A Health Catalyst Overview: A Platform Approach for Transforming Healthcare
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Join two of Health Catalyst’s best, Vice President Dan Soule, and Senior Consultant Sam Turman, as they cover important basics including who Health Catalyst is, what we provide and how we deliver our products. We’ll still make it education-oriented as we just aren’t a pushy, salesy company. We’ll orient around the basics of who we are and what we do. Dan and Sam will provide an easy-to-understand discussion regarding the key analytic principles of adaptive data architecture. Some specific items they will cover are: The industry challenges that warranted the creation of Health Catalyst. The use of Health Catalyst’s data analysis tools and applications that enable organizations to quickly uncover care improvement and cost reduction opportunities. Implementation best practices including how the Health Catalyst Platform is delivered, installed, and typical implementation schedules. Attendees will understand who in your organization needs to be involved and the secrets to success and pitfalls to avoid. The discussion will include the key analytic principles of an adaptive data architecture including data aggregation, normalization, security, and governance. They will also address the basic requirements for implementation of the measurement platform of a data warehouse, such as team creation, roles, and reporting. Finally, they will demonstrate several of the key tools necessary to move the analytics strategy forward including applications used to organize patient populations, others used to monitor and measure care results and still others that are specific to advanced areas of care.
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A Health Catalyst Overview: A Platform Approach for Transforming Healthcare
- 1. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential c Health Catalyst Overview A Platform Approach for Transforming Healthcare
- 2. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Agenda • Health Catalyst Overview • Health Catalyst Approach • Demonstration of Applications • Population Explorer • Bundled Payments • Heart Failure • Questions & Answers 2
- 3. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Health Catalyst Clients 221 Hospitals 2,076 Clinics Integrated Delivery Systems Accountable Care Organizations Community Hospitals Academic Medical Centers Children’s Hospitals Orlando Health Orlando, FL Tampa General Tampa, FL Thibodaux Thibodaux, LA Gulfport Gulfport, MS North Memorial Minneapolis, MN Piedmont Atlanta, GA Community Health Network Indianapolis, IN Cone Health Greensboro, NC Mission Asheville, NC Health Quest Poughkeepsie, NY Providence Portland, OR Kaiser Oakland, CA Cedars-Sinai Los Angeles, CA Scottsdale Scottsdale, AZ MultiCare Tacoma, WA KUHA Kansas City, MO Indiana University Indianapolis, IN Stanford Palo Alto, CA Albany Albany, NY OSF Peoria, IL Springfield Clinic Springfield, IL Allina Minneapolis, MN OneCare Vermont Colchester, VT Children’s Hospital Wisconsin Milwaukee, WI Children’s Hospital Association Overland Park, KS Texas Children’s Houston, TX Queens Honolulu, HI John Muir Walnut Creek, CA NorthBay Fairfield, CA El Camino Mountain View, CA Memorial Care Fountain Valley, CA Dartmouth- Hitchcock Lebanon, NH Crystal Run Middletown, NY Partners Boston, MA 3
- 4. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Health Catalyst Operating Principles 4 1. Customer Success • We are passionate about helping our customers improve outcomes • We protect the private data of our customers’ patients • We create deep relationships with many stakeholders and users 2. Ownership • We pace ourselves for long term success • We balance the needs of customers, team members & investors • We avoid an “entitlement” mentality Are my daily decisions consistent with these prioritized operating principles? 3. Pragmatic Innovation • We avoid academically appealing ideas with limited practical application • We seek customer feedback early and often • We measure the adoption of our products & methodologies 4. Transparency • We communicate openly, frequently and honestly • We celebrate successes and openly discuss challenges • We treat sensitive information confidentially
- 5. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential What does Health Catalyst offer? 5 Late-Binding™ Data Warehouse Platform Data Warehouse, Architecture, Metadata Management, Security, and Auditing Analytic Applications Key Process Analysis, Dashboards, Advanced Analytics Services Installation Services, Clinical Improvement Services Integrates and organizes data Accelerate insight Install technology and ignite change
- 6. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Catalyst Products: Analytics Platform + Improvement Apps 6 Infrastructure:Hosting/Hardware CatalystAnalyticsPlatform Source Mart Library Product Improvement Lines (Includes Analytic Apps, Deployment Services and Content) Subject Area Mart Designer EMR (e.g. Cerner, Epic, Meditech) Financial/C osting (e.g. Lawson, EPSI) Metadata Driven SM ETL Engine Population Health & Patient Injury Prevention Operational Efficiency & External Reporting Accountable Care / Shared Risk Financial Translational Research Shared Frameworks & Tools for Improvement (e.g. Comorbidity Analyzer, Registry Repository, Attribution Modeler, Common Definition Repository, Hierarchies, CAFE, Atlas, IDEA, Eventalytics, Geospatial, Risk & Severity Profiling, Essentials, etc.) Metadata Driven SAM ETL Engine Source Mart Designer Lab, Rx, Rad., Surg. (e.g. Sunquest,) HR (e.g. Peoplesoft, API) Claims (e.g. QXNT, CMS) Practice Management (e.g. Centricity) Other (External benchmarking, home grown systems) Available Under Development On Roadmap ImprovementStarterSets 15 347 7 23 711 442 413 5 Care Management / Patient Engagement 1 2 2 5 3 3 Mobile 4 3 4
- 7. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Source Mart Library 7 1. Aetna Claims 2. Allscripts - Ambulatory EMR Clinicals 3. Allscripts - Ambulatory Practice Management 4. Allscripts (EPSi) - Costing 5. Allscripts (TSI) - Costing 6. Allscripts Enterprise/Touchworks - Ambulatory EMR 7. API Healthcare - Time and Attendance 8. Apollo 9. Aspire - Cardiovascular Registry 10. BSBS – Claims 11. Cactus 12. Cerner - Acute EMR Clinicals 13. Cerner - Laboratory 14. Cerner - PowerWorks Ambulatory EMR 15. Cerner HomeWorks - Other 16. Cerner Signature 17. Children's Community Health Plan (CCHP) - Payer 18. CIT Custom - Claims 19. Cost Flex – Costing 20. CPSI - Hospital Billing 21. Digimax Materials Management - Inventory Management 22. Echo 23. Epic - Acute EMR Clinicals 24. GE (IDX) Centricity - Practice Management 25. GE (IDX) Centricity - Professional Billing 26. GE Centricity RIS – Radiology 27. Flightlink 28. GE Muse – Cardiology 29. Hawaii Medical Service Association (HMSA) - Claims 30. HealthQuest - Patient Accounting 31. Healthscope 32. HealthStream 33. HST Pathways - Other 34. Lawson - Accounts Payable 35. Lawson - Accounts Receivable 36. Lawson - GL 37. Lawson - Supply Chain 38. IOS ENVI - Costing 39. Kaufman Hall Budget Advisor 40. Keane Hospital billing 41. Kronos - Time and Attendance 42. MarketShare 43. MacLab (CathLab) 44. McKesson Horizon - Acute EMR Clinicals 45. McKesson Horizon - Enterprise Visibility 46. McKesson HPM - Costing 47. McKesson STAR - Hospital Billing 48. McKesson ORSOS 49. MD Associates - Professional Billing 50. Meditech 5.66 EHR w/DR 51. Microsoft Great Plains - GL 52. MIDAS - Infection Surveillance 53. MIDAS - Risk Management 54. Morrisey Medical Staff Office for Web (MSOW) 55. MSSP (CMS) - Claims 56. Navitus - Pharmacy 57. Now Solutions Empath - HR 58. NRC Picker - Patient Satisfaction 59. OBIX – Perinatal 60. Oracle (Hyperion) - Costing 61. Oracle (PeopleSoft) - GL 62. Oracle (PeopleSoft) – HR 63. Oracle (PeoplesSoft) – Supply Chain 64. PACSHealth - Radiology 65. PeopleStrategy/Genesys - HR 66. PICIS (OPTUM) Perioperative Suite 67. PPM – Costing 68. PRC - Patient Satisfaction 69. Press Ganey - Patient Satisfaction 70. PWHP Custom - Claims 71. Quadramed Patient Acuity Classification System 72. Quality Systems (Next Gen) - Ambulatory EMR Clinicals 73. QXNT/Cactus - Provider 74. QXNT/Vital – Member 75. Safety Scoop 76. SunQuest 77. Siemens Sorian Clinicals - Inpatient EMR 78. Siemens Sorian Financials - Inpatient Registration and Billing 79. Smartstream- GL 80. SSI - Claims 81. StrataJazz - Costing 82. Sullivan Luallin - Patient Satisfaction 83. TransChart - Other 84. University HealthSystem Consortium - Regulatory 85. Varian Aria - Oncology Generally Available In alphabetical order As of 09/01/15
- 8. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Question If you build it, they will come! Do you believe technology alone can improve outcomes? • Yes – 13% • No – 87% • Don’t know or no opinion – 0% 8
- 9. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Three Systems for Improvement 9
- 10. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential $74M Performance Improvement 10 $74M in operational improvements 14% decrease in length of stay with increased census Data-driven, transparent culture established “…We wanted to improve revenue or reduce expenses by a net of $61.4 million. That was our goal, and we gave ourselves 18 months to achieve it. We have far surpassed that target. Health Catalyst’s solution has played an integral part in our ability to sustain our gains and deliver even further beyond our goal.” ~ Mark Mullarkey Senior Vice President
- 11. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 11 Reducing Sepsis Mortality 22% reduction in sepsis mortality $1.3 million in savings
- 12. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Heart Failure Readmissions 12 14% reduction in 90-day readmits 21% reduction in 30-day readmits 2X increase in phone calls 48 hours 63% increase in med reconciliation
- 13. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Questions the 3 Systems answer 13 What should we be doing? How are we doing? How do we transform?
- 14. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Question Is improvement in quality and cost more or less important in value-based reimbursement models? • More – 77% • Less – 0% • Same – 19% • Don’t know – 4% 14
- 15. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential = Negative Impact = Positive or Negative = Positive Impact Knowledge Asset Type Discounted FFS Per Diem Per Case Bundled Per Case Condition Capitation Full Capitation CMS Commercial CMS Commercial Workflow Diagnostic Variation Standing Orders MedicationSelection Triage Patient Safety Ambulatory Treatment and Monitoring Indicationsfor Referral Payment Structure Considerations Operational Workflow Diagnostic Variation Standing Orders Substance Selection Triage Criteria Patient Safety Treatment and Monitoring Algorithms Indications for Referral Indications for Intervention 25 Administrative Workflow
- 16. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Information Management 1616 DATA CAPTURE • Acquire key data elements • Assure data quality • Integrate data capture into operational workflow DATA ANALYSIS • Interpret data • Discover new information in the data (data mining) • Evaluate data quality DATA PROVISIONING • Move data from transactional systems into the Data Warehouse • Build visualizations for use by clinicians • Generate external reports (e.g., CMS) Knowledge Managers (Data quality, data stewardship and data interpretation) Application Administrators (optimization of source systems) Data Architects (Infrastructure, visualization, analysis, reporting) = Subject Matter Expert = Data Capture = Data Provisioning = Data Analysis Fix it Here Not Here Not Here
- 17. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Outcomes Improvement Packet (OIP) 79 Distills knowledge to kick-start quality improvement in key areas of the care process • Why focus on this area of the problem? • Potential outcome goals • Potential aims • Potential interventions • Recommended standardized knowledge assets • Tools for transformation • Reference list
- 18. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Care Process Improvement Map 78 “Storm Clouds”: key aim focus areas (greatest opportunities for improvement) Key outcome or process metrics for each best practice area Evidence-based best practices for each phase of care Recommended knowledge assets (standardization tools)
- 19. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 19 Types of Best Practice Knowledge Assets Admits/1000 members IP days/1000 members OP visits/1000 members Procedures/1000 members ED visits/1000 members Readmissions/1000 members Utilization Who should get the care? Cost/case Cost/procedure OR minutes L&D minutes Other LOS Order Sets Clinical Support Workflow Cost per case Nursing hours by unit OR minutes L&D minutes Cycle times Cost per ancillary test Environmental services What care should be included? How can care be delivered efficiently ? Indications for Intervention Diagnostic algorithms Indications for Referral Triage Criteria Treatment and Monitoring Algorithms Health Maintenance and Preventive Guidelines Standardized Follow-up Checklist Post-acute care order sets IP (SNF, IRF) Home health, Hospice Clinical Ops Procedure Guidelines Knowledge Asset Type Substance Selection Clinical Supply Chain Management Admission Order Sets Supplementary Order Sets Pre-Procedure Order Sets Post-procedure Order Sets Bedside Care Practice Guidelines Discharge Checklist Patient Injury Prevention Protocol Risk Assessment Transfer Checklist Question to ask Examples Possible Measures Administrative Support Workflow How can administrative operations be performed efficiently ? AR Escalation Process Network Design Process Recruiting/Onboarding Process AR Days % out of network utilization % Turnover Team member satisfaction/engagement AR Escalation Process Budgeting Process Supply Chain Procurement
- 20. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Question Does your organization have permanent quality improvement teams and processes? • Yes – 48% • No – 4% • Don’t know – 7% • Does not apply – 41% 20
- 21. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Permanent Improvement Team Temporary Project Team Team Structure Options Pros ● Proactive (strategic investment) ● Predictable Cost ● Team member establish long term relationship ● Technical team members learn clinical or operational domain ● Partnership established on technical priorities Cons ● “Feels” more expensive, actually saves money long term Cons ● Reactionary (reaction to JC write-up) ● Variable ● Speed to trust slower in temporary teams ● Team members don’t always understand context within domain ● Tendency to pile-on while we have IT’s attention Pros ● “Feels less expensive” one time cost to fix (not typically true)
- 22. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Permanent Teams Characteristics = SubjectMatter Expert = Data Capture = Data Provisioning & Visualization = Data Analysis Women & Children’s Clinical Program Guidance Team Pregnancy MD Lead RN SME Knowledge Manager Data Architect Application Administrator RN, Clin Ops Director Guidance Team MD lead Normal Newborn MD Lead RN SME Gynecology MD Lead RN SME • Organized permanently for long term improvement • Integrated clinical and technical members • Supports multiple care process families • Choose innovators and early adopters to lead Innovators Early Adopters
- 23. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Principle Review 23 • Prioritize using Key Process Analysis • Data Quality Assurance • Designing Data Systems • Understanding Variation • Gather Best Practice Knowledge Asset • Pick one Asset to standardize first • Protocol Design – make it easy to do the right thing • Start with the Why • Diffusion of Innovation • Fingerprinting and Adaptive Leadership • Permanent Teams • Iterative Design • Aim and Goal Selection • Team Interaction and Implementation
- 24. Organizational Assessment I October 15, 2014 I 24 Readiness Assessment Example Data StewardshipRegistry Definition Governance & Prioritization Standardized Improvement Methodology Standardized Criteria for Treatment & Venue Cost Allocation Methodology (ABC) Data Integration Infrastructure (Single source of truth) Missing Data Element Capture Actionable Metric Distribution Predictive & Prescriptive Modeling Standardized Calculations & Definitions for Internal Reporting Standardized Protocols for Population Health Adoption Best Practice Analytics Mature Just Starting Mid Journey
- 25. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Catalyst Academy 25 • Designing Data System (Drew Cardon) • Variation Analysis & Statistical Process Control (Lloyd Provost) • Cost Benefit Analysis (Bobbi Brown) • Value-based Care Delivery (Tom Burton) • Clinical Integration (Susan Easton) • Protocols (Alan Morris) • Patient Safety Outcomes (Barton/Haughom) • QI Tools (Cherbon Van Etten) • Healthcare Policy and Politics (Dale Sanders, Dr. Oshiro) • Adaptive Leadership I & II (Dr. Val Ulsted) • Lean Thinking (Evelyn Seilbel) • QI Leadership (Dr. Oshiro) • QI Storyboard (Dr. Bischoff) • Team Report Outs
- 26. Organizational Assessment I October 15, 2014 I 26Proprietary and Confidential © 2015 Health Catalyst www.healthcatalyst.com Product Demonstrations 26
- 27. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Product Demonstrations • Population Explorer • Bundled Payments • Heart Failure
- 28. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Question Would you be interested in an in a webinar focused on any of the following? (you may select more than one) • Accountable Care & Shared Risk Tools – 68% • Bundled Payments Analyzer – 44% • Care Management & Patient Relationships – 56% • Readmissions Improvement – 52% • Sepsis Improvement – 32% 28
- 29. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Health Catalyst Product Catalog 29 mobile.healthcatalyst.com/catalog.html#
- 30. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Questions ? 30
- 31. © 2014 Health Catalyst www.healthcatalyst.com Proprietary and Confidential © 2014 Health Catalyst www.healthcatalyst.comProprietary and Confidential Thank You for Attending 31