelines for Pharmacovigilance" PDF provides a comprehensive overview of the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) guidelines related to pharmacovigilance. These guidelines aim to ensure that drugs are safe and effective for patients by monitoring and assessing adverse effects, ensuring proper reporting systems, and improving risk management practices. The document is essential for professionals in the pharmaceutical industry, regulatory authorities, and healthcare providers, offering detailed procedures and standards for pharmacovigilance activities to enhance drug safety and protect public health.
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
5. • Lack of data skills, knowledge
and attitudes
• Wrong mix of resources (e.g.
too many report writers not
enough analytic engineers)
• Lack of interoperability
• Lack of contextual training
causes incorrect interpretation
/ conclusions
• Fear of loss of privacy
prevents appropriate
utilization for improvement
• Culture of data fiefdoms –
that’s “our” data
• Data capture is incomplete,
delayed, or inaccurate
• Consolidating to a single
EMR can take too much time
and money
• Integrating data into fixed
models from different sources
is error prone
Data Driven Culture
• Data is not driving better
decision making
• Data infrastructure is seen
as an expense not an asset
The Data Life Cycle
5
7. Elevate the status of data
as a strategic asset of
your organization
What would make your
data a distinguishing asset
of your clinical and
business objectives?
Build your data
governance org
structure
Who are the best
individuals and how
should you organize to
realize the vision?
Identify, prioritize and
execute on data
governance improvements
in the data lifecycle
How do you ensure all are
equipped with data for better
decision making – from the
bedside to the boardroom?
How do you ensure
your data investments
are built to last?
Sustain and extend
the initial gains
Elevate Establish Execute Extend
Data Governance Framework: The 4 E’s
7
8. Overview – 10 min
• Core Data Governance
Principles – 25 min
• Advanced Data Governance
Principles – 25 min
• Conclusion – 5 min
Agenda
13. Deliver Insight
Principle:
Identify opportunities and insights across
the spectrums of value and effort
(typically performed by an analytics
engineer or outcomes analyst)
Data-driven opportunity:
Identify variation with
key process analysis for
deep improvements
Pain-point opportunity:
Identify data hunger
pain points where self-
service may be helpful
13
14. Organic Improvement
Let innovation happen - Light Effort
Fast track Improvement
Medium Effort
Comprehensive outcomes
High Effort
Value Across the spectrum of improvement effort, the value may be light, medium, or high value.
Enablers Highly trained and engaged team members and a robust analytics infrastructure (both platform & applications)
Volume
1,000s of day-to-day better data driven
decisions
100s of quick win improvements using data
10s of deep changes, eliminating unwarranted
clinical, operational and/or financial variation
Examples
• 2 hour ad-hoc analysis by senior analyst
reveals insight that expanding clinic hours,
versus building an observation wing, will save
$3Min capital expense.
• Automated dashboard saves 4 hours of
manual data collection/reporting per week.
• Data helps clinicians identify high maternal
hypertension rates; insights + interventions
results in 15% improvement in hypertension
rates.
• Dashboard helps identify missing
documentation on high dollar accounts,
improving AR days by 10%.
• Deep process redesign, leveraging
predictive models, reduces sepsis mortality
rate by 15%, saves 125 lives per year, and
reduces costs by $1.6 M.
• Redesigning care management workflow
using mobile technology increases care plan
effectiveness by 28% and saves $3.4 M.
Sample Results
Measures
Technology utilization, number of lives impacted/saved, intervention rates, number/percent improvement, additional revenue, cost savings, cost
avoidance…
Sample
Communications
Vignettes, improvement snapshots, case study briefs, case studies, webinars, publications…
Unleashing Data to Achieve Massive Improvements
1414
15. Financial Value
Clinical Value
Experience Value
X
Effort
High
Light High
Value Improvement Type
Self-service
dashboards
Key process analysis
– variation analysis
The Improvement Spectrum Matrix – Value
and Effort
15
17. • Access to content enabled
through a security model
endorsed by senior
leadership
• Provisioning process well
defined and
operationalized
Broadly Accessible
Data
• Analytic tool capabilities
support what end users
are trying to do
• Analytic community has
the ability to share and
distribute content
Analytic Toolset
Alignment
• Teams are provided
education on the core
capabilities to support
their use of the data
• Support function available
to answer and direct
questions
Training & Support
• Continuants understand
what is available, what is
changing, and what is
coming
• Value being delivered by
the platform is
consistently and broadly
being messaged
Communication
• Individual or group is on point to grow analytics capabilities
• Ensure evolving roadmap aligns with business/clinical priorities
Analytics Leadership
The Prerequisites of Organic
Improvement
Self-service
dashboards
17
25. Run a Large Process with Significant Variation
through some Data Life Cycle Questions
Do we have all the data we need
to ideally manage this process?
Is some data missing or
inaccurate?
Have we integrated clinical,
financial and experience data
together?
Do those making decisions have
access to ALL the data that could
promote the best decisions?
What insights could be
presented at the right time in
the workflow to encourage
better decision making?
Do we measure how well we act?
What % of the time are achievable
benefits not achieved?
25
Return to Core Principles
33. Integrate Data Gartner: Health Data
Convergence Hub
“Definition: The health data convergence hub is the orchestration platform
that brings together data from across the consumer/citizen/patient health
and wellness continuum and prepares the data for delivery to downstream
consumption platforms, applications, analytics and "things." It automates
the ingestion of data — both structured and unstructured — from all
identified and permissioned sources; provides tracking and traceability; and
manages identity, compliance and security. It may process algorithms and
deliver the output to the correct modality.”
- Laura Craft, Vi Shaffer, “Gartner: Hype Cycle for Healthcare Providers, 2017”
33
52. Governance Framework
Advanced Principle:
Increase strategic coordination by appointing
a Chief Analytics Officer (CAO) who is tightly
connected to improvement governance to
lead data governance
52
55. 1 2 3 4 5 6 7
Analyze the
Opportunity
and Define the
Problem
Scope the
Opportunity
and Set Goals
Explore Root
Causes and
Set Process
Aims
Design
Interventions
and Plan Initial
Implementation
Implement
Interventions
and Measure
Results
Monitor,
Adjust, and
Continually
Learn
Diffuse and
Sustain
Is it an adoption
problem?
Are data valid?
Do we need to
adjust
our interventions?Do we need
to reevaluate
root cause?
Start with a directive from executive leadership based on high-level opportunity analysis and readiness assessment
55
The Seven Essential Elements of Improvement
75. Defines
Find, develop, and retain the
right people and get them in the
needed right seat so they and
the organization can be
successful
Needed Competencies (KSCs)
• Knowledge
• Skills
• Character
Performance Metrics
Talent (The best of the best)
Systematic Process
(Continuous Improvement Flywheel)
Learning Flywheel (Mentor Based)
Informs
7
LEARNING
EXPERIENCES
AND RESOURCES
LEARNING
ASSESSMENTS
COMPETENCIES
(KSCs)
75
79. Diffusion of Innovation
Change Agents Are Typically Early Adopter SMEs
innovators
early
adopters
early
majority
laggards
(never adopters)
* Adapted from Rogers, E. Diffusion of Innovations. New York, NY: 1995.
late
majority
Innovators. Recruit
innovators to re-design
care delivery
processes
TheChasm
N = number of individuals in group
N
N = number needed to influence group
(but they must be the right individuals)
Early adopters. Recruit early adopters to
chair improvement and to lead
implementation at each site.
(key individuals who can rally support)
79
84. Readiness Assessment
• Quickly asses readiness with on-line surveys. (e.g. use something like survey monkey or Health
Catalyst provides a free on-line Outcomes Improvement Readiness Assessment at
https://oira.healthcatalyst.com
• As you focus in on specific initiatives spend the time to interview key stakeholders of the most
important improvement initiatives and assess capability, capacity and willingness.
84
85. Example Stakeholder Analysis
STAKEHOLDER IMPACT IMPORTANCE MATRIX AREA
(see Stakeholder Matrix)
Current HEAT
Projected
HEAT
Projected HEAT
Name of functional
role/group affected by the
change
Degree of impact
on this stakeholder
Level of
stakeholder's
influence on the
success of the
change
Where do they land
on the stakeholder
matrix?
Today
After CEO Email
goes out
After the details
of the role changes
are shared
SVPs (SEL) significant medium a. KEY PLAYER productive zone productive zone productive zone
SVPs (IL) significant high a. KEY PLAYER overwhelmed overwhelmed overwhelmed
EL significant medium a. KEY PLAYER underwhelmed productive zone productive zone
STDs significant high a. KEY PLAYER underwhelmed overwhelmed overwhelmed
TDs significant high a. KEY PLAYER underwhelmed productive zone productive zone
SDAs / DAs
(Tech Ops Pool)
significant high a. KEY PLAYER underwhelmed underwhelmed overwhelmed
Domain Experts (IL) significant high a. KEY PLAYER underwhelmed overwhelmed overwhelmed
Analytic Dirs (IL) significant a. KEY PLAYER underwhelmed overwhelmed overwhelmed
SDAs / DAs (IL) significant high a. KEY PLAYER underwhelmed underwhelmed overwhelmed
Analysts (Prod Dev) significant a. KEY PLAYER underwhelmed underwhelmed overwhelmed
Leadership Team moderate high a. KEY PLAYER overwhelmed overwhelmed overwhelmed
HR minor or none medium c. keep informed productive zone productive zone productive zone
Finance - FPA moderate medium a. KEY PLAYER underwhelmed productive zone productive zone
Accounting moderate Low c. keep informed underwhelmed productive zone productive zone
Marketing minor or none Low c. keep informed underwhelmed productive zone productive zone
Customers moderate Low d. Keep satisfied productive zone underwhelmed productive zone
Identify Champions
to represent large
groups.
Keep Satisfied
Meet Their Needs
Key Player
Manage Closely
Monitor
Minimum Effort
Keep Informed
Show Consideration
Low High
High
Low
Interest of Stakeholders
Power/Influence
ofStakeholders
85
87. Women & Newborn Guidance Team - Prioritization
Structure Typically Needed for Deep Effort Improvements
• Meet quarterly to prioritize allocation of
technical staff
• Approves improvement AIMs
• Reviews progress and removes road
blocks
OB NewbornGYN
Women & Newborn Guidance Leadership Dyad:
1) MD Clinical Program Director 2) Administrative Director
Domain Leadership Dyads:
1) MD Lead & 2) RN Lead
SME
Data Steward
Analytics
Engineer
Analytics Team covers
entire guidance team
Financial
Analyst
Small Teams - Innovation • Integrates Data from all relevant sources
• Meet weekly in iteration planning meeting to identify improvement opportunity and insights
• Build DRAFT processes, metrics, interventions & presents DRAFT work to Broader Teams
• Grants access of analytic assets to broader team
Domain Leadership Dyad
+ Analytics Team
OB Workgroup
Broad Teams – Adoption
• Broad RN and MD representation across system
• Meet monthly to review, adjust and approve DRAFTs
• Act as change agents to lead rollout of new process and measurement
Guidance Leadership Dyad
+ Domain Leadership Dyad
+ Analytics Team
+ Clinical representation from across system
*All resources serve in these improvement roles part time ranging from
5% (MDs) to 50% (Analytics Engineer) of their time87
Return to Advanced Principles
98. Funding Improvement Work:
Balancing Value Mix Helps Fund
Clinical & Experience Improvements
As your governance team
prioritizes improvement initiative
make sure that the projected
hard $ cost savings can fund
the improvement efforts required
across all value types
IDEAL: Even spread across the Improvement Spectrum Matrix
98
99. Note: For green arrows,
savings from waste
elimination accrue to
the care delivery
organization; for red
arrows, savings go to
payer organizations.
Case-rate utilization
(# cases per population)
Within-case utilization
(# and type of units per case)
Efficiency
(cost per unit of care)
FFS
Per
case
Provider
at risk
WASTE REMOVAL
LEVEL
PAYMENT METHOD
1.
2.
3.
% of all
waste
45%
50%
5%
*James Brent C and Poulsen Gregory P. The case for capitation: It’s the only way to cut waste
while improving quality. Harv Bus Rev 2016; 94(7-8):102-11, 134 (Jul-Aug).
Experts Estimate $1 Trillion of Waste in Healthcare*
Financial incentive alignment under different
payment mechanisms
99
100. Case-rate utilization
(# cases per population)
Within-case utilization
(# and type of units per case)
Efficiency
(cost per unit of care)
1.
2.
3.
% of all waste
45%
50%
5%
Waste class
a) Inappropriate cases (risk outweighs benefit)
(e.g., many cath lab procedures; CTPA)
b) Preference-sensitive cases
(when given a fair choice, many patients opt out)
(e.g., elective hips, knees; end-of-life care)
c) Avoidable cases(hot spotting; move upstream)
(e.g., team-based care)
Waste subclasses
a) Supply chain
b) Administrative & Technical inefficiencies
(e.g., regulatory reporting burden; redundant manual reporting;
current EMR function; billing/rev cycle thrash; long patient wait times)
a) Clinical variation
(e.g., QUE studies; surgical equipment)
b) Avoidable patient injuries
(e.g., serious safety event systems; CLABSI)
Examples of Removing Waste
100
101. 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
101
102. = 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
Financial Alignment AND Best Practice
Operational Workflow
Diagnostic Variation
Standing Orders
Substance Selection
Triage Criteria
Patient Safety
Treatment and Monitoring
Algorithms
Indications for Referral
Indications for Intervention
Administrative Workflow
Case-rate
utilization
(# cases per population)
Within-case
utilization
(# and type of units per
case)
Efficiency
(cost per unit of care)
FFS Per case Provider at risk
102
107. ExtendExecuteEstablishElevate
Data Governance Framework: The 4 Es
evate
Elevate the status of data
as a strategic asset of
your organization
What would make your
data a distinguishing asset
of your clinical and
business objectives?
Build your data
governance org
structure
Who are the best
individuals and how
should you organize to
realize the vision?
Identify, prioritize and
execute on data
governance improvements
in the data lifecycle
How do you ensure all are
equipped with data for better
decision making – from the
bedside to the boardroom?
How do you ensure
your data investments
are built to last?
Sustain and extend
the initial gains
107
108. Essential Elements for Improving a Process
Each key
process has an
embedded data
lifecycle
108
111. Governance Framework
Advanced Principle:
Increase strategic coordination by appointing a
Chief Analytics Officer (CAO) who is tightly
connected to improvement governance to lead
data governance
Advanced Principle:
Assess and prioritize data governance initiatives
by the three common challenges: Data Literacy,
Data Quality and Data Utilization
111
112. Capture
Advanced Principle:
Improve Data Quality (timely,
accurate, complete) at the
source
Advanced Principle:
Identify meaningful data to
capture beyond the EMR, which
will improve decision making
Advanced Principle:
Capture the data needed to
manage and improve processes
in the most efficient way possible
112
114. Grant Access
Principle:
Trust AND verify – grant broad access but audit
Advanced Principle:
Establish streamlined Data Access processes
114
115. Deliver Insight
Principle:
Identify opportunities
and insights across
the spectrums of
value and effort
Advanced
Principle:
Promote better
decisions with the 5
rights of data
delivery
Advanced
Principle:
Deliberately hire
and train for Data
Literacy
Advanced
Principle:
Adopt a hub-and-
spoke structural
strategy
115
116. Action
Principle:
Use improvement governance to encourage a
data-driven culture
Advanced Principle:
Measure cost, quality, and experience outcomes
in conjunction with measuring data utilization
116
Tom’s Notes
“The Data Maze Game is designed to teach you how to use data as a strategic asset in outcomes improvement work. This is a collaborative game, where teams work together as a table to uncover the most improvement opportunities.”