Improving Healthcare Performance through Analytics and Cultural Transformation

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1 About the Organization OSF Healthcare Pioneer ACO Facilities in Illinois and Michigan 11 Hospitals 108 Locations Serving nearly 700,000 Patients 2 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 1

2 The Pain Points Difficulty finding an effective system for using data consistently o Previous unsuccessful EDW implementations Experiencing data overload Inability to determine if they were measuring the right items Difficulty creating transparency and clinical excellence 4 Our Approach 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 2

3 An Appropriate Solution 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 7 Our Approach Provide tools and transparency to engage leadership Implementation of a late-binding EDW from Health Catalyst 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 Technology accounts for 30% of successful implementation 70% attributed to execution and alignment to business goals -Roopa Foulger, Executive Director, Data Delivery 8 Executive Dashboard System-wide strategic dashboard delivered leadership engagement and organizational alignment Provides transparency across the organization to leaders and staff Serves as the source of truth for aligning performance Summary views and trends in addition to capabilities to filter more specific metrics The Executive Dashboard proved to be the key to approval for subsequent projects 9 3

4 Executive Dashboard 1. Ability to filter by summary data or individual performance area 2. Integrated, clinical, quality, and operational information 3. Baseline, current, and target performance measures 4. Data sets by facility and region 5. Trended actual performance relative to target performance 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, evidencebased best practices, and timely feedback to improve outcomes in strategic service lines Healthcare is primed for analytics as a means of driving clinical and business success. Analytics can be the key differentiator when it comes to making improvements in so many different areas from care quality to cost-cutting and waste management. -Roopa Foulger, Executive Director, Data Delivery 11 Process in Action Example: Care Transitions Dashboard Dedicated to improving quality of care Utilized the data to track risk assessments, discharge summaries, and medication reconciliation Focused on 30- Day heart failure readmission rates 12 4

5 Care Transition Dashboard 1. Ability to track performance on clinical interventions with drill-down to the patient level 2. Baseline, current, and target performance measures 3. Data sets by period, data range, and facility 4. Trended actual performance 13 Results Delivered and Still Growing 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 15 5

6 Performance Improvement & Cost Avoidance Performance Improvements Value Realized Reports managing data smarter/reduction in reports to maintain 80% Reduction of one-dimensional reports for deployed solutions using EDW and BI tools Timeliness of data reduction in cycle time to churn data 60% Access to data previously unavailable CV Physician dashboard 3% increase in performance metrics Clinical improvements Cost Avoidance Standardized and streamlined key nursing metrics resulted in redirection of.5 FTE across ministry Labor & Productivity reduction of 2.5 FTE and able to scale for additional entities with no additional cost Care Transitions medication reconciliation, 3% decrease in defects Data Gathering reduction of 3 FTEs, no longer needed to gather the same data on a monthly basis Internal solution development & maintenance vs. outsourcing 3% $5-$10 million Value Realized over 3 years $.5 - $1 million $.5 - $1 million $9.4 million $560,000 $9-$12 million 16 Driving Improved Patient Care Heart Failure Patients Palliative Care Providers Teams honed in on target areas Cardiovascular Physicians 17 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 18 6

7 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 19 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 20 Data Empowered Culture 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 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 21 7

8 Future Plans Continue to develop a datapowered culture of transparency Utilization of an already developed a system-wide improvement portfolio Continue to expand our technology capabilities around analytics Improve clinical decision support by tying EDW information into its EHRs 22 8