Advancing Analytics in Your Organization

Advancing Analytics in Your Organization Sarah Shillington Leidos Health, EVP Annette Savage Leidos Health, Senior Solutions Manager Bryan Fiekers HIMSS Analytics, Director leidoshealth.com

Uniting 25 years of experience to meet your goals. Consulting Solutions Healthcare Our Experience Nearly 4,000 Healthcare Professionals More than 900 Clients Industry Leadership Commercial and Federal Health IT IT & Operational Expertise Our Expertise Implementation Services Clinical & Business Transformation Project Management Enterprise Solutions Health Analytics 2 / leidoshealth.com LEIDOS. ALL RIGHTS RESERVED

Learning Objectives 1 Understand why analytics and maturing analytic capabilities are important for your organization 2 Learn about the HIMSS Analytics Maturity Model - an industry standard in analytics benchmarking 3 Identify how the HIMSS Analytics assessment can help your organization advance their analytics strategy and capabilities 3 / leidoshealth.com

Healthcare Organizations today are Data Rich and Information Poor How do organizations derive value from all these data while addressing demands of today s healthcare? 4 / leidoshealth.com

Changing Healthcare Landscape Changes in reimbursement demand more insight and cost containment Understanding and measurement of risk and patient populations Continue push to improve quality and patient experience Optimizing the best practices and efficiencies in the healthcare marketplace 5 / leidoshealth.com

ROI of Analytics Understand business dynamics, economic changes and market shifts Know what s working, and what s randomly occurring Leverage IT and data investments to move faster, act smarter Cut costs and improve efficiency through optimization 10 % TO 50 % Anticipated Health Analytics adoption increase from 2011 to 2016 (Frost & Sullivan, 2012) Manage risk Anticipate market changes by monitoring customer data Improve the way decisions are made 6 / leidoshealth.com

Addressing Challenges from the Top Down Are you using data effectively across your enterprise to respond quickly to market and regulatory changes? Are you leveraging internal data to help make decisions to reduce costs, increase revenue and improve care? What barriers prevent you from effectively using internal data to drive planning and decisions? Is your staff experienced and skilled enough to make informed decisions from your data? Do you have the right technology and data sources to manage, provide access to and analyze your data? Organizations with a CAO on the Executive Team Have More Effective Analytics Program The State of Analytics Maturity for Healthcare Providers, The International Institute for Analytics and HIMSS Analytics, February 24 2014 7 / leidoshealth.com

Effective Analytics ROI Starts With a Plan Data focus not necessarily systems Enterprise perspective Leadership and executive driven Targeting business and strategic goals and objectives Analyst development 58% No Business Intelligence and no plan 39% No Business Intelligence Intelligence without and specific plan no plan 58% 2% Installation in Progress 1% Other An analytics plan includes breaking down silos to make analytics effective at an enterprise level. Leidos Health Analytics HIMSS Analytics Market Opportunity Report for Business Intelligence 8 / leidoshealth.com

Challenging the Traditional Descriptive Analytics and Business Intelligence Competing on Analytics by Tom Davenport and Jeanne Harris 9 / leidoshealth.com

Analytics in Baseball TRADITIONAL APPROACH Valued qualities such as speed and contact Batting Average Runs Batted In Stolen Bases 10 / leidoshealth.com

Oakland A s Challenged the Status Quo BETTER INDICATORS OF OFFENSIVE SUCCESS On-base percentage Slugging percentage ACQUIRING TALENT The A's became convinced that these qualities were cheaper to obtain on the open market than more historically valued qualities such as speed and contact RESULT 11 / leidoshealth.com

Analytics in Healthcare Improving Retail Medication Prescribing / Compliance TRADITIONAL APPROACH Comparing select chronic diseases to prescription use over time Quality Comparing number of generic drug prescriptions to brand Cost UNANSWERED QUESTIONS What influenced the prescribing patterns? What influenced patient choice in medication? What was driving costs? 12 / leidoshealth.com

Challenged the Status Quo BETTER INDICATORS OF OFFENSIVE SUCCESS Compared physician prescribing patterns Compared patients who were using brand versus generic Analyzed medication compliance for all patient meds regardless of disease Looked for non-traditional cost drivers IMPROVEMENT Cost awareness Removed medication samples Address polypharmacy / tiered down some brands Encouraged 90 retail Rebate opt-out RESULT 13 / leidoshealth.com

Delta Maturity Model ANALYTICS V. REPORTS leidoshealth.com

Maturing Analytics 15 / leidoshealth.com

Descriptive Analytics Most organizations put the bulk of their time, money and resources into producing descriptive analytics. Is your organization weighed down with trying to produce reports and scramble to respond to ad-hoc queries? 16 / leidoshealth.com

Predictive and Prescriptive Analytics Organizations need more than descriptive reports to drive decisions, they need predictive and prescriptive analytics. WHY WHAT IF? WHAT WILL HAPPEN NEXT? WHAT IS THE BEST CHOICE? Why are admissions down? What will the impact be to our revenue if we accept bundled payments for certain disease populations? How do we forecast medications costs as they increase throughout the year? What is the best staffing model for the emergency department? WHAT IS THE BEST THAT CAN HAPPEN? What services should we add this year that will give us the largest return based on the time, resources and expense of providing these services? 17 / leidoshealth.com

Understand the Analytic Maturity of Your Organization How aware is my organization of the importance of supporting and growing an analytic function? What areas does my organization believe are important to improve in the support and delivery of analytics? How effective is our organization at delivering analytics? 18 / leidoshealth.com

HIMSS Analytics DELTA Model The DELTA model consists of five core competencies: DATA For meaningful analytics data must be clean, common, integrated and accessible ENTERPRISE LEADERSHIP TARGETS ANALYSTS Analytical competitors take an enterprise approach to managing systems, data and people Analytical organizations have leaders who fully embrace analytics and lead company culture towards data driven decision-making Analytics efforts must be aligned with specific, strategic targets that are also aligned with corporate objectives Organizations need analytical talent that covers a range of skills from employees capable of basic spreadsheets to accomplished data scientists 19 / leidoshealth.com

Collaboration with HIMSS Analytics HIMSS Analytics developed the DELTA-Powered Analytics Assessment (DPAA) based on the DELTA model framework An industry standard which measures analytic maturity Leidos is a certified educator able to offer the DELTA Powered Analytics Maturity assessment 20 / leidoshealth.com

leidoshealth.com Our HIMSS Analytics Collaboration

About HIMSS Analytics HIMSS Analytics collects, analyzes and distributes essential health IT data related to products, costs, metrics, trends and purchase decisions. It delivers quality data and analytical expertise to healthcare delivery organizations, IT companies, governmental entities, financial, pharmaceutical and consulting companies. HIMSS Analytics (HA) is a part of HIMSS, a cause-based global enterprise that produces health IT thought leadership, education, events, market research and media services around the world. Founded in 1961, HIMSS North America (HNA) encompasses more than 52,000 individuals, of which more than two-thirds work in healthcare provider, governmental and not-for-profit organizations across the globe, plus over 600 corporations and 250 not-forprofit partner organizations, that share the cause of transforming health and healthcare through the best use of IT. HIMSS, headquartered in Chicago, serves the global health IT community with additional offices in the United States, Europe, and Asia. 22 / leidoshealth.com

HIMSS Analytics and IIA HIMSS Analytics and IIA have collaborated to develop the first healthcare assessment tool to score analytics maturity. The HIMSS Analytics DELTA Powered Analytics Assessment, designed specifically for the healthcare industry, allows organizations to gain greater insight into how well they leverage clinical and business intelligence and analytics relative to their own industry, as well as other industries outside of healthcare. Survey participants will learn how they perform in five critical success areas and where opportunities exist to improve the impact of analytics in their organizations. 23 / leidoshealth.com

DELTA Powered Analytics Maturity Key Qualifiers Adapted from Competing on Analytics, Davenport, and Harris, 2007 24 / leidoshealth.com

33 Unique DELTA Model Competencies DPAA Components The assessment measures the organization s performance using the DELTA model framework Respondents rate the importance and performance of 33 unique competencies Capture Quality Integration External sources Consistency Trustworthiness Analytical tools Use of Big data Enterprise Technology Organization of talent Funding Staff Utilization Scalability Clinical tools External reporting Government mandates Strategic input Executive advocacy Executive utilization Management utilization Enterprise collaboration Medical staff practices Predictive modeling Goal setting Prioritization Iterative approach Opportunity identification Experimentation Staffing level Consultative Business skills Data science skills Career paths Not Important Slightly important Somewhat Important Important Very important Extremely important 0 1 2 3 4 5 Highly ineffective Ineffective Somewhat ineffective Somewhat effective Effective Highly effective 25 / leidoshealth.com Copyright 2013 IIA All Rights Reserved

Methodology The DELTA Powered Analytics Assessment uses an online quantitative survey administered to multiple groups across the organization. Rely upon data and analysis provided by others to make better decisions Conduct analysis to help themselves and others make better decisions Provide the data and/or technology needed to help others conduct analysis 26 / leidoshealth.com Copyright 2013 IIA All Rights Reserved

Priority Matrix 29 / leidoshealth.com

Standard vs. Premium Reports Standard Report Premium Report Overall Benchmark Score: Analytical Maturity X X D-E-L-T-A Category Scores X X Competency Skyline: Individual Competency Scores X Industry Comparisons by D-E-L-T-A X X Industry Comparisons by Competency X Competency Opportunities Ranking X Effectiveness Gaps and Priority Matrix X Perception Alignment among Analytics Groups by D-E-L-T-A X X Perception Alignment among Analytics Groups by Competency X Perception Alignment within organization by Custom Grouping X Presentation of Benchmark Results with Q&A X Standard and Premium Report Premium Report Only 30 / leidoshealth.com Copyright 2013 IIA All Rights Reserved

How Can Organizations Mature to More Effectively Leverage Data to Become Information Rich? 31 / leidoshealth.com

leidoshealth.com Questions?

Thank You!!! Sarah Shillington EVP, Leidos Health 484-947-7218 Sarah.shillington@leidoshealth.com VISIT US AT: leidoshealth.com/solutions/solutions-detail/health-analytics1 33 / leidoshealth.com