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Using Analytics to
Engage Physicians in
Delivering on the
“Value Model”
The Business Intelligence and Analytics
for Healthcare Conference
San Diego, CA
July 2011
Page 2
An Introduction to Dean
Page 3
DHS, Inc.
Physician Shareholders
The Dean Foundation for
Health, Research and
Education, Inc.
Dean Health Systems, Inc.
SSM Health Care
Corporation
Ten Twenty-Five
Regent Street, Ltd.Dean Retail
Services, Inc.Dean Health Insurance, Inc.
Wingra Building
Group
Janesville Riverview
Clinic Building
Partnership
Dean Health
Plan, Inc.
DeanCare
Insurance
Agency, Inc.
Wisconsin Integrated
Information Technology
and Telemedicine
System, LLC
St. Marys Dean
Ventures,
Incorporated
SSM Health Care
of Wisconsin, Inc.
Dean holds a minor interest in the following entities:
Stratum Med, Inc.
Velocity.com, Inc.
Navitus Health
Solutions, LLC
DEAN HEALTH SYSTEMS, INC.
Dean Health
Holdings, LLC
Dean Health
Service
Company, LLC
Page 4
An Introduction to Dean: We’re focusing on Value
• Dean Health Systems, Inc. (“DHS”) is one of the largest integrated healthcare systems in the Midwest
– 2010 revenue of $1.25 billion
• Multi-specialty physician group practice– 475 physicians providing over 1.5 million ambulatory visits per year
– Network of more than 60 locations
– Strategic partnership with SSM Health Care (“SSM”) – began in 1912
– Estimated 30% service area market share by physician services
• Health insurance provider (“DHI”) and PBM (“Navitus”)– Provides healthcare coverage to approximately 300,000 members
– Estimated 20% service area market share by enrollees
– Largest HMO in Wisconsin
• Our Vision:
• “Let the rest of our industry focus on Volume. We’re focusing on Value.”
Page 5
The Value Model
Quality
EfficiencyService
Value
Page 6
98%
2%
95%
5%
60%
20%
15%
10%
10%
40%
20%
20%
15%
10%
10%
0%
20%
40%
60%
80%
100%
2009 2010
Option A
2010
Option B
Future?
Efficiency
Quality
Service
Panel Size
Value
IncentiveRVUs
Salary
100%
Total
100%
Total
115%
Total
115%
Total
The Value Model:
Aligning the Incentives
Page 7
The Value ModelUsing Analytics to Deliver
• The difference between reporting and analytics
– They don’t stand alone, they work together
• How to move beyond reporting to analytics to drive change
– Telling a story with information
– Identifying the “why” behind the “what” and learning which “how” works
– Learning to lead with the question, not the required data elements
• This is not a research project, it’s patient care
– P values help to “sell the story”
– The patient is the important element
Page 8
The Value Model:Delivering on Quality through AnalyticsWhere we stand in WI: WCHQ State Rankings 2009
Page 9
The Value Model:Delivering on Quality through Analytics
Page 10
The Value Model:Delivering on Quality through Analytics
Page 11
The Value Model:Delivering on Service through Analytics
Page 12
The Value Model:Delivering on Service through Analytics
Correlation of Overall Provider Rating to
R2 = 0.70
40%
60%
80%
100%
40% 60% 80% 100%
% of patients indicating the provider always explains
things in an easy to understand manner
Ove
rall
Pro
vid
er R
atin
g
(% r
atin
g pr
ovid
er a
9 o
r 10
)
Physician's Ability to Explain Things
Correlation of Overall Provider Rating to
R2 = 0.80
40%
60%
80%
100%
40% 60% 80% 100%
% of patients indicating the provider always
provides easy to understand instructionsO
vera
ll P
rovid
er
Rati
ng
(% r
atin
g p
rovid
er
a 9
or
10)
Physician's Ability to Provide Instructions
Page 13
The Value Model:Delivering on Service through Analytics
Average Improvement in Overall Provider Rating (Shadowed vs. non-Shadowed, variable baseline to Dec '10)
5.7%
0.7%
0%
1%
2%
3%
4%
5%
6%
7%
% Im
pro
ve
me
nt
fro
m B
as
elin
e
Shadowed
Non-Shadowed
Page 14
The Value Model:Delivering on Efficiency through Analytics
Page 15
The Value Model:Delivering on Efficiency through Analytics
Site/Department % reduction from
2/7
Dept % of weekly total
(08/29)
Trend line
Riverview IM -81% 16%
West IM -75% 29%
East IM -93% 6%
Stoughton FM -86% 7%
Page 16
The Value Model:
Delivering on Efficiency through Analytics
Prescription Rates for 90-Day Fillsbased on data from November, 2010 through April, 2011
25.1%
31.6%
29.4%
34.5%
0%
10%
20%
30%
40%
50%
Nov
10
Dec
10
Jan
11
Feb
11
Mar
11
Apr
11
May
11
Jun
11
Jul
11
Aug
11
Sep
11
Oct
11
Time Period Ending
Cumulative Rate Monthly Rate
Cumulative Rate (projected) Monthly Rate (projected)
Page 17
The Value Model:You can’t manage what you don’t measure
• The journey
– Cross tabs to visual management
– Single metrics to suite of measurement
– Use of statistical evaluation not just change
– Alignment with corporate goals
– Finding the balance
• The future
– Continued enhancement of analytics
• Predictive modeling
• Incorporation of utilization, service, and quality into comprehensive
value model evaluation
– Information is crucial to achieving Value
Page 18
Questions and
Discussion
Page 19
Contact Information
Jennifer Close, MS
Vice President of Operations
Office of Medical Affairs
Dean Clinic
608.250.1266
