5/12/2014. ANALYTICS GOVERNANCE May 16, What is Enterprise Analytics? Dr. Tamira Harris, PhD, MBA, MSN, CPHQ, CCM

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1 ANALYTICS GOVERNANCE May 16, 2014 Dr. Tamira Harris, PhD, MBA, MSN, CPHQ, CCM What is Enterprise? The core of enterprise analytics is to create a technological and management infrastructure to get an enterprise-wide, accurate understanding of performance and develop a single source of truth. Enterprise analytics is a matter of survival. 1

2 When bad data occurs, who pays the costs? The I.T. department is usually not the first department to hear about clinical initiatives around diabetes or other quality efforts needs to be focused on clinical initiatives combined with business It's the business that pays the price of bad data, so the emphasis should be on getting analytics as close to the business as possible While any analytics effort needs database experts to work closely with them, this isn't an I.T. project Enterprise The move to enterprise analytics could more accurately be described as a doubling down on information management and data governance. Most providers are still doing retrospective analysis Can t move into a predictive model for simulations and forecasting Core of risk analysis Enables organizations to understand knowledge management life cycles and how analytics is a corporate asset How do we proceed? Start with a master data management strategy, built on a revised enterprise data warehousing plan. During the shift to enterprise analytics Governance is taking what has long been viewed as an information technology function out of I.T. 2

3 and Information Governance What is it? Cultural behavior of responsible information management Formal framework to establish accountability/stewardship of an organization s information assets Like plant, property and equipment data/information/analytics is a business asset. Provides the strategic vision and an accountability framework that spans the information life cycle, and includes the processes, roles and resources required to support it Brings together business operations, clinical and IT shareholders in order to bridge the understanding of current information systems and business needs Opportunity to align analytics/information currently managed in silos Potential to streamline and improve existing reporting processes Information governance is the specification of decision rights and an accountability framework to encourage desirable behavior in the valuation, creation, storage, use, archival and deletion of information. It includes the processes, roles, standards and metrics that ensure the effective and efficient use of information in enabling an organization to achieve its goals. Data Source: Gartner, Inc. 8 /Information Governance Why is it necessary? Continue to foster and promote a supportive organizational culture Establish and maintain streamlined data feed and report request processes Create and govern documentation and standards Prioritize major data/report requests 3

4 /Information Governance Why Now? Healthcare environment has shifted Regulatory data collection and submission Need to manage the data and analytics and accountability for the data is CRITICAL. now requires A multi-disciplinary approach Lots of data, lots of metrics, lots of regulations Linking clinical and financial data Moving from data silos to a single source of truth Establishing ownership of data and accountability for reported Governance drives the roadmap for /Information Governance Who owns it? /information technology is an organizational resource, not a departmental resource Executive Sponsor(s) and governing committees helps to communicate and maintain this message throughout the organization Governance provides multi-disciplinary ownership over the tools and processes Elements of /Information Governance Define standards for data sources and data definitions Establish ownership of data quality management function Streamline/automate data collection and reporting efforts Optimize use of existing information technology for ROI /information technology is an organizational resource, not a departmental resource Executive Sponsor(s) and governing committees helps to communicate and maintain this message throughout the organization Governance provides multi-disciplinary ownership over the tools and processes 4

5 No company will fail due to a lack of information governance, but much of what the business wants to achieve won't work as well without it. Data Source: Information Builders. Building a Business Case for Data Governance. White Paper New York, NY. Gartner, Inc. Companies that compete on analytics devote extraordinary attention to data management processes and governance. Data Source: Harvard Business Review Competing on, 2007; Davenport and Harris What has been YOUR experience? What have been the barriers? 14 /Information Governance Common Barriers Lack of executive level sponsorship and involvement Organizational politics Lack of adequate organizational structure to support Inadequate staffing Ill-defined reporting relationships Lack of access to information Multiple silo-ed databases for reporting Lack of clarity about the roles and responsibilities Highly skilled analysts are writing reports instead of analyzing data 5

6 Organizational strategies and goals are specific and well documented Actionable metrics have been established for each major area Volume/Market penetration Finance Process Quality Patient Care Outcomes Target values have been identified for each metric Use to drive improvement High Performing Organization Characteristics High Performing Organizations have organizational structures in place Leadership Executive Sponsorship Structures and Staffing Effective Management LEADERSHIP ALIGNMENT IS CRITICAL Culture Based on Davenport * Data the organization considers data to be a strategic resource; it is actively managed and the quality of data is maintained through an active process. Data are integrated across the enterprise. Enterprise analytics is function which is owned by the enterprise rather than being owned by a department or division; analytics are actively used for decision-making. Leadership leaders in the organization set strategies which drive analytics; managers are held to specified metrics which derive from strategy. Targets the organization is driven toward performance goals that are set through strategy; external benchmarks help provide direction and context for performance improvement. Analysts analysts are identified as an organizational resource and function in a coordinated way throughout the organization. * Davenport, Thomas H, Harris, Jeanne G, Morison, Robert at Work: Smarter decisions, better results. Harvard Business School publishing, ISBN:

7 Key Cultural Questions 1. Who/What is the executive sponsor for analytics? Advocates for analytics, assures adequate resources, models analytic decisionmaking across the enterprise 2. Who/What makes strategic decisions regarding analytics e.g. what are key targets, priorities for data development? Establishes targets Establishes enterprise priorities 3. What are the key targets for analytics drives data development? Patient care processes Patient care outcomes Financial performance 19 Key Cultural Questions 4. Are metrics clearly defined and understood? Standard data sources and definitions defined by the organization? Eliminate redundant or conflicting measures 5. How are analysts organized; to whom/what do they report? Are they silo-ed within different departments? Is there adequate cross-departmental dialog to coordinate 20 Governance Structure Establish an Oversight Model that best fits your organization 7

8 General Recommendations One size does not fit all Model chosen should be appropriate for the organization Leverage existing strengths/address significant gaps Governance is on-going and an iterative process Evaluate structure periodically Adapt to meet evolving needs of the organization Review committee members as business needs change 22 Governance Model Strategic Oversight Executive Committee Executive Sponsor(s) Strategic Oversight Operational Management Oversight Committee Tactical Oversight Departmental Staff Enterprise Director Tactical Execution Application Financial Clinical User Support Programmer Technical 23 Strategic Oversight Executive committee involvement Establish & COMMUNICATE Strategy Sponsorship/Chair Tactical oversight is one piece of this committee s focus Enable, Empower & Energize analytics discipline 24 8

9 Governance Model Tactical Oversight Executive Committee Executive Sponsor(s) Strategic Oversight Operational Management Oversight Committee Tactical Oversight Departmental Staff Enterprise Director Tactical Execution Application Financial Clinical User Support Programmer Technical 25 Tactical Oversight Scope 26 Subcommittee of existing Executive Steering Committee Sponsor/Stakeholder-driven Appropriate representation from across the organization Multi-disciplinary: Comprised of departments that use and/or generate data IT Finance Business Operations (Managed Care, Govt. Reimbursement, Supply Chain, Ancillary) Clinical/Quality Oversees all organization-wide reporting & analytics initiatives Governs decision-making on behalf of the entire organization Empowered decision making happens here is one piece of the committee s focus Tactical Oversight Activities Realize the organization s strategic vision for analytics Drive accountability toward performance targets Prioritize analytics initiatives Standardize data sources and data definitions Establish accountability for data quality management Resolve organizational conflicts Address resource & staffing needs Develop analytics skill set Ensure return on investment is realized from activities Should meet regularly (e.g.): Bi-weekly or monthly during implementation Monthly or quarterly post go-live 27 9

10 Governance Model Tactical Execution Executive Committee Executive Sponsor(s) Strategic Oversight Operational Management Oversight Committee Tactical Oversight Departmental Staff Enterprise Director Tactical Execution Application Financial Clinical User Support Programmer Technical 28 Tactical Execution A Core project team comprised of departmental staff whose primary focus is to carry out the daily performance analytics activities including: Content design and development Support for operationalizing data flows Data validation User support Application maintenance Ideally the Core Team members sole or primary priority should be Core Team member responsibilities are ongoing Do not end with implementation completion 29 Assess Your Structure What governing structures or committees are already developed and active? What is their objective or focus? What are their roles and responsibilities? How does the information you manage support your strategic goals? How are your analysts aligned for the success of your strategic goals? How do you manage or standardize metric definitions? How do you drive accountability for analytics? 30 10

11 Next Steps Determine a governance model Establish membership for each level Develop roles and responsibilities for each level Plan for and convene initial meeting Engage Questions and Feedback? Dr. Tamira Harris Business Advisor tharris678@aol.com Tamira.Harris@McKesson.com 11