www.HIMSSConference.org #PrecisionHIT

FEBRUARY 11, 2019ORLANDO, FL

Synchronizing Precision Medicine

Operations Across Two National

Community Health Systems

WE’LL REVIEW

1. A Short History• The Precision Medicine Alliance (PMA)

2. What We Care About• Operational Philosophies and Theory Application

3. How We Work• Operational Structure

AGENDA

4. What We Know… Now• 3 Operations Lessons

• 3 Implementation Lessons

5. Why This Works &

What’s Next

My Goal for this short talk is: To convey

how we operate the PMA, why we operate

that way, and what’s on the radar next.

A SHORT HISTORY

• The PMA was the 1st ‘Point of Integration’ for Catholic Health Initiatives (CHI) and Dignity Health• Now CommonSpirit Health www.advancinghealthcaretogether.org

• We began with oncology, partnering with Syapse to provide the Precision Oncology Platform• Now introducing programs in cardiovascular, neonatal, undiagnosed, and pharmacogenomics

(med management)

• We are significantly partnered• CHI, Dignity Health, Baylor Genetics, Syapse, Addario Foundation…

• To become philosophies we use:• Finding Common Ground

• Keeping Our Eye on the Ball

• Hiding the Mechanics

• Being Wary of Process Complexity

• Situational Awareness

• Being “Of Service”

WHAT WE CARE ABOUTOPERATIONAL PHILOSOPHIES

• Philosophies come from:• Emotional Intelligence (Travis Bradbury)

• The Cynefin Framework (Dave Snowden)

• Givers and Takers (Adam Grant)

• Simplification (Ron Ashkenas)

• Our own internal discussions

It’s about Innovation, Not Control

WHAT WE CARE ABOUTAPPLICATION OF OPERATIONAL THEORY

• 5 Key Operations Management Concepts1. Is a core management function

2. Is a 3-tiered hierarchy

3. Transforms inputs to outputs

4. Consists of 4 parts

5. Consists of 9 focus areas

Corporate

Marketing Operations Finance

Strategic

Tactical

Plan and Control

Inputs Transform Outputs

TechProject

AcctPerson

nel

OM

Utilization ForecastingRisk

ReductionQuality Efficiency

Customer Response

Project

Consistency

Scheduling

Productivity

Mgmt

Technical

Staff

Capacity

1.

3.2.

4.

5.

HOW WE WORKINTERNALLY

• We:• Develop simple tools that remain simple

• Train the staff in operations

• Define our roles as structural or content-based

• Rely on Objectives and Key Results

No Stagnant Processes

• Using These Tools (Activators):• Plays, Playbook, and Game Plans

• Templates, Salesforce, Smartsheet

• Objectives and Key Results

• Data Analytics

• Pipelines and Roadmaps

HOW WE WORKEXTERNALLY

• We:• Activate our philosophies

• Finding Common Ground

• People before Process

• Situational Awareness

• Being “Of Service”

• Ask for help and commitment

• Work with stakeholders, not for or ‘to’

• Communicate in any way that resonates

• Using These Tools (Activators):• Playbook

• Game Plans

• Templates, Salesforce, Smartsheet

• Data Analytics

• Pipelines and Roadmaps

WHAT WE KNOW… NOWOPERATIONAL “LESSONS LEARNED”

1. Strong Philosophy is Key

• Establishes corporate culture

2. Changeable Structure is Key

• Running Complex Projects Requires Changeable Processes

3. Customer Engagement is Key

• Need to work “with”; Being “of service”; Competency/Trust

WHAT WE KNOW… NOWIMPLEMENTATION “LESSONS LEARNED”

1. Data Sharing Across Health Systems is Core Functionality

• The challenges:

• Requires extreme care to protect confidential information (deidentification)

• Significant legal, privacy, security expertise required (significant time req’d)

• Repositories & Data Stores must be protected, monitored (where’s the data?)

• Acquisition requires technical and analytical expertise

WHAT WE KNOW… NOW“LESSONS LEARNED”

2. Data Completeness Provides the Full Treatment Picture

• The challenges:

• Data is not central; found across data stores in varying formats (time req’d)

• Data ‘ownership’ is a concern (requiring agreements to be in place)

• Data ‘entry’ into source systems is inconsistent (notes vs. discrete fields)

• Manual abstraction is required

WHAT WE KNOW… NOW“LESSONS LEARNED”

3. Real World Evidence is ‘Emerging’

• The challenges:

• Requires new data sources (i.e. tighter integration with clinical trials)

• Requires significant analytics

• Relies on exceptional data sharing and data completeness capabilities

• Needs new data stores (?)

WHY THIS WORKS• We believe this solidifies the team and team culture into a cohesive unit

• We believe this provides a balance of structure and flexibility

• We believe this allows us to work competently with customers and

stakeholders

WHAT’S NEXTOPERATIONAL EXCELLENCE

• Premise:

• We have a good operational philosophy and structure in place.

• Questions:

• How do we capitalize on that?

• How do we continue to improve?

• How do we create visible value?

• We will:• Define operational excellence for the PMA

• Improve methods

• Define value creation - Activate

• Analyze and Act

www.HIMSSConference.org #PrecisionHIT

Brent Ohman, MBA, PMP

Precision Medicine Alliance, LLC