SEVEN CRITICAL ASPECTS OF BI & ANALYTICS PROGRAM SUCCESS. Bill Leander, Santa Rosa Consulting Bob Goetzinger, AtlantiCare

Transcription

1 SEVEN CRITICAL ASPECTS OF BI & ANALYTICS PROGRAM SUCCESS Bill Leander, Santa Rosa Consulting Bob Goetzinger, AtlantiCare

2 INTRODUCTIONS & OBJECTIVES Chief Strategy Officer Santa Rosa Consulting 1. Share insights into critical aspects of BI&A success 2. Provide framework for BI&A program self-assessment Sr. Director, BI & Analytics AtlantiCare 3. Learn first-hand lessons and insights in implementation 2

3 DISCUSSION AGENDA Brief Company Overview BI&A Program Success: Seven Critical Aspects Client Actions & Results: AtlantiCare Case Study Q&A and Closing Discussion 3

4 BRIEF COMPANY OVERVIEW CLICK Diverse TO Experience EDIT SECTION Leads to Actionable SUBTITLE Solutions STYLE

5 COMPANY OVERVIEW Our practical, actionable solutions to improve BI & Analytics program results and value are forged by diverse real-world experience 5

6 COMPANY OVERVIEW First-Hand Knowledge of What Works (and What Doesn t) System Implementations User Adoption (not Usage) Pop Health Programs Performance Improvements PMO Improvements Integration Services STRATEGY & PLANNING Strategy & Planning for expanded BI & Analytics and Population Health Management capabilities to support M&A, CIN and ACO/Value-Based Care BI&A PROGRAM ASSESSMENT & ROADMAP Comprehensive BI&A Program Assessment & Roadmap for foundational improvement across all critical aspects TECHNOLOGY EVALUATION & SELECTION Practical and expedited Evaluation & Selection of BI&A technologies and infrastructure ANALYTICS MIGRATION PROGRAM Analytics Migration Program to proactively establish smooth, positive transition and strong adoption through any major EHR or IT platform change TOP TALENT ON-DEMAND Top Talent to fill interim BI&A management and staff roles 6

7 BI & ANALYTICS PROGRAM SUCCESS CLICK Seven Critical TO EDIT Aspects SECTION for Assessment SUBTITLE & Improvement STYLE

8 REALITY OF ANALYTICS Enterprise Expansion (M&A) Value-Based Decision-Making Risk-Based Contracting/ACO Holistic & Decentralized Patient View Precision & Personalized Medicine Reflexivity to Cost Transparency Growing Influence of Consumerism Social Media in Patient Care Better Analytics is a Perennial Top 5 Priority Inadequate Results, Consumer Dissatisfaction 8

9 SYMPTOMS OF INADEQUATE FOUNDATION Stakeholder frustration with BI&A (creator/consumer divide) WEAR DIG CX WEAR DISRUPTIVE Lack of single sources of truth (wild west derivations) PRED PERS TELE MOB ML AI NLP PX TRANSFORMATIONAL Extensive manual manipulations (silo d data/information) Inconsistency in enterprise key metrics (lack of trust) Excessive iterations in solution delivery (too many cycles) USER GOV EDQ DM SD ORG IT FOUNDATIONAL Inability to satisfy consumer requests (perceived black hole) Low usage of BI&A solutions (one-time or infrequent reliance) Proliferation of do-it-yourself tools (redundancies) Repeated calls for new technologies ( shiny toy syndrome) 9

10 VALUE/CAPABILITIES CHASM Received & Perceived Benefits VALUE S Y M P T O CAPABILITIES M S Technology, Tools & Infrastructure 10

11 CRITICAL ASPECTS OF SUCCESS The ideal flow, although not sequential, is top to bottom given interrelationships Often problem stated near bottom but real root causes are near top Practical, actionable results only happen through broad (beyond IT) engagement Emphasize different combination of aspects for each organization The best organizational model often falls out of defining improvements to other aspects Technology is rarely the problem (widens chasm) as better to use so-so tech well than great tech so-so 11

12 SELF-ASSESSMENT TOOL 12

13 1. USER PROFILES & REQUIREMENTS Objective Identification of Stakeholder Needs for BI&A Program Improvement Subjective Evaluation of BI&A Program Across Multiple Key Characteristics 1. Longitudinal Patient Health Record 2. Integration of Post-Acute Data 3. Readmit Predictive Analytics 4. Improved Cost Accounting 5. One-Stop-Shopping Access 6. Master Physician Management 13

14 2. PROGRAM GOVERNANCE & INTEGRITY Set initial focus and measures of success, including clear identification of top priorities Ensure work done in between meetings (part of job descriptions) Don t make this a political body Be ready to fire non-attendees and non-performers 14

15 2. PROGRAM GOVERNANCE & INTEGRITY Typical Top Priorities for IG/DG - Year #1 1. Formal consumer engagement 2. Enterprise metrics consistency 3. Systemic data quality program 4. BI&A (including visualization) standards 5. BI&A request prioritization 15

16 3. DATA QUALITY IMPROVEMENT Data quality is a relative construct more is not always better and its not free Sustainability of improvements require formalization of data quality accountabilities The most significant gains must start low on the ecosystem framework fix at the source Any and all major system builds must have an analytics lens GOVERNANCE + DATA QUALITY = SELF-SERVICE 16

17 4. DEMAND MANAGEMENT & PRIORITIZATION Problems arise from thinking of BI&A as tied to data sources (rather than its own function) = silos of access + fragmented solutions + redundant tools DIY proliferation is inevitable and understandable when intake becomes a black hole without SLAs The starting point for solid intake is objective evaluation/scoring as directed by Governance One of the most important responsibilities of a strong BI&A program is saying No 17

18 5. SOLUTION DEVELOPMENT & SUSTAINMENT Business and clinical leaders cannot be allowed to abdicate their full responsibility for the value of their own BI&A solutions Taking the time to design solutions that meeting multiple needs is the hallmark of a great process Employing Agile and Lean concepts in collaborative design pays huge dividends Requirements and specifications must be well defined and documented Sign-off on PowerPoint mock-ups leads to better solutions and saves scarce developer time Regularly retire low usage solutions 18

19 6. BI&A LEADERSHIP & ORGANIZATION 19

20 7. BI&A TECHNOLOGY & INFRASTRUCTURE Typically entails products, tools, integration, infrastructure and architecture The priority is to get more out of what is already in place while rationalizing redundancies adding technology is done with caution Stakeholder interviews are instrumental in identifying the myriad of departmental tools In most cases, the technology related recommendations are focused on 2-3 key priorities 20

21 SUMMARY OF CRITICAL ASPECTS The vast majority of problems experienced by BI&A Programs are really symptoms, not root causes Strengthen the foundation through seven critical aspects to close the Value/Capabilities Chasm 21

22 CLIENT ACTIONS & RESULTS CLICK AtlantiCare TO EDIT Case Study SECTION in BI&A SUBTITLE Program Improvement STYLE

23 ATLANTICARE DEMOGRAPHICS Based in Egg Harbor Township, NJ (near Atlantic City), the region s largest healthcare organization and largest non-casino employer Over 5,800 employees More than 900 providers at 90+ locations in 5 counties in NJ 593 licensed beds Founded in 1898 Key Recognitions & Designations Malcolm Baldrige National Quality Award Winner Magnet Designation Most Wired Hospital Hospitals and Health Networks Modern Healthcare s Best Places to Work in Healthcare Cerner Inpatient & Ambulatory 23

24 BI&A PROGRAM CHALLENGES 24

25 BI&A GOVERNANCE 25

26 ACCOMPLISHMENTS TO DATE 26

27 SAMPLE USE CASES 27

28 LESSONS LEARNED & INSIGHTS There are so many potential initiatives to undertake keep focus on your strategic business plan and your vision Prioritize with a consistent model, broad based input and transparency Ongoing and Active Executive sponsorship is key for every initiative layers of sponsorship can be helpful Don t just create dashboards have operational leadership to drive the change needed Agile interactive approach with new tools and end-users Data transformed into Information is not always good information VALIDATE! Consensus around ongoing solutions and Communication Quick Wins, but ongoing wins too (it s a long journey) 28

29 Q&A AND CLOSING DISCUSSION CLICK Thank you TO for EDIT Joining SECTION Us Today! SUBTITLE STYLE Bill Leander Chief Strategy Officer Bob Goetzinger Sr. Director BI & Analytics, AtlantiCare

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