Overcoming Challenges in Creating Self-Service Analytics

Transcription

1 Overcoming Challenges in Creating Self-Service Analytics Session 114, February 13, 2019 Chris Hutchins, Associate Vice President, Healthcare Analytics, Northwell Health James Kouba, Director, Healthcare Solutions, Perficient 1

2 Conflict of Interest Chris Hutchins & James Kouba Have no real or apparent conflicts of interest to report. 2

3 Agenda Today s Objectives Situation Context Align and Deliver Techniques: How Did it Really Happen? Strategy Roadmap Incremental delivery Follow-through Summary Questions Review Q&A 3

4 Learning Objectives Identify key techniques to build partnerships and establish a strong team approach between business and IT across the organization Compare best practices for providers wanting to build self-service analytics programs Explain the importance of establishing a clinical enterprise data warehouse to form a single view of truth to enable Medicaid payment reform program participation 4

5 Presentation Objectives Discover how Northwell Health used participation in New York State s Medicaid reform program to drive the development of a self-service analytics infrastructure Learn key techniques to develop close collaboration and partnership with business decision makers in order to match information delivery capabilities with the organization s key business initiatives 5

6 About Northwell Health 2M+ Patients treated annually $11B Annual operating budget #1 Largest private employer in New York Over 4.3 million patient encounters More than 61,000 employees More than 40,000 births 286,000+ hospital discharges 816,000+ emergency visits 732,000+ home health visits 184,000+ ambulatory surgeries 106,000+ ambulance transports 2,100 research studies 5,000 participants 1,500 research staff 6

7 Service Area - 8+ million people Nation s 14 th -largest healthcare system 7

8 The Mission "The goal of Northwell Health is a simple one that has been the same since its inception be better tomorrow than we are today." Michael Dowling, President and CEO, Northwell Health Mission to Serve & Raise the Standard of Healthcare Improving community health Providing the highest-quality clinical care Educating health care professional Advancing medicine through bio-medical research Promoting health education Caring for the entire community regardless of the ability to pay 8

9 Supporting the Mission Strategy Strategic Goal: Enable Northwell to identify innovative approaches to reform care delivery 9

10 Taking Action Strategy Tactics Business Tactic: Enable Northwell s care reform goal through participation in the Delivery System Reform Incentive Payment (DSRIP) program 10

11 The DSRIP Program New York State s main mechanism to implement the Medicaid Redesign Team (MRT) Waiver Amendment Purpose: Fundamentally restructure the health care delivery system Goal: Reduce avoidable hospital use by 25% over 5 years Reinvest in Medicaid program; up to $6.42 billion dollars are allocated Payouts based upon achieving predefined results in: System transformation Clinical management Population health 11

12 IT Has Work to Do Strategy Tactics Projects To participate in DSRIP, Northwell needed to develop specific tools, processes, education, and measures in order to improve care and begin restructuring the health care delivery system. Establish a single integrated view of Northwell s clinical, claims and financial data Create a self-service analytics platform and program to deliver information and measures 12

13 The Payoff Strategy Tactics Projects Value Vast store of integrated information coupled with serf-serve analytics Discovery and analysis across clinical, financial and operational functions Engaged clinical, financial, and operational stakeholders Identification of care reform opportunities 13

14 And Now for the Rest of the Story The real order of events were not as straightforward An orderly waterfall - not the method that works for most organizations Organizations have many challenges: Multiple initiatives Diverse/multi-faceted organization Competing priorities Legacy solutions 14

15 How Did it Happen? Let s look at the techniques Northwell used to achieve value 15

16 Getting Started Developed a three-part strategy to begin to addressing organizational needs 1. Worked with executive leaders to identify organizational priorities Informed development of an enterprise roadmap for data integration 2. Established an enterprise platform to support self-service Enabled verticals to accelerate learning and deepen capabilities 3. Organized and co-located technical and clinical staff to bolster clinical reporting Established exceptionally deep technical and data management skills 16

17 Discovery Vision and Business Capabilities Recognize current pain points and underlying root causes Technical Capabilities Develop future-state data and analytics reference architecture Operating Model Identify improvements to support the planned implementation 17

18 Balancing Priorities Scored each capability against 6 dimensions Strategic Value Return on Investment (ROI) # of Stakeholder Requests Business Readiness Data Readiness (Phase 1 coverage) Complexity (Integration) Reviewed and agreed upon High Priority capabilities Developed a Cohesive 24-Month Delivery Roadmap Business capabilities Technical capabilities Governance DevOps 18

19 Northwell s 24-Month Roadmap 19

20 Enterprise Data Warehouse HIE Allergy Claims Pharma Single view of Patients on one platform Targeted Data Marts to enable Self-service analytics Social EDW Enterprise Data Warehouse EHR Streamlined data movement and processing Clinical Data Labs Meds HbA1c Scalable Framework Real-Time Operational Dashboards 20

21 Enabled Business Units Health Solutions Patient Experience Krasnoff Quality Management Institute Physician Partners Feinstein Institute Marketing Finance Zucker School of Medicine Strategy Corporate Operations Emergency Services 21

22 Providing High Availability 35K monthly views Over 300 Active Reports Over 400 active dashboards Serving over 800 monthly consumers Over 300 tickets and requests monthly ~ 4.7 Billion daily update in less than 4 hours 22

23 Healthcare Analytics Organization Clinical Data Strategy Physician led team guides clinical content development Database Administration Database & Server Support System Administration Data Management Transformation Staging Normalization Support Reporting Reports Dashboards Support Data Integrity & Governance Acquisition Business Analysis Data Profiling Business Definitions Access Policies Analytic Resource Center Analytics Portal Solutions Design Consulting Process Improvement Application Support 23

24 Delivery and Follow Through Pre-release Engagement with Key Business Consumers Communicate (and sell) upcoming capabilities Review data and analytics pre-release Soft release of data (encourage exploration) Release and Roll-out Educate/train consumers Announce and deliver Be ready to handle questions/issues Critical Review Value Realized Post Data & Analytics Delivery What is working well, as expected What is not working or did not meet expectations Document business value achieved and/or supported 24

25 Patient Experience Likely To Recommend 25

26 Pending Appointments Gaps In Care 26

27 Provider Scorecard 27

28 Why it Worked Formed partnership Educated stakeholders Mentored team members Drove buy-in and adoption across the organization Developed trust in the data early Provided iterative value 28

29 Recap 1. Engage with business leadership during strategic planning 2. Educate cross-functional leaders on the value and approach 3. Develop a solid partnership between business intelligence work and the key business initiatives to be supported 4. Establish trust in the process and the data provided Maintain frequent interaction throughout development and delivery Deliver quickly with smaller increments of value Adapt the process and tactics as the business evolves 29

30 Summary Main Focal Points for Partnering: Align strategic objectives Align tactical milestones Agree on IT/BI prioritization, planning and delivery processes Bi-directional communications on an established cadence Value realization achievement review post IT/BI delivery 30

31 Preview of CE Questions Where does Northwell Health rank in terms of largest healthcare systems in the U.S.? a) 10 th b) 14 th c) 24 th d) 30 th What is the most important success criteria in analytics? a) Business value b) Fast infrastructure c) Multi-color visualizations d) State-of-the-art technology Northwell Health used an enterprise data warehouse to feed its self-service analytics and drive business value. True or False? 31

32 Correct Answers Where does Northwell Health rank in terms of largest healthcare systems in the U.S.? b) - 14 th Largest Healthcare System in the U.S. What is the most important success criteria in analytics? a) Business value Fast infrastructure Multi-color visualizations State-of-the-art technology Northwell Health used an enterprise data warehouse to feed their self-service analytics and drive business value? True 32

33 Questions Chris Hutchins LinkedIn: James Kouba LinkedIn: Please remember to complete the online session evaluation 33