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HIMSS Clinical & Business Intelligence
Community of Practice
December 11, 2014
Welcome
Shelley Price, MS, FHIMSS
C&BI Community Organizer
Director, Payer & Life Sciences, HIMSS
Nancy Devlin
C&BI Community Organizer
Senior Associate, Payer & Life Sciences, HIMSS
Michael Brooks, BS, MBA, CPHIMS
C&BI Community Co-Chair
Specialist Leader, Healthcare Information Management
Deloitte Consulting LLP
Michael Berger, PE
C&BI Community Co-Chair
Vice President, Enterprise Analytics
Geisinger Health System
Agenda • Welcome
• HIMSS C&BI Community Updates / Announcements
• Presentation & Discussion:
“Healthcare Analytics – The Never Ending Journey to Stay Informed” o Donna Kilpatrick, Director, VUMC Finance
o Mary Margaret Burrow, Associate Director, VUMC Finance
• Wrap-Up / Next Steps
C&BI Community Updates / Announcements
C&BI Tools and Resources
http://www.himss.org/library/clinical-
business-intelligence
C&BI Announcements ABSTRACT CALL: JHIM Spring 2015—Impact of Business & Clinical Analytics The Journal of Healthcare Information Management has opened the call for abstracts for its Spring 2015 issue, Impact of Business & Clinical Analytics/Intelligence. JHIM accepts case studies, literature reviews, opinion pieces and analysis for this topic, as well as other areas within health IT. Send a 250-word abstract to Matt Schlossberg, Manager, Publications, HIMSS Media, by Feb. 6, 2015. HIMSS15 Pre-Conference Offerings The 2015 Annual HIMSS Conference & Exhibition will feature 10 pre-conference symposia and two workshops. Register Clinical & Business Intelligence Symposium: Deploying C&BI to Enable the
Future State of Care: Population Health Management Changing Payment Models Symposium: Navigating Payment, Risk and Care
Reform in a Value-Based Accountable Care Environment
C&BI Community
Guest Speakers
Healthcare Analytics
The Never Ending Journey to Stay Informed
December 11, 2014
Donna Kilpatrick
Director, VUMC Finance
Financial Information Systems and Business Intelligence
Mary Margaret Burrows
Associate Director, VUMC Finance
Business Intelligence and Enterprise Dashboards
Agenda
• Key considerations in our journey
• Key strategies utilized
– Architecture
– Data governance and stewardship
– Collaborative teams
– Scalable Solutions for Business Intelligence and Analytics
• Business – specific data marts
• Centralized reporting models
• Enterprise dashboards for data visualization
• Lessons learned
9
Healthcare Landscape
10
• New and shifting government regulations
• Competitive differentiation from implementation of new
technology is diminishing
• Distributed technology is no longer optional
• Increasing focus on understanding and utilizing information to
create competitive edge
– To facilitate optimum outcomes and alignment between care
delivery
– To support optimum operational performance
– To improve reimbursements
– To support mutual interest in patient outcomes across service
providers and payers
• Data intelligence can no longer be an afterthought
About Vanderbilt Medical Center…
11
• Who are we?
– Major referral center for the Mid-South
– 1100+ licensed beds, 52K+ annual surgical volume, almost 2 million
annual ambulatory visits
– Our mission is to advance health & wellness through preeminent
programs in patient care, education, and research
• What is unique to our business intelligence history?
– Share administrative systems and resources with our parent organization
Vanderbilt University (includes BI resources)
– Develop our own software
• What is changing?
– New financial systems
– Reorganized patient care centers
– Instituting new data governance structures and processes
Key Considerations in Our Journey
12
• Establishing the right architecture and framework
• Integrating data governance and stewardship into our daily
work to create consistency in reporting across areas
• Defining our customer groups and developing strategies to
effectively interact with each
• Establishing collaborative team processes
• Promoting utilization – trading the new for the old
VUMC Enterprise Reporting Environment Logical Architecture
Infrastructure
Organization of Resources
Database Support
(Architect, Development,
and Design)
Business Intelligence
Development
Functional Analysis
Project Management
Prioritization
Delivery
Channels
support
Executive User
Workflow User
Business User
Operational User
support
support
supportDatabase Support
(Architect, Development,
and Design)
Business Intelligence
Development
Functional Analysis
Project Management
Database Support
(Architect, Development,
and Design)
Business Intelligence
Development
Functional Analysis
Project Management
Database Support
(Architect, Development,
and Design)
Functional Analysis
Project Management
Prioritization
(Software
development
teams)
PrioritizationPrioritization
Investments managed by
allocation to outcome
Priorities managed within
designated allocation
Squads rationalized to optimized
resource ratio
Delivery methods and support
tuned to user needs
Common infrastructure leveraged
across outcomes
Strategy
Source System
ExtractsCore Reporting Layer
Advanced Analytics/
Dashboard Layer
Level 0-1 Outcomes Level 1-2 Outcomes Level 2-3 Outcomes
Process Control
Dashboard
Level 4 Outcomes
14
Example: Process Control Whiteboard
Improvement Opportunities – Closed Loop Reporting
TOTAL COMPLIANCE
Improved Performance (single unit)
Month 1 Month 3
Month 4 Month 5
Team
Description
BI TEAM –
FINANCE
Team Roles
BI TEAM - IT
BUSINESS END
USERS
ANALYST TEAMS
/ REPORT
WRITERS
• BI Development team
consisting of BI
Developers and DBAs
• Finance team
responsible for BI
layer for financial
systems data
• Business Intelligence
Analysts
• Analyst teams within
VUMC and small
number of
Departmental users
responsible for
creating reports /
advanced analytics
• Business Users
(Departmental
Administrators, Clinic
Manager, etc.) needing
Financial and
Operational data
• Executive leaders
• EDW Strategy
• Database architecture
design
• ETL Development
• Organize design teams
and collaborate with
business owners to
identify requirements
and define metrics
• Analyze data sources
• Document ETL and
reporting requirements
• Key participants in
design teams
responsible for
defining key reporting
metrics
• Develop detailed
reports, dashboards,
etc.
• Key participants in
design teams
responsible for
defining key reporting
metrics
• Refresh standard
reports and utilize
advanced analytic
reporting tools
Collaboration Across Teams
Customers
Business-Specific Data Marts
19
• Revenue Cycle Data Mart
– Stores aggregated revenue cycle metrics
– Institutional definitions of measures for accounts receivables, initial denial
rates, denial resolution rates, and financial class groupings
– Data is used in dashboards, standard and ad-hoc reporting, all supporting
Revenue Cycle management, providing a single source of truth for revenue
cycle reporting
• Patient Care Center Data Mart
– Patient Care Center reorganization and need to measure performance
– Directive that each patient encounter maps to only one PCC group
– Business logic built to assign each inpatient and outpatient encounter to a
single PCC
– Results stored in PCC data mart and made available for various operational
and financial reporting requirements, providing a single source of truth for
PCC definitions
Centralized BI Reporting Model
20
• Migration to new Business Objects Reporting Model
– Migrated from a model of desktop reporting with over 300 individual report
writers to a model utilizing a centralized team for report development and user
support
– Created a central report repository which provides standard reporting templates to
meet the needs of multiple users
– Analyzed over 500 individual user reports and consolidated into a repository of
approximately 35 report templates
– Benefits:
• Single Source of Truth
• Better support for decentralized / smaller departments
• Maintain data integrity / ensures that the “same” report is not submitted by
multiple parties with different results
• Resources can reallocate time previously spent creating reports to other
important activities (data analysis, process improvement, etc.)
Data Visualization – Dashboards
21
• Data is combined from various financial, clinical, and operational
systems (via data marts) and presented in a format that is easily
understood by non-technical executives and managers
• Common components of our dashboard tools include trend graphs,
performance indicators, and comparison charts
– Users can more easily identify issues
– Provides value over text- based reports where issues can often be
hidden
• Primarily utilize SAP Business Objects and Tableau data tools
22
Surgical Operations Dashboard
23
24
25
26
O:E Resource Length of Stay
Dashboard
Data Governance and Stewardship
27
Core Objectives:
Ensure data quality
Build data literacy
Maximize data intelligence for the benefit of the organization
Key Strategies:
Create central point of contact for increasingly complex and expanding data
volumes based upon subject area and/or function
Work within culture while gradually driving awareness and change
Establish routine cross-functional team meetings to work across functional siloes
to facilitate common understanding and reuse of data
Increase the breadth and depth of core reporting provided through a corporate
repository to ensure institutional data definitions and to support a single version
of truth for key measures and to minimize duplication of efforts
Establish data mappings to provide a single version of truth for primary
accountability reporting
Lessons Learned…
28
More is not always better
It is most important to get clear definitions of the questions you need
to answer
Engaging business and technical leaders from across the organization
to participate in collaborative design sessions is essential for
leadership buy-in and support
Effective change management is critical to effectively transition users
to new, more reliable tools for getting the data they need
We are in a continuous learning cycle. It’s a constant and iterative
evolution.
Discussion and Questions
29
• Want to get involved?
Speaker or topic ideas
Key note presenter
Blogger, twitter
Contact Nancy Devlin
• Community Website
www.himss.org/ClinBusIntelCommunity
Wrap-Up
We would like to extend our appreciation to the supporters of the
C&BI Community
Wrap-Up
JOIN US!
• Next meeting: Thursday, January 22, 2015
TBA
Next Steps
FY15 Leadership and Contact Information Chair: Michael Brooks, BS, MBA, CPHIMS Specialist Leader Deloitte Consulting LLP [email protected] Mike Berger, PE VP, Enterprise Analytics Geisinger Health System [email protected] HIMSS Community Organizers: Shelley Price, MS, FHIMSS Nancy Devlin Director, Payer and Life Sciences Sr Assoc., Payer and Life Sciences HIMSS HIMSS [email protected] [email protected]
Thank You
…and have a wonderful holiday season and Happy New Year!
Appendix
J.D. Whitlock, MPH, MBA, CPHIMS* --
Chair Vice-President, Clinical & Business Intelligence
Mercy Health
Cheryl Bowman, CPHIMS Data Manager
University of Wisconsin Hospital and Clinics
Michael Brooks, BS, MBA, CPHIMS,
FHIMSS* Specialist Leader
Deloitte Consulting LLP
Robyn Chatman, CPHIMS, FAAFP, MD,
MPH Physician
Healthbridge
Teresa Gocsik, MS, CRNA, CPHIMS* Director
Aspen Advisors
Michael Kurliand, MS, RN* IS Strategy Consultant
Children's Hospital of Philadelphia
Sharon Lynn Morley, RN/CNS Client Manager
Humedica
Arthur Panov, MPH, CPHIMS* HIT Architect
IBM
Stuart Rabinowitz, MBA, BC Director Federal Markets - Socrata
Socrata
Maxine Rand, DNP (c), MPA, RN-
BC, CPHIMS* Director, Clinical Education, Practice &
Informatics
Kaiser Permanente
Chester H Robson, DO, FAAFP Regional Director of Medical Informatics,
Ambulatory Systems
Adventist Midwest Health
Wolf Stapelfeldt, MD* Chairman, General Anesthesiology
Saint Louis University Medical Center
* Indicates a
returning
committee
member
2014-2015 C&BI Committee Members
C&BI Community of Practice The goal of the C&BI Community is to bring together thought leadership and share knowledge that will support the future success of our members by improving their ability to understand and form partnerships to manage C&BI as a part of doing business and providing accountable and quality care to their members. The Community will support activities that promote peer-to-peer networking, problem solving, solution sharing, and education.
Topics of focus may include:
• Storage and Management of Data and Supporting Technologies
• Knowledge Management to Support Accountable and Quality Care
• Case, Risk & Cost Management
• Best Practices Clinical & Business Analytics
• Clinical Decision Support
• Research Data Warehousing/EDW
• Data Lifecycle Management
C&BI Community of Practice
• Open to all HIMSS members (current membership: approx 6,500 people)
• Will meet virtually 6 times/year
• Agenda for the meetings may include:
• Commencing with a short series of 2-Minute Drills presented various Community members
• Topical discussion with key note presenter
The ‘2-Minute Drill’ is based loosely on the sports analogy, and in this case
is a fast-paced (short in length) presentation on a hot, emerging, or timely topic, news event (e.g. research paper, game-changing market or technology news), or recent and relevant event (e.g., federal public meeting, legislative/federal/judicial news, critical conference or educational event).
2-Minute Drills foster greater peer-to-peer networking, member engagement, problem solving,
solution sharing, and education. If you are interested in presenting any drills, please contact Nancy or Shelley.
C&BI Task Forces Data and Analytics Task Force
CO-CHAIR: Open
CO-CHAIR: Carol Muirhead, MBA | Sr. Informatics Project Specialist | PinnacleHealth
This group creates resources and tools to help providers and provider organizations manage, integrate and
aggregate the necessary information to support robust data and analysis, facilitate effective reporting by
translating data into meaningful knowledge, resulting in improved quality, clinical and financial outcomes.
Meeting times: 3rd Tuesday of the month, 1:00-2:00pm ET
NEW! Population Health-Accountable Care Task Force
CO-CHAIR: William Beach, PhD | Regional Director for Regulatory Readiness, Northern Region | St. Joseph
Health System
CO-CHAIR: Jennifer Jackson | Senior Director, IT Population Health Data Solutions | Banner Health
This group creates resources and tools to help healthcare organizations (providers, hospitals, integrated
delivery networks, health plans and other stakeholders) use C&BI to execute population health management
initiatives. These resources and tools to help these organizations achieve the industry transition from
volume to value based population-based healthcare, particularly through delivery models such as
Accountable Care Organizations.
Meeting times: 3rd Wednesday of the month, 2:00-3:00pm ET
