HIMSS Clinical & Business Intelligence Community of...
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HIMSS Clinical & Business Intelligence Community of Practice April 24, 2014
Transcript of HIMSS Clinical & Business Intelligence Community of...
HIMSS Clinical & Business Intelligence
Community of Practice
April 24, 2014
Welcome
Shelley Price, MS, FHIMSS
C&BI Community Organizer
Director, Payer & Life Sciences, HIMSS
Nancy Devlin
C&BI Community Organizer
Senior Associate, Payer & Life Sciences, HIMSS
Michael Brooks, BS, MBA, CPHIMS
C&BI Community Co-Chair
Specialist Leader, Healthcare Information Management
Deloitte Consulting LLP
J.D. Whitlock, MPH, MBA, CPHIMS
C&BI Community Co-Chair
Corporate Director, Clinical & Business Intelligence
Catholic Health Partners
Agenda • Welcome
• HIMSS C&BI Community Updates / Announcements Datapalooza, 2-Minute Drill – PHM from a CEO’s perspective
• Presentation & Discussion:
“Determining Your Organization's Analytics Readiness” o James Gaston, Senior Director, Clinical & Business Intelligence, HIMSS
Analytics
• Wrap-Up / Next Steps
C&BI Community Updates / Announcements
• The Health Datapalooza 2014 Code-a-Palooza challenge is open for submissions!
• Submit your proposal for a chance at prizes totally $35,000 by Friday, April 25. Code-a-Palooza challenge finalists will have the month of May to use newly released CMS data to build out their tools before convening at Health Datapalooza June 1-3 in Washington, D.C. to present live demos to a panel of judges. Join the Code-a-Palooza webinar on Thursday, April 17 from 4:00-5:00 p.m. ET to learn more.
• Gain recognition for your team and network with leaders in healthcare while competing for the $20,000 first place prize. Submit your proposal today!
• http://healthdatapalooza.org/get-involved/code-a-palooza-at-health-datapalooza-2014/
Calling all Coders! Code-a-Palooza submissions now open
HDC: Health Datapalooza!
Use Discount Code HIMSSPalooza
for 10% off registration! Visit: http://healthdatapalooza.org/
The 2-Minute Drill
The ‘2-Minute Drill’ is based loosely on the sports analogy, and in this case
is a fast-paced (short in length) presentation on a hot, emerging, or timely topic, news event
(e.g. research paper, game-changing market or technology news), or recent and relevant event (e.g., federal public meeting, legislative/federal/judicial news,
critical conference or educational event).
If you are interested in presenting any drills, please contact Nancy or Shelley.
2 Minute Drill
HIMSS C&BI Population Health Task Force
The Role of the Health System CEO
in Advancing Population Health
April 23, 2014
William Beach PhD, Task Force Chair
.
HIMSS Population Health Task Force
• Purpose – The purpose of this task force is to create resources and tools to
help healthcare organizations use C&BI to execute population health management initiatives to include creating tactical C&BI strategies around data and analytics as well as strategies for organizational planning and patient engagement.
• Commissioning – The task force is commissioned by the HIMSS Clinical & Business
Intelligence Committee as a newly created task force charged with creating resources and tools for the C&BI toolkit for HIMSS members and the healthcare industry.
Population Health
Population Health is:
• Population health is the level and distribution of disease, functional status, and wellbeing of a population. Influences on population health include the place and time under consideration, and the population’s context and attributes.
– Parrish RG, Friedman DJ, Hunter EL. Defining health statistics and their scope. Friedman DJ, Hunter EL, Parrish RG, eds. Health statistics: shaping policy and practice to improve the population’s health. New York, NY: Oxford University Press, 2005:3e23.
Population Health
Successful Population Health is: • To be successful in population health, healthcare
organizations need to identify, stratify, analyze and manage high-risk patients by providing intuitive and insightful views of key data for physicians, nurses and other clinical staff. • Aggregating Data from a variety of types and formats • Surfacing the data through dashboards • Extracting insights to take action so that risk can be effectively
managed • by Neal Sing HIMSS Webinar: December 2, 2013
What is the Role of the Health System CEO in advancing Population Health?
Leading Toward Population Health, – By John M. Buell in Healthcare Executive NOV/DEC 2011
• To succeed in providing a population health delivery model—better health of a defined population that is provided by a superior healthcare delivery system at a lower cost per patient— “will require leadership that is inspiring, visionary, highly motivated, and, most of all, collaborative.”
What is the Role of the Health System CEO in advancing Population Health?
“This is going to be hard and will put most healthcare leaders out of their comfort zone”
• Lee B. Sacks, MD, executive vice president and chief medical officer, Advocate Health Care, Oak Brook, Ill.
What is the Role of the Health System CEO in advancing Population Health?
• Allen Weiss, MD President & CEO NCH Healthcare System
– Dr. Weiss believes CEOs have a responsibility to lead transformative population health initiatives.
Role of the CEO
• Change Thinking about Healthcare Cost Reduction – The health system CEO is the key to changing the
role and perception of health care providers from sickness to wellness.
– Hospitals remain the backbone of a community’s healthcare, and the not-for-profit hospital board of directors has a direct responsibility to the health and wellness of a community. The board will rely on the CEO for the transformative leadership required to meet these responsibilities.
•
Role of the CEO
• Encourage dialogue and progress on privacy concerns – “The CEO has a role in educating the local and regional healthcare
community about data privacy concerns. • Privacy is crucial, and there are examples such as mental health care that
require complete protection. • On the other hand, increased willingness to share health data could
greatly enhance the ability of providers to assist consumers in their self-management of chronic disease or wellness efforts. ”
– “With personal technology, doctors can see a full, continuously updated picture of each patient and treat each more individually”
•
Role of the CEO
• Return Health Information Back to the Consumer
– The health system CEO must understand the importance of returning health information back to the consumer.
– There should be a continuous feedback loop. If the consumer has feedback about what is effective towards maintaining and improving health, then the consumer is more likely to change their behavior.
Role of the CEO
Bottom Line: – “All of these actions encourage a
collaborative approach to population health among the eventual partners of a true population health integrated system.”
Allen Weiss MD
C&BI Community
Guest Speaker
DELTA Powered Analytics Assessment™ Benchmark Results
James E. Gaston, FHIMSS
Sr. Dir. of Clinical & Business Intelligence
HIMSS and HIMSS Analytics
Copyright © 2013 IIA All Rights Reserved
Adapted from Competing on Analytics, Davenport and Harris, 2007
Business Intelligence & Analytics Continuum
Is Your Organization “Good” at Analytics?
If you are…
how do you know?
If you are not…
how do you improve?
HIMSS Analytics has collaborated with The
International Institute for Analytics
(IIAnalytics.com) to create and administer the
DELTA-Powered Analytics Assessment™
for healthcare organizations based on the
DELTA model as presented in
Analytics at Work and
Competing on Analytics
Copyright HIMSS Analytics 2013
Tom Davenport
IIA Research Director and Co-Founder
Author of Competing on Analytics and
Keeping up with the Quants
The International Institute for Analytics (IIA)
IIA is an independent research firm that guides organizations to better leverage the power of analytics. Working across a breadth of industries, IIA uncovers actionable insights, learned directly from our network of analytics practitioners, industry experts and faculty. We deliver critical information that helps your business run smarter.
Learn more at iianalytics.com
Enablers Providers Users
Participating Organizations
Akron Childrens Hospital Northeast Georgia Health System, Inc.
Blackstone Valley Community Health Care Northshore University Healthsystem
Butler Health System, Inc. Orlando Health, Inc.
Carolinas HealthCare System Seoul National University Bundang Hospital
Centura Health Corporation Southwest Kidney Institute, PLC
Cleveland Clinic The Stamford Hospital
Dartmouth-Hitchcock Trinity Health System
Duke University Health System, Inc. UAB Health System
Intermountain Healthcare UC Davis Health System
KishHealth System University of Missouri System
Lakeland Regional Health System University of Pittsburgh Medical Center
Marshfield Clinic University of Virginia Medical Center
DPAA Benchmark profile
Copyright© 2014 IIA All Rights Reserved 28
Job Title
N %
President or CEO 23 1%
CXO, Sr or EVP or Board Member 120 7%
Division Head, VP or GM 183 10%
Department, Unit Manager or Director 476 26%
Manager, Administrator or Supervisor 377 21%
Non-management position 646 35%
Functional Role
N %
Information Technology / Systems 23 1%
Analytics 21 1%
Corporate Administration / General Management 13 1%
Finance / Accounting / Claims 10 1%
Clinical: Outpatient Services 8 0%
Administrative / Clerical 6 0%
Quality Control / Assurance 6 0%
Clinical: Inpatient Services 6 0%
Clinical: Ancillary Services 6 0%
Research 2 0%
Other 1724 94%
From the 22 benchmark organizations a total of 1,825 respondents have completed the
survey:
Analytics Enablers: 399
Analytics Providers: 589
Analytics Users: 837
>10 years
47%
<1 year
5% 1 year
5%
2 years
9%
3 to 5 years
14%
6 to 10 years
20%
Tenure
Healthcare Benchmark Survey Results
Healthcare Benchmark Survey Results
Hospitals With High EMRAM Scores still Lag with Analytics
Healthcare Benchmark Survey Results
Healthcare Benchmark Survey Results
Healthcare Benchmark Survey Results
Healthcare Benchmark Survey Results
Healthcare Benchmark Survey Results
Healthcare Benchmark Survey Results
Data Concerns Are Most Important
Organizations Are Not As Effective With Data As They Want To Be
DPAA Benchmark Priority Matrix IM
PO
RTA
NC
E
EFFECTIVENESS GAP
High Importance
Low Effectiveness
Improve Performance Healthcare organizations say
these are important
competencies, but demonstrate
low effectiveness. This may be
due to under investment in the
competency or a lack of focus.
Low Importance
Low Effectiveness
Identify Surplus Resources Healthcare companies said these
competencies are not as
important to them at this time and
they are also mostly ineffective
with these competencies.
High Importance
High Effectiveness
Continued Investment Areas of alignment. Competencies are
important and healthcare
organizations are mostly effective.
Continued investment in these areas.
Low Importance
High Effectiveness
Selectively Allocate Resources Healthcare organizations see these as
less important competencies, but are
more effective at them . This could be
due to the competency itself, or the
organization may be over-investing.
Effectiveness Gap = Overall Importance - Effectiveness
Copyright© 2014 IIA All Rights Reserved 39
Questions James Gaston – [email protected]
www.HIMSSAnalytics.org/DELTA
Participation – Bryan Fiekers
Director, Consulting Solutions Sales, HIMSS Analytics
802.922.9959, [email protected]
Comments?
James E. Gaston Sr. Director Clinical & Business Intelligence
HIMSS Analytics
312-533-0585
Know. Understand. Prepare. Change.
http://www.HIMSSAnalytics.org/
• Want to get involved?
Speaker or topic ideas
Key note presenter
Blogger, twitter
Contact Nancy Devlin
• Community Website
www.himss.org/ClinBusIntelCommunity
Wrap-Up
We would like to extend our appreciation to the supporters of the
C&BI Community
Wrap-Up
JOIN US!
• Next meeting: Thursday, May 22, 2014
TBA
Next Steps
FY14 Leadership and Contact Information Co-Chairs: Michael Brooks, BS, MBA, CPHIMS Specialist Leader Deloitte Consulting LLP [email protected] HIMSS Community Organizers: Shelley Price, MS, FHIMSS Nancy Devlin Director, Payer and Life Sciences Sr Assoc., Payer and Life Sciences HIMSS HIMSS [email protected] [email protected]
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J.D. Whitlock, MPH, MBA, CPHIMS Corporate Director, Clinical & Business Intelligence Catholic Health Partners [email protected]
Thank You
…and happy Spring!
Appendix
Diane M. Carr, FHIMSS Chair
Deputy Executive Director North Bronx Healthcare Network
J.D. Whitlock, MPH, MBA, CPHIMS Vice-Chair Director, Clinical & Business Intelligence Catholic Health Partners
Thompson Boyd, MD, CPHIMS Physician Liaison Hahnemann University Hospital
Michael Brooks, BS, MBA, CPHIMS Specialist Leader Deloitte Consulting LLP
Julie Burgoon, MBA, CPHIMS, PMP Manager, Health IT BlueCross BlueShield of Tennessee
Linda Campbell, FHIMSS, CPHIMS, PMP, MT, ASCP & SH Principal Consultant Sonoran Consulting Solutions
Terri Gocsik, CRNA, MS, CPHIMS Senior Manager Aspen Advisors
Ray Hess, MS, FHIMSS VP, Information Management The Chester County Hospital
Michael Kurliand, MS, RN IS Strategy Consultant Children’s Hospital of Philadelphia
Arthur Panov, MPH, CPHIMS HIT Architect, Biostatistics IBM
Maxine Rand, DNP(c), MPA, RN-BC, CPHIMS Director, Clinical Ed, Practice & Informatics Kaiser Permanente
Wolf Stapelfeldt, MD Chairman, Department of General Anesthesiology Cleveland Clinic
BOARD LIAISON: Brian Jacobs, MD, FHIMSS VP & CMIO, Executive Director, Center for Pediatric Informatics Children’s National Medical Center Kathleen C. Kimmel, MHA, RN, CHE, CPHIMS, FHIMSS Chief Clinical Officer Health Care DataWorks
2013-2014 C&BI Committee COMMITTEE MEMBERS
C&BI Community of Practice The goal of the C&BI Community is to bring together thought leadership and share knowledge that will support the future success of our members by improving their ability to understand and form partnerships to manage C&BI as a part of doing business and providing accountable and quality care to their members. The Community will support activities that promote peer-to-peer networking, problem solving, solution sharing, and education.
Topics of focus may include:
• Storage and Management of Data and Supporting Technologies
• Knowledge Management to Support Accountable and Quality Care
• Case, Risk & Cost Management
• Best Practices Clinical & Business Analytics
• Clinical Decision Support
• Research Data Warehousing/EDW
• Data Lifecycle Management
C&BI Community of Practice
• Open to all HIMSS members (current membership: approx 7200 people)
• Will meet virtually 6-9 times/year
• Agenda for the meetings may include:
• Commencing with a short series of 2-Minute Drills presented various Community members
• Topical discussion with key note presenter
The ‘2-Minute Drill’ is based loosely on the sports analogy, and in this case
is a fast-paced (short in length) presentation on a hot, emerging, or timely topic, news event (e.g. research paper, game-changing market or technology news), or recent and relevant event (e.g., federal public meeting, legislative/federal/judicial news, critical conference or educational event).
2-Minute Drills foster greater peer-to-peer networking, member engagement, problem solving,
solution sharing, and education. If you are interested in presenting any drills, please contact Nancy or Shelley.
FY14 C&BI Task Forces
NEW! Population Health Task Force
CHAIR: William Beach, PhD. | Program Chair, Health Services Administration | Hodges University
This group creates resources and tools to help healthcare organizations use C&BI to execute population health management initiatives to include creating tactical C&BI strategies around data and analytics as well as strategies for organizational planning and patient engagement. Meeting times: 3rd Tuesday of the month, 2:00-3:00pm ET
Data and Analytics Task Force
CO-CHAIR: David Dobbs, PMP | Health Analytics National Service Line Director | Leidos Health
CO-CHAIR: Carol Muirhead, MBA | Sr. Informatics Project Specialist | PinnacleHealth
This group create resources and tools to help providers and provider organizations manage, integrate and aggregate the necessary information to support robust data and analysis, facilitate effective reporting by translating data into meaningful knowledge, resulting in improved quality, clinical and financial outcomes.
Meeting times: 3rd Tuesday of the month, 1:00-2:00pm ET
Value of Operationalizing the Data Task Force
CHAIR: Amy Rosa, RN | Director, Clinical Informatics | Baptist Health
This group creates resources and tools focused on industry use cases. The use cases highlight best practices and lessons learned by providers and provider organizations using information to drive improved business and clinical decision-making.
Meeting times: 1st Thursday of the month, 1:00-2:00pm ET
