ADVANCING CLINICAL & BUSINESS INTELLIGENCE AND THE USE OF ANALYTICS IN HEALTHCARE

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1 ADVANCING CLINICAL & BUSINESS INTELLIGENCE AND THE USE OF ANALYTICS IN HEALTHCARE James E. Gaston, FHIMSS Sr. Dir. of Clinical & Business Intelligence HIMSS and HIMSS Analytics Big Data & Healthcare Analytics Forum Washington, D.C. MAY 2013

2 AGENDA HIMSS Overview C&BI + Analytics Research Orienteering What the Research Shows Practical Applications You are Not Alone

3 HIMSS OVERVIEW

4 OVERVIEW OF HIMSS WORLDWIDE

5 HIMSS Vision Advancing the best use of information and management systems for the betterment of healthcare. HIMSS Mission Lead healthcare transformation through the effective use of health information technology.

6

7 C&BI + ANALYTICS RESEARCH

8 C&BI RESEARCH

9 Contributing Healthcare Organizations

10 ORIENTEERING

11 ORIENTEERING Business Intelligence (BI) mainly refers to computer-based techniques used in identifying, extracting, and analyzing business data, such as sales revenue by products and/or departments, or by associated costs and incomes. Business Intelligence supports business decision-making.

12 ORIENTEERING Clinical Intelligence (CI) mainly refers to computer-based techniques used in identifying, extracting, and analyzing healthcare data, such as lab results, medical histories, or medical records, to support a healthcare related decision. Clinical Intelligence supports healthcare decisionmaking.

13 ORIENTEERING C&BI as defined by leading healthcare organizations Mining clinical data with an eye towards patient care Access to key information to make care or business decisions that result in the best outcome for the patients and the business To use currently available and create new data sources to drive all aspects of running an organization Supporting clinical excellence Maximizing the quality of care and minimizing the cost

14 ORIENTEERING Analytics is the extensive use of data, statistical and quantitative analysis, explanatory and predictive models, and fact based management to drive decisions and actions. Tom Davenport IIA Director of Research Author of Competing on Analytics Competing on Analytics: The New Science of Winning, Thomas H. Davenport and Jeanne G. Harris, Harvard Business School Press, 2007

15 WHY C&BI + ANALYTICS? So healthcare organizations can unlock the intrinsic power of data and analytics to transform how technology enables the pursuit to improve all aspects of patient care.

16 WHAT THE RESEARCH SHOWS

17 SPOILER Can t buy success Benefit proportional to effort Analytical and C&BI capabilities are matured over time

18 WHAT THE RESEARCH SHOWS C&BI and Analytics aligned with the mission/vision Engage senior level leadership for support C&BI and Analytics are active and engaging activities, not a technology or application solution Physicians should have a leadership stake Work for the common good» Common language and definitions» Enterprise Data Warehouse» Governance Listen to your customers

19 DATA MINING CONTRASTED WITH REAL MINING What does your organizations data warehouse look like?

20 DATA MINING CONTRASTED WITH REAL MINING What type of analytical tools and analysts does your organizations have?

21 DATA MINING CONTRASTED WITH REAL MINING What type of analytical tools and analysts does your organizations have?

22 DATA MINING CONTRASTED WITH REAL MINING What type of analytical tools and analysts does your organizations have?

23 DATA MINING CONTRASTED WITH REAL MINING What type of analytical tools and analysts does your organizations have?

24 PRACTICAL APPLICATIONS EXAMPLES - CLINICAL INTELLIGENCE - BUSINESS INTELLIGENCE - ANALYTICS

25 CLINICAL INTELLIGENCE PRACTICAL APPLICATION BIDMC John D. Halamka, MD, MS Chief Information Officer of Beth Israel Deaconess Med. Center Chief Information Officer at Harvard Medical School Chairman of the New England Healthcare Exchange Network Co-Chair of the HIT Standards Committee Harvard Medical School full professor Practicing Emergency Physician Ten-year-old John Halamka winning the Science Fair in 4th grade with his home-built Van De Graff generator in Healthcare CIOs should implement applications which filter data so that it becomes information, transform information into knowledge, and ultimately provide clinicians with wisdom based on that knowledge at the exact time they need it.

26 PRACTICAL APPLICATION - BIDMC

27 BUSINESS INTELLIGENCE PRACTICAL APPLICATION BANNER HEALTH NETWORK Payment Model + Delivery Model Alignment Transitioning to a Value based methodology for physician reimbursement Physicians spend more time with patients New payment codes incentivize physicians Holistic approach to care, including behavioral & social health Practical Application Find patients that have not recently had a visit and arrange it Ensure proper post acute care follow-up Generate care plans, engage care managers ActiveHealth technology provides registry, risk assessment

28 PRACTICAL APPLICATION ATRIUS HEALTH We also adopted a relatively unique concept in that we wanted to take care of all of our patients exactly the same, no matter what their funding mechanisms were. Dr. Gene Lindsey, CEO of Atrius Health The ACO Shared Savings application process - FierceHealthcare, 2/24/2012

29 ANALYTICS PRACTICAL APPLICATION ATRIUS HEALTH Multi-pronged Care Strategy Core Strategy Components Hospital strategy Post-acute stay facility strategy Home care strategy Geriatric care model design Practical Application Identify practice & care pattern trends from claims history Define patient care expectations with Preferred Partners Monitor, benchmark and manage using CI & BI reporting

30 BUSINESS INTELLIGENCE PRACTICAL APPLICATION NORTHEAST GEORGIA HEALTH SYSTEM Hospital efficiency Core Strategy Components Improve ED contract performance (Physician incentives) Improve Health System performance Appreciate the customer/patient Practical Application Create awareness of workload and response times Track detailed performance statistics as part of processes Monitor, benchmark, and manage using BI reporting

31 BUSINESS INTELLIGENCE PRACTICAL APPLICATION EMERGENCY DEPARTMENT DAILY OPERATIONS

32 PULLING IT ALL TOGETHER Preparation Hardware Computing power Disaster Recovery Business Continuity Connectivity HIE s EMR Sharing Internet mhealth Applications HIS Financial Facility planning Rev. Cycle Receiving, etc Data Health care Business Data warehouse(s) Meaningful Use Stage 1 focus Collection & Presentation Workflow Business processes Clinical processes Content Report cards Key Performance Indicators Dashboards Reports Accessibility Appropriate medium (mobile, web, app) Pervasive access Presentation Consumable Format User appropriate (CEO, receptionist, Clinic Admin., etc ) Meaningful Use Stage 2 focus Analysis & Performance BI Measure Quality Outcomes Predictive modeling Facility efficiency Performance Benchmark Was BI/CI referenced? Was BI/CI relevant? Excellence Engaged with the user? Resulted in refinement or additional search/query CI Care Coordination Patient Engagement EMR integration Analytics Predictive Trending Insights Meaningful Use Stage 3 focus Create the foundation, data and environment for C&BI as well as Analytics

33 YOU ARE NOT ALONE

34 HIMSS Clinical & Business Intelligence Community of Practice Turn Data into Action Providing Thought Leadership Engage with peers and industry leaders through education on technologies and strategies using C&BI to optimize efficiency, effectiveness, and patient outcomes Developing Resources and Tools Gain practical knowledge and implementable guidance to help you effectively turn data into action to support meaningful use, accountable care, & quality reporting To learn more, join HIMSS C&BI Community of Practice today at Copyright 2013 HIMSS

35 HIMSS Clinical & Business Intelligence Community of Practice Turn Data into Action Recent Analytics Executive Reviews include: Building a Business Case, touching on Use cases KPI s Champion identification Need vs. Value Total Cost of Ownership Available Tools, How and Where Applied, touching on Reference Models Use Cases Technical Infrastructure Database, Security, Analytics and other tools with more resources to come Regular monthly meetings on the latest trends and activities in this space

36 DELTA-POWERED TM HIMSS Analytics has partnered with The International Institute for Analytics (IIAnalytics.com) to create and administer the DELTA-Powered Analytics Assessment TM for healthcare organizations based on the DELTA model as presented in Analytics at Work and Competing on Analytics Data......breadth, integration, quality Enterprise approach to managing analytics Leadership passion & commitment Targets first deep, then broad Analysts.....professionals and amateurs

37 DELTA-POWERED ANALYTICS ASSESSMENT TM Beginner Localized Aspiring Capable Leader Data Poor Enterprise Unknowledgeable Leadership None/Local Targets Irrelevant Analysts None/Isolated Data Limited Enterprise Segregated Leadership Aware Targets Random Analysts Isolated Data Consolidated Enterprise Inconsistent and Learning Leadership Supportive Targets Selective Analysts Coordinated Data Connected and Integrated Enterprise Consistent Leadership Knowledgeable Targets Aligned Analysts Competent Data Innovative Enterprise Integrated Leadership Passionate Targets Strategic Analysts Empowered Basic Healthcare IT systems Internal EMR Separate Clinical and Business Data Isolated C&BI+Analytics HIE Connectivity Clinical + Business Data Integration C&BI Driven Care Coordination Immediate Alerts HIE In/Out-bound Discreet Data Pervasive Care Coordination Clinical Mission Leverages Analytics Clinical + Business Practice Leader

38 How HIMSS Analytics Maturity Models Work Together Acquisition Phase Buying and implementing out of the box solutions Utilization Phase Leveraging collected data to EMRAM improve processes and decisions A-EMRAM Insight Phase Analytics RCMAM Business Intelligence driven insights EMRAM Stage 1.Stage 7...-> Clinical Intelligence Financial Intelligence Operational Intelligence Trending Analytics Population Management Quality Analytics Disease Management Financial Forecasting DELTA-Powered Analytics Assessment TM Analytical Beginner Localized Aspirations...Capable.. Leader. Organizational Capability and Sophistication Basic healthcare services...care & Quality Management.. Advanced Models (Clinic, Inpatient, ED, transport) (Partnerships, Registries, Quality Msrs) (ACO, HMO, Carve outs)

39 Advancing Clinical & Business Intelligence and the use of Analytics in Healthcare James E. Gaston, FHIMSS Sr. Dir. of Clinical & Business Intelligence HIMSS and HIMSS Analytics

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