1 / 24

Mark Hohulin , Senior Vice President Healthcare Analytics

Session #8: How One Pioneer ACO Is Improving Healthcare Performance Through Analytics and Cultural Transformation. Mark Hohulin , Senior Vice President Healthcare Analytics. Roopa Foulger, Executive Director Data Delivery. Pre-Session Poll Question.

thomask
Download Presentation

Mark Hohulin , Senior Vice President Healthcare Analytics

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Session #8:How One Pioneer ACO Is Improving Healthcare Performance Through Analytics and Cultural Transformation Mark Hohulin, Senior Vice President Healthcare Analytics Roopa Foulger, Executive Director Data Delivery Pre-Session Poll Question Does your healthcare organization currently have an effective system for using data consistently? Yes No Unsure or not applicable

  2. About the Organization OSF HealthCare Pioneer ACO Serving nearly 11 224 700,000 Facilities in Illinois and Michigan Patients Hospitals Locations 2

  3. Pursuing Clinical and Operational Excellence Analysis in search of clinical and business insights needed to drive improvements Leaders prioritized analytics as a key component of their strategic plan 3

  4. The Pain Points • Difficulty finding an effective system for using data consistently • Previously unsuccessful EDW implementations • Experiencing data overload • Inability to determine if they were measuring the right items • Difficulty creating transparency and clinical excellence 4

  5. Our Approach And Results

  6. Goals Deliver superior clinical outcomes Improve the patient experience Enhance the affordability and sustainability of services Drive a cultural shift throughout the organization to embrace becoming a data-empowered system 6

  7. Our Approach Provide tools and transparency to engage leadership “Technology accounts for 30% of successful implementation – 70% is attributed to execution and alignment to business goals…” -RoopaFoulger, Executive Director, Data Delivery • Implementation of a late-binding EDW • Aggregate clinical, claims, financial, and other data to create a consistent view of the ACO’s data • Provide useful, timely, and accessible information to stakeholders Form and support improvement teams 7

  8. Poll Question #2 • On a scale of 1-5, how would you rate your healthcare organization’s ability to leverage data to make clinical and operational improvements? • Not at all effective • Somewhat effective • Moderately effective • Very effective • Extremely effective • Unsure or not applicable

  9. Executive Dashboard • Ability to filter by summary data or individual performance area • Integrated clinical, quality, and operational information • Baseline, current, and target performance measures • Data sets by facility and region • Trended actual performance relative to target performance 9

  10. Improvement Teams Interdisciplinary team established to guide development and rollout of the EDW • Ensured the data was digestible and aligned to the organization’s strategic roadmap • Used data to identify clinical and operational areas of focus that presented greatest opportunity for quality and cost improvement • Launched and empowered multidisciplinary improvement teams to use data, evidence-based best practices, and timely feedback to improve outcomes in strategic service lines 10

  11. Value Realized 90-day EDW implementation yielded unprecedented time to value $9-12 million in performance improvement and cost avoidance over 3 years 60 percent faster access to clinical and operational data Clinical performance improvements driven by multidisciplinary teams 11

  12. Performance Improvement & Cost Avoidance 12

  13. Driving Improved Patient Care Heart Failure Patients Data empowered culture Palliative Care Providers Cardiovascular Physicians 13

  14. Heart Failure Program Team tracked key process and outcome metrics 8% reduction in unspecified coding 15% increase in five-day follow-up appointments being made before discharge 15% improvement in use of patient education best practices 14

  15. Cardiovascular Physicians Dashboard Focused initiative to improve quality by identifying a series of best-practice measures Compare physicians’performance against their peers In only 7 months, improvements have been noted in all measures tracked 15

  16. Palliative Care Program • Utilized the EDW and the Instant Data Entry Application (IDEA) across its heterogeneous EHR environment to identify high-risk patients • OSF has completed, documented, and aggregated advance care planning for more than 16,000 patients 16

  17. Data Empowered Culture “Successful adoption of analytics has transformed our culture. With each improvement initiative, we establish ownership and accountability from the outset at all levels of the organization, from executives to frontline staff. Everyone ends up working out of the same playbook for the same purpose.” -Mark Hohulin, Senior Vice President, Healthcare Analytics • Founded on transparency and collaboration • Ensures accountability and combined focus • OSF has more tightly aligned its priorities, quality measures, and action plans with specific improvement goals • Stakeholders throughout the organization see the value and clinical impact of quality improvement 17

  18. Future Plans Continue to develop a data-powered culture of transparency Utilization of an already developed system-wide improvement portfolio Continue to expand our technology capabilities around analytics Improve clinical decision support by tying EDW information into its EHRs 18

  19. Lessons Learned Ensure executive leadership support across the organization Assemble a project team with the right technical capabilities Have system-wide engagement – not treated as a siloed IT project Business plan and measurement set upfront Achieve rapid implementation of the EDW – with actionable insights to demonstrate value

  20. Analytic Insights Questions & Answers A

  21. Choose one thing… Write down one thing will you do differently after hearing this presentation

  22. Thank You

  23. Session Feedback Survey • On a scale of 1-5, how satisfied were you overall with this session? • Not at all satisfied • Somewhat satisfied • Moderately satisfied • Very satisfied • Extremely satisfied What feedback or suggestions do you have?

  24. Upcoming Sessions Location Breakout Sessions – Wave 2 (2:30 PM – 3:15 PM) • Is Big Data a Big Deal…or Not?Dale Sanders, Senior Vice President, Health CatalystRichard Proctor, General Manager, Global Healthcare & Life Sciences, Hortonworks • Partners Healthcare Analytic Strategy for bundled Payments and Risk ManagementSreekanthChaguturu, MD, Vice President for Population Health Management, Partners HealthCareHelen Chan, Senior Manager, Business Planning, Partners HealthCare • Sneak Peek: Improving Patient Engagement and Outcomes with Predictive AnalyticsGregory A. Spencer, MD, CMO & CMIO, Crystal Run HealthcareLouis G. Cervone, Jr., Director of Business Intelligence, Crystal Run Healthcare • How a Pioneer ACO is Using Analytics to Change Heart FailureSpencer H. Kubo, MD, CMO of BioControl Medical, United Heart &Vascular Clinic, Allina Integrated Medical Network • Entering Shared Risk for Community Hospitals Through Physician EngagementGreg Stock, CEO, Thibodaux Regional Medical CenterMark F. Hebert, MD, FACS, Surgical Specialist, Thibodaux Regional Medical Center • Panel – Children’s Hospitals: “Tike-mares”…Are the Monsters Under the Bed For Real? Grand Salon Grand Ballroom A Grand Ballroom D Savoy Murano Venezia

More Related