The Journey to a Comprehensive Enterprise Information Management & Analytics Strategy

Transcription

1 The Journey to a Comprehensive Enterprise Information Management & Analytics Strategy AMGA Conference Brett Young H Ashtabula County Medical Center Care Delivery System H Euclid Hospital Willoughby Hills Family Health Center Elyria Family Lakewood Hospital Health Center Westlake Family Health Center Lorain and Avon Family Health Centers H H Fairview Hospital Lakewood Family Health Center H Lutheran Hospital Cleveland Clinic Independence Family Health Center H Marymount Hospital Huron Health Center H South Pointe Hospital Beachwood Family Health and Surgery Center Solon Family Health Center H Hillcrest Hospital Strongsville Family Health and Surgery Center Brunswick Family Health Center Wooster Family Health Center Chagrin Falls Family Health Center Twinsburg Family Health Center\ 1

2 5.5 million patient visits 157,000 admissions 202,000 surgical cases Cleveland Clinic 4,450 inpatient beds 75 outpatient locations 42,000 employees 3,000+ physicians and scientists Cleveland Clinic Group Practice Model Physician-led, not for profit enterprise Staff physicians employed & salaried Annual professional reviews/ reappointments No volume incentives Expectation of excellence 2

3 P r o f e ssio n a l C h a r g e P o st in g C o d in g D e n ia ls R V U P r o d u c t io n p e r St a f f F T E A v e r a g e D ir e c t C o st p e r C a se % Denials T e c h n ic a l C h a r g e P o st in g A v e r a g e L e n g t h o f St a y 6/03 7/03 8/03 9/03 10/03 O m b u d s. Q u a l. C o m p la in t s - - A p p o in t m e n t A v a ila b ilit y A p p t. C a lls % A b a n d o n s A p p t. C a lls Sp e e d o f A n sw e r T a r g e t C u r r e n t P e r f o r m a n c e L a st M o n t h 11/03 12/03 1/04 2/04 3/04 4/04 5/04 6/04 7/04 8/04 9/04 10/04 11/04 Visits 10/13/2015 Performance Management Evolution C C F M a in C a m p u s - M e d., S u rg., E y e, P e d s P E R F O R M A N C E IN D IC A T O R S F o r M o n t h E n d in g J u l- 9 8 Service & O p e ra tio n s Denial Database Volume Q u a lity Utilization & P ro d u c tio n A c c e ss % Denials Target Visits Monthly Wheels Monthly Operational Indicators Continuous Improvement Summits Web Based Wheels Daily Dashboard Dashboard Executive Tools and Dashboard Data Warehouse Quarterly Executive Reviews Short Cycle Predictive Analytics DSS Dept DBs EBI PM/EIM CIS Billing ORIS GL SC Information Delivery Environment Before EBI DSS ODS Crystal Excel Previous environment characterized by: Heavy reliance on packaged technology solutions with limited integration Data stores developed and owned by independent departments duplicative and expensive Inefficient and untimely delivery of information Disjointed approach to information access & display (reports, online tools, excel, crystal, etc.) Multiple representations of data with inconsistent definitions no single source of truth Data Sources Data Stores / Applications Information Access / Display 3

4 Current Information Delivery Environment CIS Billing ORIS GL DSS Medops Others Others Others Current environment characterized by: Coordinated approach regarding: Data ETL and storage Data visualization and reporting Data stores developed and owned by independent departments Efficient and timely delivery of information Coordinated representations of data with consistent definitions moving towards a single source of truth SC Data Sources Distributed Enterprise Data Warehouse Consistent Information Access / Display Dashboard Architecture Finance Statistics Patient Access Quality Patient Experience Executive Dashboard High Level Indicator Driven Visual & Intuitive Focused Flexible Finance & Statistics Quality Patient Access Operational Operational Dashboards Dashboards Summary P&L by Entity Financial Metrics Key Statistics Reports Service Line Summary Core Measures Patient Experience Hand Hygiene Outpatient Access Days Wait Appt when wanted Physicians Institute Chair Department Nursing Clinical Operations Patient Support Services 4

5 Executive Quarterly Review Align strategic objectives Common scorecard platform Transparency Best practice sharing Continuous Improvement 5

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8 %tile 10/13/2015 Main Campus Doctor Communication Peer (3) Peer (1) Peer (2) Peer (4) CC 50th Jan - Feb ' %tile 40 Main Campus Overall Rating Peer (3) Peer (1) Peer (2) Peer (4) CC 50th Jan - Feb '13 8

9 Some More Success Stories Short-cycle Quality ICU Operations Blood Utilization Physician Portal Corporate Statistics Enterprise Financials Self Service Data Marts Key Success Factors Partnership between existing Centers of Excellence Executive support Focused deliverables on strategic initiatives Business led Addressed Data, People, Process, and Technology 9

10 No resting on our laurels We Have to Take a New Direction Where do we need to go? Data quality embedded in core processes Information of sufficient quality to support decisions Minimal data latency Transparency Measurable improvement 10

11 Guiding Principles Enterprise perspective Consolidated & distributed svcs Data is an asset Culture change to embrace data governance Clear alignment to enterprise strategy and priorities Linking Strategic Initiatives to Information Management & Analytics Better Value Faster Lower Cost Value Based Care - Care Paths - Care Coordination Risk Models - Population Management - Bundles Cost Repositioning Patient Experience Mergers & Acquisitions We must build a sustainable EIM program aligned to enterprise goals while delivering business value and improvement 22 11

12 Cleveland Clinic 2014/2015 Mission: Provide better care of the sick, investigation into their problems, and further education of those who serve Enterprise Objectives Value-based Care Growth / Business Development Affordable Care Focused Clinical & Academic Program Development Resources & Enabling Infrastructure Common requirements for accurate information delivered to the right people at the right time Development of an enterprise strategy for information management and analytics designed around four key pillars clearly aligns with and will support the enterprise strategic objectives Culture & Organizational Effectiveness Data People Process Technology Enterprise Information Management & Analytics 4 Key Pillars Data People Process Technology Information Management Foundation Organization Fact-Based Decision Making Appropriate Technology Platform Data Governance EIM Informationdriven enterprise Organizational structure & role definitions Center of excellence Distributed Capability Information as an enterprise asset Right information to help inform decision making Integrated toolset and delivery platform Build enterprise capability - not silos of capability 12

13 Enterprise Information Management & Analytics Building a sustainable EIM program while delivering business value and contributing to enterprise goals How do we move forward? Define program building blocks Develop program objective and strategies Determine required capabilities and evaluate against current state to identify gaps Develop initial multi-year program roadmap milestones Translate to 2015 initiatives & metrics Source: Adapted from Gartner Value-based Data Management Strategy DB ETL Data Aggregation (Internal) Data Marts (Internal) MAGIC Data Marts (Internal / External) Data Aggregation (External) Visualization and Self- Services How do we turn data into insight? 13

14 Value-based Data Management Strategy Processes, Disciplines and Practices Allowing Information to be Managed as a Strategic Asset DB ETL Data Aggregation (Internal) Data Aggregation (External) Data Marts (Internal) Data Marts (Internal / External) Visualization and Self- Services Delivering Complete, Accurate, and Trustworthy Data Acquire Discover Catalog Define Manage Consume Data Integration Data Profiling Data Quality Data Integration Business Glossary Master Data Management Metadata Management Source: Adapted from Informatica How Do We Begin? Data Governance The opposite of an enterprise wide perspective isn t a local or independent perspective, but a fractured one. - Thomas Davenport Trustworthy data must be: - Consistently defined - Of sufficient quality - Standardized - Integrated - Accessible We must build a sustainable program that clinicians and leaders trust implicitly with their most important decisions 28 14

15 Enterprise Data Governance What does it mean to our customers? Data Governance helps answer these common questions: Where can I find the information I need? Is the data any good? Does the data mean what we presume it means? Did the data come from a trusted source? What am I allowed to do with this information? Source: Informatica Enterprise Data Governance Program Governance Executive Steering Committee Executive Sponsors CFO, CIO, CMOO, CTO, CQO Broad, open membership Advisory Council Operational Leadership Team Limited membership - core functional owners Work Team 1 Work Team 2 Work Team 3 Work Team 4 15

16 Enterprise Information Management & Analytics Keys to Moving Forward Clear alignment Enterprise perspective Deliver results Customer driven Stewardship Partnerships Data, People, Process & Technology 16