Presentation and Video Replay List
Former Administrator, CMS; Founding CEO, IHI
Don Berwick is the United States’ leading advocate for high-quality healthcare. In December 2011, he stepped down as the Administrator of the Centers for Medicare and Medicaid Services. For 22 years prior to that, he was the founding CEO of the Institute for Healthcare Improvement, a nonprofit dedicated to improving healthcare around the world. A pediatrician by background, he has also served on the faculties of the Harvard Medical School and and the Harvard School of Public Health. Don Berwick sees tremendous unrealized potential in American medicine. Despite our outstanding knowledge base, expert practitioners, and world-class equipment, too many Americans do not have access to safe, high-quality care. Dr. Berwick presents a vision of how, through continual improvement, innovations in healthcare delivery, stronger leadership, and smarter policy, America can forge a system that satisfies our patients, achieves better outcomes, respects our limited resources, and honors our moral imperative to care for the disadvantaged. His focus on improving quality has gained him a reputation as a powerful motivator who can encourage institutions and individuals to do their work better. Let’s make “best” the new norm. In 2005, he was appointed “Honorary Knight Commander of the British Empire” by Her Majesty, Queen Elizabeth II, in recognition of his work with the British National Health Service. He is the recipient of many awards, including the Ernest A. Codman Award, the American Hospital Association’s Award of Honor, the Heinz award for Public Policy and the Institute of Medicine’s Gustav O. Lien hard Award. He has been named as a Fellow of the Royal College of Physicians (London) and a Fellow of the Royal College of General Practice. His over 160 articles have appeared in professional journals on such topics as healthcare policy and healthcare quality management. His books include Promising Healthcare: How We Can Rescue Health Care by Improving It, Curing Health Care, and New Rules: Regulation, Markets and the Quality of American Health Care.
President and Chief Executive Officer, Partners HealthCare System, Inc.
Associate Professor of Surgery, Harvard Medical SchoolSenior Surgeon (Surgical Service), Massachusetts General Hospital Dr. David Torchiana is the President and Chief Executive Officer of Partners HealthCare, an integrated not-for-profit academic health system founded by Brigham and Women’s Hospital (BWH) and Massachusetts General Hospital (MGH) in 1994. In addition to its two academic medical centers, Partners includes McLean Hospital, the Spaulding Rehabilitation Network of post-acute institutional and home care services, six community hospitals, Neighborhood Health Plan (a non-profit health insurance company), and a community physician network. MGH and BWH are the largest hospital recipients of National Institutes of Health funding in the nation and in aggregate Partners total research budget is $1.4 billion. In the field of education, Partners is a principal teaching affiliate of Harvard Medical School and offers one of the most comprehensive and competitive medical educational programs in the country, with more than 200 residency and fellowship programs. Partners also includes the Institute of Health Professions, a graduate school that is a subsidiary of MGH with 1,200 students in nursing and other allied-health professions. Dr. Torchiana graduated from Yale College in 1976, was a Churchill scholar at Cambridge University in 1977, and graduated from Harvard Medical School in 1981. He completed residencies in general surgery and cardiothoracic surgery at the MGH before joining the Department of Surgery in 1989. Dr. Torchiana became Chief of Cardiac Surgery at MGH in 1998 and Chairman and CEO of the Massachusetts General Physicians Organization in 2003. His principal career interest has been to make healthcare better and more cost effective. He was appointed as President and CEO of Partners HealthCare in March 2015.
Former New Jersey Attorney General, Senior Fellow at NYU School of Law
, Vice President of Criminal Justice, Laura and John Arnold Foundation Anne Milgram's work centers on reforming the criminal justice system through smart data, analytics, and technology. As part of this work, Milgram has led the creation, development and national implementation of a new pretrial risk assessment tool. The tool assists judges and prosecutors in determining which criminal defendants should be detained prior to trial and which can be safely released. Since adopting the risk tool in July 2013, the State of Kentucky has seen a drop in new criminal arrests for defendants released before trial. In Charlotte, North Carolina, the jail population has declined by 20% since July 2014. The risk tool has been implemented in twenty-nine jurisdictions nationwide and will soon be launched more broadly. Prior to joining the Foundation, Milgram served as New Jersey’s Attorney General, where she led the 9,000‐person Department of Law & Public Safety. Milgram was New Jersey’s chief law enforcement officer. In that capacity, she directed the State Division of Criminal Justice and had oversight responsibility for the prosecutors and nearly 30,000 local law enforcement officers statewide. Milgram spearheaded investigations into street gangs, violent crime, public corruption, securities fraud and organized crime. She implemented a statewide initiative to improve public safety and reduce violent crime through crime prevention, law enforcement, and re-entry. Milgram also oversaw, and reformed, the Camden Police Department. Milgram began her career as an Assistant District Attorney in the Manhattan District Attorney’s Office. She then served as a federal prosecutor in the United States Department of Justice, where she was the Special Litigation Counsel for the prosecution of human trafficking crimes. In that role, Milgram partnered with United States Attorney’s Offices in the Eastern District of New York, New Jersey and New Hampshire to prosecute some of the first sex trafficking and forced labor cases under a new federal anti-trafficking law, the Trafficking Victims Protection Act of 2000. Milgram was awarded the U.S. Department of Justice Special Commendation for Outstanding Service and the U.S. Department of Justice Director’s Award for her work.
Senior Vice President, West Region and President, Abbott Northwestern Hospital, Allina Health
Ben Bache-Wiig, MD, is senior vice president – West Region, which includesAbbott Northwestern Hospital, Abbott Northwestern - WestHealth, District One Hospital and New Ulm Medical Center. He is also the president of Abbott Northwestern Hospital. Prior to that, he served as vice president of Medical Affairs at Abbott Northwestern Hospital from 2009 to 2011. Dr. Bache-Wiig was part of the North Clinic for 20 years as medical director, physician president and partner. He served as the clinic’s lead physician on a project to improve preventative services and helped to develop three significant community-based health initiatives, including a coronary heart disease prevention project, a diabetes prevention project and a nurse-based anti-coagulation clinic. Dr. Bache-Wiig also developed and led educational workshops for diabetes patients to learn about diabetes care and share information and experiences in managing diabetes. He served as the chief of the Medicine Department at North Memorial Healthcare, on the board of directors for North Memorial and, for 10 years, on the Medica Board of Directors. Dr. Bache-Wiig has been recognized several times by Minneapolis/St. Paul Magazine as one of the area’s top physicians. He completed his undergraduate studies at Michigan State University, went to medical school at the University of Wisconsin – Madison and completed a residency in internal medicine at the University of Minnesota – Minneapolis.
Cardiologist, Medical Director, Minneapolis Heart Institute for Healthcare Delivery Innovation
Dr. Strauss graduated with AOA honors from Dartmouth Medical School, where he also received a Masters of Public Health degree through Dartmouth’s Institute for Health Policy and Clinical Practice. Prior to medical school, he graduated Summa cum Laude from Bowdoin College and worked as a strategic consultant for Bain & Company in Boston. Dr. Strauss completed his internal medicine residency at Abbott Northwestern Hospital and served as Chief Resident in 2008. He completed his Cardiovascular Disease Fellowship at the University of Minnesota. Dr. Strauss has a strong interest in cardiovascular quality and outcomes and currently serves as Medical Director of the Minneapolis Heart Institute Center for Healthcare Delivery Innovation (MHI-HDI). He has been elected to serve on the Minneapolis Heart Institute Executive Committee and is actively involved in the AIM (Allina Integrated Medical) Network, serving as vice chair of the Finance and Payer Contracting committee. Dr. Strauss’ clinical work includes focus areas of both transthoracic and transesophageal echocardiography, nuclear imaging, and general cardiology.
Best Selling Author and Founder of Predictive Analytics World
Making PREDICTIVE ANALYTICS Understandable and Captivating The president of Prediction Impact, Inc., author of the acclaimed book, Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die, Executive Editor of the Predictive Analytics Times, and the founder of Predictive Analytics World and Text Analytics World, Eric Siegel is an expert in predictive analytics and data mining and a former computer science professor at Columbia University, where he won the engineering school's award for teaching, including graduate-level courses in machine learning and intelligent systems - the academic terms for predictive analytics. After Columbia, Dr. Siegel co-founded two software companies for customer profiling and data mining, and then started Prediction Impact in 2003, providing predictive analytics services and training to mid-tier through Fortune 100 companies. Dr. Siegel is the instructor of the acclaimed online training program, Predictive Analytics Applied. He has published over 20 papers and articles in data mining research and computer science education and has served on 10 conference program committees.
Senior Vice President and CIO, Geisinger Health System
John brings more than 25 years of Healthcare experienced to Geisinger Health System. He is the newly appointed Senior Vice President and Chief Information Officer for Geisinger Health System responsible for I.T. strategy, growth as well as Geisinger’s advanced analytics platforms, including two Big Data platforms to support the Integrated Delivery Network. In addition John is responsible for the regional health information exchange, KeyHIE, which currently connects organizations throughout Pennsylvania. John has been involved with the Care Connectivity Consortium, a group of healthcare providers which consists of Geisinger, Intermountain Healthcare, Kaiser Permanente and Mayo Clinic who are developing tools to support the Nationwide Health Information Exchange. Prior to joining Geisinger, John was VP/CIO for Good Shepherd Rehab Network located in Allentown, Pa. While at Good Shepherd he had the technology responsibility for Good Shepherd Penn Partners, a post-acute hospital and ambulatory clinic network through a joint venture with the University of Pennsylvania Health System located in downtown Philadelphia. He is a member of the College of Health Information Management Executives (CHIME), Health Information Management System Society (HIMSS), and American Telemedicine Association (ATA), as well as serving on the Central Pennsylvania HIMSS Chapter Board, KINBER Board, which provides fiber optic connectivity throughout the Commonwealth of Pennsylvania.
FACHE, MBA, President, New Ulm Medical Center
Toby Freier is President of New Ulm Medical Center and VP of the West Region Community Hospitals of Allina Health. He is married with three young children. Toby has 13 years of rural healthcare executive experience, is a Fellow of the American College of Healthcare Executives, and has been a frequent speaker across the nation on rural health transformation. During his time as President, NUMC has been received the AHA Nova Award, Minnesota Hospital Association Innovation of the Year and Community Health improvement award, five time Top 100 Critical Access Hospital Award by iVantage, and numerous recognitions for quality and patient experience. NUMC, a part of Allina Health is a fully integrated rural delivery system and national leader in population health due to the Heart of New Ulm project. Within New Ulm, Toby has contributed as a leader with Rotary International, Chamber of Commerce, Park and Recreation Commission, Legacy Dads and Grace Community Church.
Director, Intermountain Urological Institute, Intermountain Healthcare - Top Rated HAS 15 Speaker
, Clinical Professor of Surgery, University of Utah School of Medicine Jay Bishoff is the Director of the Intermountain Urological Institute and Director of Robotics. He is a Johns Hopkins fellowship trained surgeon using best practice guidelines, his measured experience, and the least invasive means possible to serve urology patients and their families. The training he has received over the past eight years at Intermountain Healthcare has ignited within him a passion for quality improvement and has given him a skill set to develop programs that improve patient outcomes, while significantly reducing the cost of healthcare.
Chief Strategic Information Officer, Geisinger Health System
ALISTAIR ERSKINE, MD is Chief Strategic Information Officer at the Geisinger Health System. He is responsible for sequencing future and innovative technologies at Geisinger and for harmonizing data across the clinical care, research and health plan enterprise. Dr. Erskine heads the Division of Applied Research and Clinical Informatics (DARCI) with goals to activate patients in a manner congruent with emerging patient consumerism, engage staff in the design and configuration of Geisinger Information Systems and evolve Geisinger's facilities to take advantage of ultramodern technologies. Dr. Erskine serves as architect to Geisinger's Unified Data Strategy, ensuring that the data collected as a by-product of clinical, operational and research investigation are accessible for appropriate secondary use and new discovery. Prior to Geisinger, Dr. Erskine was appointed Associate Dean of Medical Informatics at Virginia Commonwealth University and was member of the Board for the 650-physician Medical College of Physician practice plan. Dr. Erskine conceived of and developed the Office of Clinical Transformation organization, which moved a 1,000-bed academic medical center from a paper to electronic-based health record system. He was appointed to the Virginia Governor's Health Information Technology Commission by Executive Order and was a voting member of the Health Information Technology Standards Committee. His informatics team received the coveted $20M Clinical and Translational Science Award (CTSA) as the Center of Biomedical Informatics. He publishes on the topic of clinical transformation in peer-reviewed literature. Dr. Erskine spent two years in Doha, Qatar in the Middle East as Chief of Health Informatics at Sidra Medical and Research Center and chaired the Information System committee of Qatar's Academic Health System. The role in Qatar involved designing a model commercial EHR from the ground up, without legacy systems or technologies. Dr. Erskine trained at Brown University and Virginia Commonwealth University Health System and was double Board-Certified in Internal Medicine and Pediatrics. He has been practicing hospital medicine for 14 years. He joined Geisinger Health System in September 2013 as Chief Clinical Informatics Officer. He is now Board Certified in Clinical Informatics and continues to teach residents and care for patients with the Geisinger Medical Center hospitalist service. He holds double appointments with Weill Cornell Medical College in the departments of Internal Medicine and Pediatrics.
Executive Vice President, Health Catalyst
Dale has been involved in complex data fusion and high risk decision support for over 30 years, starting as a Command, Control, Communications, and Intelligence (C3I) officer in the US Air Force, supporting nuclear warfare operations for the Strategic Air Command. He served as a member of SAC's emergency airborne command post, the Looking Glass. His team provided C3I support for the Reagan-Gorbachev Summits in the 1980s. In 1988, he found a backdoor into the President's Joint Chiefs of Staff Alerting Network (JCSAN) and, to prove that it could be done, hacked into that system from a public pay phone in a bar. Following the Air Force, he went to work for TRW, in the space and defense sector. He specialized in the decision support of nuclear weapons surety-- the combined fields of security and safety. His team developed the world's largest data warehouse at the time, which supported nuclear weapons management. He developed a design pattern for data warehouses called "late binding" also now known as "schema on read." His team was engaged by the National Security Agency to conduct threat assessments on the US nuclear command system, from the President to the warhead. He designed a computer-aided decision support system for the President and National Command Authorities to aid them during the warning phase of a nuclear attack, particularly the elimination of false positives and negatives. This project led to his interest in computer-aided decisions in healthcare. Since then, he has become recognized as a leader in healthcare analytics and decision support. He served as the Chief Architect of Enterprise Data Warehousing and Director of Medical Informatics at Intermountain Healthcare. From there, he went on to academic medicine as CIO at Northwestern University and, from there, into public health as the CIO for the national health system of the Cayman Islands. He currently serves as the leader of Product Development at Health Catalyst, headquartered in Salt Lake City.
Chief Analytics Officer, University of Utah Health Care
Charlton is the Chief Analytics Officer for the University of Utah Hospitals and Clinics in Salt Lake City, UT where he directs the analytics efforts of the organization. In this capacity, Charlton works collaboratively with hospital administration and health sciences leadership in support of various initiatives driving increased value and alignment. He and his team work closely with clinical, operational, and financial leaders throughout the organization providing analytic support. Charlton is focused on actionable analytics that create transparency around the actual cost of patient care and corresponding outcomes and quality measures. He has played a lead role in the organizations Value Driven Outcomes (VDO) initiative which has been featured recently in the New York Times and on NBC Nightly News. Charlton’s health care experience prior to joining the University of Utah Hospitals and Clinics team includes managing urgent care centers in Phoenix, Arizona as well as Business Intelligence with UnitedHealth Group. Charlton received his MBA and Master of Health Sector Management degrees from Arizona State University, and a BS in Information Systems from the University of Utah.
Co-Founder and Executive Vice President, Health Catalyst
Mr. Burton is a co-founder and Executive Vice President of Health Catalyst. His leadership and decades of experience in business intelligence, analytics, and process improvement have helped many care delivery systems significantly improve clinical, operational, and financial outcomes. Mr. Burton was a member of the team that led Intermountain Healthcare's nationally recognized improvements in quality of care delivery and reductions in cost. He has taught courses on the Toyota Production System, Agile Software Development, value-based care, and data system design at various institutes including Intermountain Healthcare’s Institute for Health Care Delivery Research and Stanford's Clinical Effectiveness Leadership Training. He has also given presentations at the Healthcare Analytics Summit and HIMSS. Mr. Burton holds an MBA and a BS in Computer Science from BYU.
Lead Systems Analyst, Cleveland Clinic
Andy is the Lead Systems analyst in the Clinical Solutions Center at Cleveland Clinic with responsibility for mentoring and leading staff in the further development of robust clinical solutions. Andy has been at the Cleveland Clinic since 2010. Andy's current focus is on enhancing the core EMR in new and innovative ways to produce tangible outcomes for our end users. Prior to that he worked for an EMR vendor based in Nashville, TN and another EMR vendor based in Madison, WI.
Best-Selling Author of Rookie Smarts
Liz Wiseman teaches leadership to executives and emerging leaders around the world. She is the President of The Wiseman Group, a leadership research and development firm headquartered in Silicon Valley. Some of her recent clients include: Apple, Disney, eBay/PayPal, Facebook, GAP, Google, Microsoft, Nike, Roche, Salesforce.com, and Twitter. Liz has been listed on the biennial Thinkers50 ranking for 2013 and 2015, and named as one of the top 10 leadership thinkers in the world. She is the author of three best-selling books: Rookie Smarts: Why Learning Beats Knowing in the New Game of Work, Multipliers: How the Best Leaders Make Everyone Smarter and The Multiplier Effect: Tapping the Genius Inside Our Schools. She has conducted significant research in the field of leadership and collective intelligence and writes for Harvard Business Review and Fortune and her work has appeared in the Wall Street Journal, Fast Company, Entrepreneur, Inc. and Time magazines. She is a frequent guest lecturer at BYU and Stanford University. A former executive at Oracle Corporation, she worked over the course of 17 years as the Vice President of Oracle University and as the global leader for Human Resource Development. During her tenure at Oracle, she led several major global initiatives and has worked and traveled in over 40 countries. Liz holds a Bachelors degree in Business Management and a Masters of Organizational Behavior from Brigham Young University. Liz lives in Menlo Park, California with her husband and four children who share her over-active curiosity and sense of adventure.
Senior Vice President, Health Catalyst
Mr. Horstmeier brings 25 years of Fortune 500 and small business operations and general management experience to Health Catalyst. He co-founded HB Ventures and filled senior executive roles at HB Ventures portfolio companies. Within Hewlett-Packard, Mr. Horstmeier launched and grew three different businesses, including co-founding HP’s commercial e-commerce business which later expanded to include the management of the data systems and infrastructure for marketing operations across the company. As Vice President of HP.com, Paul headed up a 700-person organization which was awarded nearly every industry award for quality and innovation during his tenure. Mr. Horstmeier holds an MBA and a BS in Computer Science from BYU.
Assistant Professor, Johns Hopkins University
Suchi Saria is an assistant professor of Computer Science with joint appointments in Applied Math & Statistics and Health Policy at Johns Hopkins University. Her interests are in statistical machine learning and its applications to domains where one has to draw inferences from observing a complex, real-world system evolve over time. Her research focuses on the methodological questions underlying the goal of individualizing prognosis in healthcare from the disparate high-dimensional (clinical) data streams that are routinely collected. Her work has led to new ideas for characterizing disease subtypes using longitudinal data, latent variable models for individualizing prognosis, and methods for scaling up inference.
Chief Clinical Systems Integration Officer, Director of the Evidence-Based Outcomes Center / Center for Clinical Effectiveness, Texas Children’s Hospital
Boarded both in pediatrics and pediatric emergency medicine. Graduate of Stanford University, Southwestern Medical School and the UT School of Public Health. Founding and executive committee member of the global Pediatric Emergency Research Network in 99 hospitals across the globe. Medical director of the Evidence Based Outcomes Center and Center for Clinical Effectiveness at Texas Children’s Hospital, he has helped develop close to 100 evidence based guidelines and summaries. Chief Clinical Systems Integration Officer for the Texas Children's enterprise: Directs implementation strategies for clinical care delivery improvement teams and quality measurement with a foundation of an electronic data warehouse at TCH. Chairman of the Section on Emergency Medicine for the American Academy of Pediatrics (the largest pediatric emergency medicine voice in a 60,000 member professional society) where he chairs the North American Pediatric Septic Shock Collaborative of the AAP (a collaborative of 32 children's hospitals across north America) which in phase II has reduced mortality from severe sepsis in participating children’s hospitals by 8% . Health Data Management magazine’s 2014 Clinical Visionary of the Year.
Chief Executive Officer, Health Catalyst
Dan Burton serves as CEO of Health Catalyst, a healthcare data warehousing and analytics company. He became involved with Health Catalyst when it was a three-person startup. Mr. Burton is also the co-founder of HB Ventures, the first investor in Health Catalyst. Prior to Health Catalyst and HB Ventures, Mr. Burton led the Corporate Strategy Group at Micron Technology (NASDAQ: MU). He also spent eight years with Hewlett-Packard (NYSE: HPQ) in strategy and marketing management roles. Before joining HP he was an associate consultant with the Boston Consulting Group, where he advised healthcare systems and technology companies. Mr. Burton holds an MBA with high distinction from Harvard University, where he was elected a George F. Baker Scholar, and a BS in economics, magna cum laude, from BYU.
Vice President, Analysis and Strategy, KLAS
Taylor has conducted over 3,000 interviews with healthcare leaders over the nine years he has been with KLAS. Taylor has played a leadership role in KLAS research and efforts studying HIE, CPOE, pharmacy, population health, ERP, business intelligence and value based care services. Taylor is passionate about helping vendors improve based on feedback from provider customers, and leads the KLAS Performance Insight Team—KLAS’s consultative arm helping vendors improve their performance. In this capacity, Taylor has met with hundreds of vendor leadership teams over the past several years. Taylor is KLAS’s lead statistician and also works as an associate professor of statistics at the University of Utah David Eccles School of Business.
Director, Clinical Analytics, NorthShore University HealthSystem
Chad Konchak is the Director of Clinical Analytics at NorthShore University HealthSystem: a large integrated healthcare delivery system in the northern Chicagoland area. NorthShore is an industry leader in informatics and analytics being named as the first health system in the nation to achieve HIMSS stage 7 for ambulatory care. As Director of Clinical Analytics, Chad oversees the team responsible for NorthShore’s clinical reporting, analysis and predictive modeling efforts, which focus on leveraging and delivering data (e.g. via clinical decision support systems) that improve the quality of care and identify variations in clinical practice. Example of projects include predictive models to identify chronic disease patients at risk for hospitalization; a beautiful visualization platform that allows physicians to easily identify at-risk patients and take action to assist them; a tool that helps surgeons analyze their patient’s temperature; GIS visualizations such as a tool called ‘What’s Going Around’ which gives clinicians real-time displays of syndromic epidemiology in our Electronic Medical Record; and a method of identifying and reaching out to patients with unrecognized high blood pressure (for which we received a Healthcare Informatics Magazine Innovator Award and a recent mention by the Director of the CDC in the New England Journal of Medicine). Chad also serves as the HIT co-lead for population health where he oversees the development of a comprehensive analytics infrastructure that will support population management in the ambulatory setting. These tools will enable NorthShore to identify patients at risk of high utilization of services, predict uncontrolled chronic diseases and will serve as a platform to facilitate preventative care needs. Chad is also Faculty for the American College of Healthcare Executives where he teaches a cluster seminar called The Strategic Use of Healthcare Analytics, which is held twice a year.
Vice President for Population Health Management, Partners HealthCare
Sree Chaguturu, MD is Vice President of Population Health Management at Partners HealthCare. Partners is an integrated healthcare delivery system in Boston, Massachusetts, that includes two large academic medical centers — Massachusetts General Hospital and Brigham and Women’s Hospital — and several community practices – encompassing more than 6000 physicians in total. Dr. Chaguturu is part of the leadership team focused on ensuring that Partners meets its aspirations of improving quality and reducing costs for the populations they serve. His responsibilities broadly are related to healthcare delivery innovation and include coordinating Partners' efforts implementing the Medicare Pioneer Accountable Care Organization as its Chief Medical Officer and assisting with the development of information technology solutions necessary to support population health programs. Prior to joining Partners, Dr. Chaguturu was a healthcare consultant at McKinsey and Company. Rising to Vice President of the McKinsey Hospital Institute, he developed extensive experience advising chief executive teams and government leaders on provider post-reform strategy, including healthcare delivery innovation, population health management, quality improvement and clinical variability reduction. He is a practicing internal medicine physician at Massachusetts General Hospital and an assistant in medicine at Harvard Medical School. Dr. Chaguturu received his internal medicine and primary care training at Massachusetts General Hospital and received his undergraduate and medical degree from Brown University.
Chief Quality Officer, Mission Health
Dr. Chris DeRienzo serves as Chief Quality Officer for Mission Health in Asheville, NC. In this role, he has executive responsibility across Mission’s inpatient, outpatient, and post-acute services for all quality, patient safety, service excellence and continuous improvement activities. This includes direct accountability for patient safety, advanced/applied analytics, patient experience / engagement, performance improvement, clinical and operational redesign, risk management, infection prevention, accreditation, corporate safety, service excellence, security, parking, and access control. He is also a practicing neonatologist with Mission Children’s Specialists, Adjunct Faculty with the Duke University School of Medicine, and serves on the Board of Directors for Blue Ridge Regional Hospital. Dr. DeRienzo completed both M.D. and Masters in Public Policy at Duke, as well as his residency in Pediatrics and a fellowship in Neonatal-Perinatal Medicine. He has published and presented internationally on improving quality outcomes, transitions in care, and the implications of the analytics revolution in healthcare, and has been continuously grant funded in his research efforts since his first year of fellowship. He has received multiple clinical and teaching awards, is a Team STEPPS Master Trainer, and volunteers as Chair of the Board for the Western North Carolina March of Dimes. At a national level, Dr. DeRienzo was just the fourth medical student elected and re-elected to serve on the American Medical Association Board of Trustees. He is a Past-President of the Durham-Orange County Medical Society and has served in leadership roles within the American Academy of Pediatrics and the North Carolina Medical Society. Chris has advised both Doximity and Google on issues related to healthcare quality, health literacy, and leveraging technology to improve doctor-patient and doctor-doctor communication. He also serves as a Quality Mentor for the Kanof Institute for Physician Leadership, as an advisor to the NC Quality Center on Safety Culture, and as a member of the NC Division of Public Health Healthcare-Associated Infections Advisory Group.
Vice President Care Management & Coordination, Allina Health
Karen Tomes has been a leader in the health care industry focusing on new models for delivering patient care, improving the patient experience, and employee engagement outcomes. Karen has worked within multiple venues in the health care arena including patient care, operations, regulatory compliance, performance improvement and payer relationships for hospitals, clinics and home care in her 30 year career. Her undergraduate is a Bachelor of Science degree in Nursing, followed by a Master's degree in Organizational Leadership. Karen is responsible for the development and execution of the Allina Health strategic plan for Care Management & Coordination with Triple Aim goals across the care continuum of the organization.
Chief Information Officer, Mission Health
Jon Brown has more than two decades of experience with leading information technology strategies for university and community health systems. Jon’s unique focus, in fact 15 of his 23 years in the field, has been developing and implementing policy and strategies around Information Security. He currently serves as the Chief Information Officer for Mission Health, North Carolina’s sixth-largest health system and a Top 15 Health System. In this position, Jon is Mission Health’s executive sponsor for information technology across a system that encompasses six hospitals, numerous outpatient and surgery centers, a post-acute care provider, and the region’s only dedicated Level II trauma center. He also serves as the principal strategic advisor around Information Technology to senior leadership and the regional hospital presidents. Jon has served as the President of the North Carolina Health Information and Communication Alliance (NCHICA) and the Vice President of the North Carolina Chapter of the Health Information Management System Society (NCHIMSS). In these roles, He has worked to set policy and regulatory compliance at the state level. Even more, he has developed and implemented best practices and training in academic and community health systems across North Carolina. Jon is also an active member of the American College of Healthcare Executives.
Senior Medical Director, Population Health Management, Partners Healthcare
Eric M. Weil, MD is the Medical Director for Primary Care and High Risk Care Management within Population Health Management for the Partners Healthcare System. Eric graduated from the University of Medicine and Dentistry, New Jersey Medical School (now Rutgers) and completed his Residency Training in Internal Medicine at the Beth Israel Hospital in Boston. For the past fifteen years, he has been a practicing PCP on faculty at the Massachusetts General Hospital and Harvard Medical School. During this time, Dr. Weil has served many roles, including Chief for the Internal Medicine Practice at a Health Center and chair of a local Board of Health. He has been involved in a multitude of Educational, Primary Care, and Community Based initiatives on local, hospital, statewide and national levels. He has also chaired the Clinical Policy Committee for the Massachusetts General Hospital. Key areas of academic and operational interest include practice redesign with specific areas of focus on practice redesign and management of medically and psychosocially complex patient populations. As PHM Medical Director, Dr. Weil oversees implementation and management of high risk, quality and Primary Care initiatives for the Partners Healthcare system. In addition to acting as medical director, Dr. Weil is also an Associate Medical Director for the Massachusetts General Physician’s Organization and Associate Chief for Clinical Affairs for the MGH Division of General Medicine. In this capacity, he oversees Primary Care clinical operations and infrastructure for a division of 200+ Primary Care Physicians across 20 practices in the Boston Metropolitan area. Dr. Weil has served as the MGH medical director and one of the core designers at MGH for the Medicare Demonstration Project designated as Care Management for High Cost Beneficiaries (CMHCB), a Medicare Demonstration Project that seeks to optimize the care delivered to sick and high risk Medicare Patients through care coordination in addition to other innovative approaches. He continues to direct that institution’s high risk program.
Chief Engagement Officer, Partners at Cascade Bluff, LLC
Dr. Val Ulstad, Leading Adaptive Change breakout: Adaptive leadership helps map the territory of human behavior, describing what people do and how they behave in groups. More importantly, it reveals what people exercising leadership can do with some deeper understanding of fear and resistance to change. Adaptive leadership is a set of concepts, practices and language creating elegant clarity that can facilitate others to make progress on their work. This framework applies well to health care where there are complex, refractory problems, perceived scarcities of time and attention, and dramatic, fast-paced change with associated bewildering urgency. Practicing adaptive leadership is a way to intentionally and effectively do what you do anyway every day: deal with the human condition. Applying the fundamentals of adaptive leadership can help you be more effective and purposeful in your leadership work. Participants will learn how to: 1. Recognize the difference between technical and adaptive work. 2. Thoughtfully analyze stakeholder behavior in order to plan how to make progress. 3. Effectively address resistance in others so progress can be made. By the end of the session, participants will being to see more clearly and act more intentionally to address the wicked (adaptive) problems that need attention to deliver on the triple aim.
President, MultiCare Connected Care
Dr. Christopher Kodama is a Seattle-Tacoma native and serves as the President of MultiCare Connected Care (MCC), MultiCare Health System’s new Accountable Care Organization. In this role, Dr. Kodama is responsible for further improving access, quality and affordability of health care for the communities of the Pacific Northwest. Prior to his current role, he served as the Medical Vice President of Clinical Operations for MultiCare Health System since 2011. In that capacity, he was responsible for physician-related operational and business activities at all six of the MultiCare hospitals and acute care facilities. Dr. Kodama joined MultiCare Health System in 2003 as a pediatric hospitalist at MultiCare-Mary Bridge Children’s Hospital & Health Center. From 2007-2010, Dr. Kodama served as the Medical Director and Medical VP of Pediatrics for Mary Bridge Children’s Hospital & Health Center. Dr. Kodama earned his undergraduate degree in Human Biology at Stanford University and graduated from medical school at Albert Einstein College of Medicine in New York. He completed his pediatric residency training at New York University-Bellevue Hospital Medical Center where he also served as a Chief Resident before returning to the Pacific Northwest to join MultiCare. Dr. Kodama earned his Masters in Business Administration at University of Tennessee – Knoxville. Applying his passion for group facilitation, collaboration, and his commitment to patient advocacy, Dr. Kodama has a particular interest in identifying how to flip dilemmas into opportunities to improve the overall health outcomes and well-being of patients and populations.
Clinical Specialist, Quality & Safety, Texas Children’s Hospital
Terri L. Brown MSN, RN, CPN is a clinical specialist in the Quality & Safety department at Texas Children’s Hospital. The Center has produced and mentored physicians and staff to develop more than 75 evidence-based guidelines and summaries, with clinical decision support tools embedded within the electronic medical record. She was also co-creator of an Evidence-Based Practice Scholars Program, the precursor to the Evidence-Based Outcomes Center, focused on nursing and ancillary staff skill development to support policy and practice changes, producing an additional 75 evidence-based summaries. She has functioned as the clinical director of a quality improvement implementation program focused on improving population health in children with specific medical conditions. Team members design and support data tools to provide clinician team members with near-real time data from the electronic data warehouse for quality aims. Significant gains have been made in length of stay, admission rates, and resource utilization through standardization and implementation of evidence-based best practices with point of care clinical decision support. Terri is a certified pediatric nurse with more than 30 years’ experience in emergency nursing and pediatric acute care. She is a contributing editor to Wong’s Clinical Manual of Pediatric Nursing, and contributing author to Wong’s Nursing Care of Infants and Children and Wong's Essentials of Pediatric Nursing and also a co-creator of the Evidence-Based Practice Environment model.
Director, UPMC Payer-Provider Programs
Paula has been with UPMC for 18 years in Finance. The majority of her UPMC career was spent in the Physician Division where her focus was on the accounting of patient receivables in the financial statements, as well as other financial analysis of revenue cycle and business operations. Paula’s current role is in the Payer Provider department, focusing on the development of an enterprise-wide financial framework for service line reporting and analytics. Additionally, Paula is the Finance Lead assigned to the Women’s Health Service Line, which is actively implementing strategies aimed to improve models of care and patient outcomes, enhance patient education and satisfaction, while achieving cost efficiencies.
Milton Lawrence McCall Professor and Chair, Department of Obstetrics, Gynecology, and Reproductive Services at Magee-Woman’s Hospital
Born and raised in Havre de Grace, Maryland Dr. Edwards completed his undergraduate at Gettysburg College, and earned his Medical degree from the University of Pittsburgh School of Medicine. Dr. Edwards completed his residency in Ob/Gyn at the University of Pittsburgh, Magee-Womens Hospital, and went on to the University of Alabaman Birmingham to complete a gynecologic oncology fellowship. In 1993 after completing his gynecologic oncology fellowship he returned to Pittsburgh to be the Director of the Gynecologic Oncology Division at Magee-Womens Hospital. In January of 2015 Dr. Edwards was named the Milton Lawrence McCall Professor and Chair Department of Obstetrics, Gynecology and Reproductive Sciences at the University of Pittsburgh Medical Center (UPMC), Magee-Womens Hospital. Dr. Edwards' research interests include cervical and ovarian malignancies. He serves as co-principle investigator of the Gynecologic Oncology Group for The University of Pittsburgh and for a number of pharmaceutical sponsored studies. He also serves on the Immunotherapy Committee which experiments with novel therapeutic approaches to gynecologic malignancies, as well as translational research. He is co-PI of the RPCI/UPCI ovarian cancer SPORE grant.
Director, Business Intelligence and Data Warehousing, Children's Hospital of Wisconsin
Abby Dexter is the Director of Business Intelligence and Data Warehousing team at Children’s Hospital of Wisconsin in Milwaukee, Wisconsin. Abby’s responsibilities include developing the user adoption and intelligence strategy for the pediatric enterprise. She serves as the primary measurement science expert and leads the implementation of the predictive analytics strategy. Abby plays a key role in the integration of performance management, performance improvement, measurement, data warehousing and analytics in support of the organizational strategy. In addition, Abby has been charged with developing the community of analysts that serve the Health System by implementing an Analytics Center of Excellence and leading analytics adoption across the organization. As the outcomes leader for developing the Analytics Center of Excellence she utilizes team building and process management skills to bring the analysts together for collaboration regardless of who or where they report to in the organization. Abby is also responsible for sponsoring the organization goals of utilizing data to make informed decisions. With her background in Quality she is linked to the Enterprise Performance Management initiative and partners closely with senior management, providers, performance improvement staff, and the program management department. Abby has been with Children’s Hospital of Wisconsin for 7 years. She started with the organization in 2009 as a Senior Analyst in the Quality Division, has been a Manager in the Information Performance Management Division and is now serving as a director. Abby has over 13 years of experience in health care analytics. She began her career with the health insurance/claims side and transitioned to care delivery in 2009. Abby received her Bachelor’s Degree from Marian University in Applied Information Technology in 2003. She is currently pursuing her Master’s Degree from Northwestern University in Predictive Analytics, with anticipated graduation in June 2016.
Director of Women’s and Retail Health Services, MultiCare Health System
Maureen leads the strategic planning, quality and cost improvements for Women’s Services, including obstetrics, gynecology and medical/surgical day spas at MultiCare Health System. MultiCare is a leader Western Washington for care of women and newborns, and has the largest neonatal intensive care unit in the region with a level IV designation. Maureen and her Medical Director lead the Women’s Clinical Collaborative, which has been recognized at the state level for innovation in cost reductions and quality improvements. The health care industry is rapidly changing and only more recently recognizing consumerism, which makes it an exciting time for innovation ranging from pricing transparency, virtual health care and loyalty marketing. Maureen’s past professional experiences span consumer goods industries from health care, consumer and building products to nonprofit human services holding leadership positions in marketing, business development and strategic planning at Pfizer, Milgard Windows and Doors, and United Way. She is also an adjunct professor in Healthcare Administration at Pacific Lutheran University School of Business.
Safety Program Manager, Children’s Hospital of Wisconsin
Holly O’Brien, Safety Program Manager at Children’s Hospital of Wisconsin, is responsible for the development of, sustainability of, and measures for a comprehensive Enterprise Safety Program with an aim at reduction of preventable harm throughout the organization. Holly oversees CHW’s participation in Solutions for Patient Safety, including, hospital-acquired conditions, error prevention, leadership methods, and cause analysis. Holly has been with CHW for 15 years. She started as a float nurse in 2000, became a unit-based Advance Practice Nurse in 2006, transitioned to Performance Improvement in 2013 as the Safety Advance Practice Nurse, and became the Safety Program Manager in 2015. Holly received her Bachelor’s degree in 2000 from Carroll/Columbia College of Nursing in Milwaukee, Wisconsin and her Master’s degree in Nursing from the University of Wisconsin-Milwaukee in 2006. She completed the IHI Patient Safety Executive Development Program in 2014 and is a Certified Professional in Patient Safety.
Administrative Director, Service Excellence, Stanford Health Care
Mysti Smith-Bentley has an exemplary record with over 15 years of Healthcare Service/Operations improvement in addition to her clinical expertise as a Registered Nurse. She has a well-established presence at Stanford Health Care driving patient experience programs, measurement systems and feedback channels into the culture of these organizations. She is experienced in planning, directing and coordinating daily operations, leading internal consultants in the design, implementation, & management of lean improvements, and has expertise in patient satisfaction programs, survey design/administration, and reporting. Mysti began her career at Stanford Health Care in August 2000 as a Registered Nurse in outpatient oncology before becoming the Assistant Nurse Manager in the Outpatient Infusion Treatment Area at the Stanford Cancer Center in 2004. In 2006 Mysti joined the Performance Excellence team as a Program Manager. Mysti holds a Bachelor of Arts Degree in Nursing from the College of St. Catherine, St. Paul, Minn, and a Master’s in Business Administration in Health Care Management from Capella University, Minneapolis, Minn.
Clinical Analyst, Clinical Solutions Center, Cleveland Clinic
Suzanne Fink, MSN, RN, CCRN serves as Clinical Analyst for the Clinical Solutions Center (CSC) at the Cleveland Clinic. Her present focus, and that of the CSC, is the delivery of innovative solutions to pressing clinical issues through an iterative, agile design process that empowers end-users. Developments within the CSC include the launch of eHospital (Cleveland Clinic Health System tele-health initiative), a home-grown mobile application (Iris Mobile) to enable staff access to patient data on-the-go and a multitude of clinical workflow optimizations. Her present focus is the development of dynamic clinical algorithms to guide EMR clinical decision support and drive robust back-end analytics. A member of HIMSS, the American Association of Critical Care Nurses and the Ohio Nurses Association Suzanne enjoys the intense challenge of immersion in an ever changing environment. She also celebrates the privilege of continued work as a pediatric nurse, inspired and motivated by the creativity of the children in her care.
Co-Founder and Senior Vice President of Client Operations, Health Catalyst
Mr. Barlow is a co-founder of Health Catalyst. He oversees all technical client operations. Mr. Barlow is a founding member and former chair of the Healthcare Data Warehousing Association. He began his career in healthcare over 22 years ago at Intermountain Healthcare and acted as a member of the team that led Intermountain’s nationally recognized improvements in quality care and reductions in cost. Mr. Barlow holds a BS from the University of Utah in health education and promotion.
Chief Clinical Officer, Health Catalyst
Ms. Rimmasch brings over 28 years of experience in bedside care, as well as clinical and operational healthcare management to Health Catalyst. She has spent the last 17 years dedicated to improving clinical care including implementation of operational best practices. Prior to joining Health Catalyst, Ms. Rimmasch was an Assistant Vice President at Intermountain Healthcare responsible for Clinical Services (Pharmacy, Laboratory, Respiratory, Case Management, Rehabilitation Services, Food and Nutrition, Patient and Provider Publications, Clinical Operations for Imaging, Patient Flow, Pain Services, Continuum of Care) and was integral in promoting integration of Clinical Operations across hospitals, ambulatory settings and managed care plans. Prior to her role in Clinical Services, she served as the Clinical Operations Director and Vice-Chair of Intermountain's Cardiovascular and Intensive Medicine Clinical Programs. She also was the co-founder of and Principal in HMS, Inc., a healthcare consulting firm focusing on assessing, developing strategies and implementing best practices for populations across the continuum of care (physician offices, managed care, hospitals, and long-term care). Ms. Rimmasch holds a Master of Science in Adult Physiology from the University of Utah and a Bachelor of Science in Nursing from Brigham Young University.
Chief Medical Officer, Health Catalyst
, Former Director of the Perinatal Institute, Loma Linda University Children’s Hospital, Former Clinical Leader at Intermountain Healthcare (working with David Burton and Brent James) Dr. Oshiro is currently an Associate Professor at Loma Linda University School of Medicine in Loma Linda, CA and was the clinical leader of the first quality improvement initiative at Utah’s Intermountain Healthcare, in the 1990s. Prior to joining the faculty of Loma Linda University School of Medicine in 2005, Dr. Oshiro was on the faculty of the University of Utah School of Medicine in Salt Lake City, and served as the Medical Director for Women and Newborn Clinical Integration Services for Intermountain Healthcare. Dr. Oshiro obtained his M.D. degree from Loma Linda University, where he also completed his residency in obstetrics and gynecology. He subsequently completed a fellowship at the University of Texas in Houston. Dr. Oshiro is board certified in obstetrics and gynecology and Maternal-Fetal Medicine. He has participated in numerous multi-center trials and has published numerous articles and book chapters in the areas of quality improvement, perinatal infectious diseases and high-risk pregnancy conditions. Dr. Oshiro plans to continue his clinical research at Loma Linda University but will give up his clinical practice and leadership role as director of the Perinatal Institute at the Loma Linda University Children’s Hospital.
Vice President, Health Catalyst
Kathleen Merkley, DNP, APRN joined Health Catalyst in March 2013, as an Engagement Executive. Prior to coming to HC, she worked for Intermountain Healthcare as the corporate clinical IT implementation manager. Kathleen is a registered nurse/nurse practitioner and just received her doctorate in nursing practice from the University of Utah in May 2013.
Vice President, Health Catalyst
Anne-Marie Bickmore joined Health Catalyst in December 2012. Prior to coming to Catalyst, she worked for Lantana Consulting as the lead Project Manager (2011-2012), Director of Informatics at Swedish American Hospital Rockford, IL (2010-2011), and Intermountain Healthcare serving in multiple leadership roles both clinical and IT (1999-2011). Anne Marie has dual Bachelor’s degrees in Psychology and Nursing from the University of Utah.
Director, Analytics, Health Catalyst
Ms. Dunn brings expertise in health care, IT strategy, and quality improvement to her work at Health Catalyst. She currently works at the intersection of analytics and accountable care, guiding health care organizations through the transition from fee-for-service to value-based payment. Prior to joining Health Catalyst, Ms. Dunn served in a variety of roles focused on innovation in health care using information technology. She has worked with The Advisory Board Company, Partners HealthCare, InterSystems, and SMART. As a Senior Consultant at The Advisory Board Company, Ms. Dunn helped to launch and lead the firm’s meaningful use consulting practice. She conducted best-practice research on topics including quality improvement, cost control, and strategic planning. Ms. Dunn holds a MS in Health Policy and Management from Harvard School of Public Health, where she served as a teaching fellow for Dr. Lucian Leape. She holds a B.A. in Economics from the University of Virginia.
Vice President, Health Catalyst
Russell joined Catalyst as a data architect in October 2011. He started his career as an Intern and later Outcomes Analyst at Intermountain Healthcare in the Institute for Health Care Delivery Research supporting the Advanced Training Program for Executives & QI Leaders (ATP) and the Primary Care Clinical Program. Before coming to Catalyst he worked as a Management Engineer Programmer Analyst for the Duke University Health System in their Performance Services department supporting their Infection Control and Epidemiology efforts. While there, he also worked as an external consultant to advance the analytical work of the Duke Infection Control Outreach Network (DICON), a collaborative of over 30 community hospitals. Russ holds an Master of Public Health in Health Policy and Administration from University of North Carolina Chapel Hill and a Bachelor’s degree in Health Services Research from the University of Utah.
Senior VP, Product Development, Health Catalyst
Eric joined Health Catalyst in 2011 from Northwestern University. At Northwestern, he led the research arm of a late binding data warehouse that served to integrate clinical, operational, financial, and research data. Prior to that, he led the development of a research-focused genome database. Upon joining Catalyst, Eric led some of our earliest clients in implementing the data warehouse and achieving outcomes improvement. Additionally, he provided important vision to our platform team as the first versions of Catalyst’s Source Mart Designer were being developed. Since then, Eric has enjoyed a variety of roles within the company including product development, business development, and client operations. He currently leads our Clinical Analytics and Decision Support product line which includes clinical analytics, closed loop analytics, data science, and research. Outside of work, he is a dedicated husband and dad involved in school, sports, and enjoying outdoor life in his adopted home town of Salt Lake City.
Hospitalist, MultiCare Inpatient Services, Tacoma General and Allenmore Hospitals
Dr. Jess Bouma has been practicing as a doctor at MultiCare for over 16 years. Following graduating with his Medical Doctorate from University of Washington in 1996, Dr. Bouma completed a residency in Family Medicine at St. Anthony’s Family Practice Residency Program in Denver, CO. Initially, he joined Multicare as a primary care provider in the University Place Family Medicine Clinic in 1999. He served as the clinic lead physician, as well as the Clinical Quality Committee, Physician Activities Committee and Recruitment Committee. Subsequently, he moved to join the Multicare Inpatient Specialist (MIS) team in 2005. He initiated the formation of the Perioperative Clinic at Tacoma General and has served as the Assistant Medical Director to the MIS team for 2 years starting in 2014. He is currently serving on the Medicine Executive Committee and the Medicine Collaborative Committee. He enjoys caring for patients and working alongside his colleagues in Tacoma, Washington. Dr. Bouma is married to Rachael S. Griffin and the couple has three children. In his spare time he enjoys playing USTA League Tennis, photography, travelling, and spending time with his family.
Director of Enterprise Business Intelligence, Stanford Hospital & Clinics
Glenn Drayer has been a Business Intelligence professional for nearly 20 years with prior experience as a business analyst, systems auditor and Certified Public Accountant. With experience in healthcare analytics for Payer, public health, registry, and provider organizations, he has lead numerous projects deploying analytics to drive improved patient outcomes, population health surveillance, and efficiency in care delivery. Currently, Glenn works with senior executives and user stakeholders to define the BI strategy, governance processes, and BI infrastructure to make Stanford Hospital a leader in information analytics for operations, clinical quality, lab operations, and patient experience. He leads the Operations and ETL Development teams supporting daily operations, help desk support, and development functions for Epic Clarity and Stanford’s Enterprise Data Warehouse. Glenn also leads key programs including: development of Executive KPI Dashboard, COO Operations Dashboard, ICD-10 implementation across all reporting and analytical solutions, and development of reporting/analytical capabilities for Lab operations (based on Epic Beaker).
Medical Director of Women's Health, MultiCare Health System
Currently in active practice as Gynecologist specializing in minimally invasive surgery, Dr. Poore is also Medical Director of Women’s Services in an integrated multi-hospital healthcare system in Pacific Northwest. MultiCare is one of the nation’s “100 Integrated Health Systems To Know” for over 11 consecutive years and an industry leader in adoption of EHR, including patient portal MyChart. MultiCare is one of the nation’s “Most Wired” healthcare organization for over 4 years in a row, in part due to our Women’s OB Care Connect program. This innovative program features Virtual OB and Virtual Lactation services and serves several hundred patients a year.
Chief Data Officer, Geisinger
Maximizing the potential applications of an organization’s information and freeing its data from constraints that impede end-user access are the driving forces behind the work of Dr. Nicholas Marko. He is a clinical neurosurgeon who has evolved into a leading healthcare data strategist and executive-level proponent of data-driven innovation. In 2014 Nick was named Geisinger’s first CDO to craft and implement the organization’s comprehensive strategies and standards for data access, integration, maintenance, governance, dissemination, and analysis. He also serves the department head of Data Science and Data Engineering, chair of the Enterprise Data Strategy Steering Committee, co-director of High Performance Computing, and a member of the Institutional Review Board. Through these roles, he strives to create a culture of “yes” around enterprise data. Nick completed undergraduate and medical school at the George Washington University, followed by fellowship training and research at the University of Cambridge Department of Applied Mathematics & Theoretical Physics and the Cancer Research UK Cambridge Cancer Institute, as well as a neurosurgical oncology fellowship at the MD Anderson Cancer Center in Houston, Texas. In addition to his data and informatics responsibilities, he is also a practicing neurosurgeon focused on the surgical management of patients with malignant brain and spine tumors. Named a “young investigator on the rise” by Genome Technology Magazine, a “healthcare hero” by Crain’s Cleveland Business, and one of “healthcare’s top data-driven geeks” by Healthcare IT News, Nick’s data and informatics thought leadership has been featured in the Washington Post, Modern Healthcare, and other leading publications. He has also regularly published and been a featured speaker on clinical and translational neurosurgery topics, as well as topics such as the role of the chief data officer, enterprise data strategy and valuation, data modeling, integration of multimodality data sets, and practical issues related to healthcare econometrics.
Vice President, Technical Operations, Health Catalyst
Dan has been developing and implementing the core products and services of Health Catalyst since February of 2011. He started as a data architect, moved into a technical director role and is now a Vice President of Client and Technical Operations. Prior to joining Health Catalyst, Dan owned and operated a management consultancy for five years that assisted ambulatory practices in the implementation of electronic health records and data-driven management methodologies. In this venture he served as data architect, business-intelligence developer, and strategic advisor to physicians and practice owners in the strategic management and growth of their practices. Dan holds Master’s degrees in Business Administration and Health-Sector Management from Arizona State University and a Bachelor of Arts degree in Economics from Brigham Young University.
Senior Business Intelligence Developer, Health Catalyst
Peter has served as a business intelligence developer since joining Health Catalyst in July of 2013. He’s been a part of the deployment and development of many Health Catalyst applications spanning areas of finance, workflow, population health and regulatory measures. Before Catalyst, he worked as an analyst for a start-up company in the local search space. Peter holds a Bachelor’s degree in Mathematics from the University of Utah.
Vice President of Education, Health Catalyst
Cherbon VanEtten joined Health Catalyst in 2013 as the Director of Education with responsibility for team member and client educational programs. Ms. VanEtten has 18 years of healthcare experience in information technology and healthcare analytics. Prior to joining Health Catalyst, she worked for MultiCare Health System as a Senior Project Manager Professional (PMP) where she led numerous enterprise wide strategic initiatives – including the implementation of a healthcare data warehouse and quality improvement programs. She developed tools and methodologies to calculate ROI and total cost of ownership for IT investments – including EHR and EDW systems. Ms. VanEtten was responsible for leading a multi-disciplinary clinical team in developing content for computerized physician order entry (CPOE), physician note templates and interdisciplinary plans of care. She earned her under graduate degree in Psychology from the University of Washington and graduate degree in Biomedical Informatics from Oregon Health and Science University.
Vice President, Allina Performance Resources, Health Catalyst
Ross Gustafson leads the function of Allina Performance Resources (APR) at Allina Health. The departments in this area include Enterprise Data Warehouse, Report Writing and Extracts, Clinical Data Analysis, Business Intelligence reporting, Performance Improvement, Regulatory Operations and Library Services. Also included with APR are System Quality and Patient and Employee Safety functions. Prior to his role of leading APR, Gustafson was the Executive Director of WestHealth, a large Ambulatory facility that is part of Abbott Northwestern – Allina Health, as well as managing multiple physician practices (primary care and specialty) at Abbott Northwestern Hospital. His background is in performance improvement, physician practice management, and healthcare operations. Gustafson graduated from Concordia College in Moorhead, Minn. with a bachelor’s degree in healthcare administration and obtained his master’s degree in business from St. Thomas University in St. Paul, Minn.
Director of Operations, Courage Kenny Rehabilitation Institute, Nasseff Spine Institute, Allina Health
Kyle Grunder graduated from Concordia College in Moorhead, MN with a BA in Healthcare Administration and Long-Term Care Administration. Later, he received his MBA from the University of St. Thomas Graduate School of Business in St. Paul, MN. Grunder has over 10 years of experience in Healthcare with a focus on care delivery and multi-specialty operations. This includes medical group and hospital administration, as well as program development. He has a passion around motivating others to come up with new and innovative ways to serve patient’s needs. Kyle is known for his ability to connect with providers and staff to ensure barriers to care are broken down so the talented individuals he works with can perform at the highest level. In his current role as a leader within the rehab and spine service lines of Allina Health, he is responsible for day-to-day operations, patient experience, quality improvement for enhanced patient outcomes, financial performance, and employee satisfaction. Kyle and his family reside in Eagan, MN and in his spare time he likes to play a wide range of sports, attend concerts, dine at new restaurants, and get together with friends and family.
Director of Quality Outcomes and Metrics, MultiCare Health System
Amber Theel RN BSN MBA CPHQ CPHRM is the Director of Quality Outcomes and Metrics for MultiCare Health System with a focus on achieving best care for our patients. In recent past she was the Executive Director of Patient Safety at the Washington State Hospital Association. There she directed their safety initiatives related to hand hygiene, health care workforce influenza and reduction of health care associated infections and multi-drug resistant organisms. She lead Washington hospitals in the implementation of innovative projects such as the Medicaid Quality Incentive, Statewide Antibiotic Stewardship, and ER is for Emergencies. She was the operations lead for the Partnerships for Patients. Ms. Theel developed her expertise over the course of two decades working at hospitals in varied roles from the bedside to the c-suite. She has served as Chief Quality Officer overseeing quality, patient safety, regulatory compliance, infection control, risk management and patient satisfaction, in a large community hospital. She holds a bachelor degree in nursing and master of business administration with a focus on health care administration. She is a certified professional in health care quality and health care risk management and holds a Greenbelt in Six Sigma.
Manager, Care Coordination and Social Work, Courage Kenny Rehabilitation Institute, Allina Health
Jill Henly graduated from the University of Wisconsin- Milwaukee in 1989 with a Master’s degree in Social Work, emphasis on health care leadership. Jill has 30 years of care management experience. After 15 years of direct practice Jill was promoted to a leadership position where she developed an integrated care management model. Through that experience Jill became passionate about data solutions that improve the health care delivery system. She has special interest in care coordination models that partner with caregivers to assist in navigating health care. As a green belt in six sigma Jill is experienced in process improvement, problem analysis, project leadership, and team building. In her current role, Jill is developing a care coordination program to help individuals navigate the continuum of services available across the Courage Kenny Rehabilitation Institute and broader Allina Health. Jill and her husband reside in Stillwater, MN. She enjoys road biking and golf during the warmer months in Minnesota.
Vice President Process Engineering & Applied Analytics, Mission Health System
Mr. Creech is responsible for providing a Health System wide approach to identifying, prioritizing, and executing advanced analytics for process and outcome measures, including identification of pragmatic measures, consulting on application of measures, creating data visualizations, and the creation and application of descriptive, predictive, and prescriptive tools to enhance process operations and outcomes. Mr. Creech also leads the Mission Quality Academy to provide education, training, hands-on participation/leadership, consulting, and development of increased capacity to execute analytics at varying levels of the organizations across the Health System. Mr. Creech was previously the Vice President of Performance Improvement for Mission Health. Prior to joining Mission he spent many years leading performance improvement activities in a variety of industries. During his fifteen years at DuPont in Engineering and Management, Mr. Creech was involved with the launch of one of the most successful and publicized Lean Six Sigma programs to date. As an Electrical and Controls engineer he specialized in real time process controls and analytics including model predictive controls. Mr. Creech went on to a successful consulting career deploying process improvement programs in many non-manufacturing industries including Banking, Finance, Insurance, Legal, and Retail. Mr. Creech received his Bachelor of Science degree in Electrical Engineering from North Carolina State University and is a certified Lean Six Sigma Black Belt and Master Black Belt. He and his wife, Angela, reside in Brevard, NC and are heavily involved with animal rescue as well as the local community of musicians.
Vice President, Payment Innovation, Dartmouth-Hitchcock Health
Lynn M. Guillette, CPA, MBA, FHFMA, is the Vice President, Payment Innovation for Dartmouth-Hitchcock Health. In this role, she provides leadership for all activities relating to the design, negotiation, and administration of a mixed portfolio of health reimbursement modes that improve quality, lower cost, and support the financial sustainability of D-HH. Lynn also served as the Director of Finance for OneCare Vermont ACO, LLC during the ACO’s development and start-up period. She currently serves on the Finance Committees of Benevera Health, LLC and OneCare Vermont ACO, LLC. For two years prior to joining Dartmouth-Hitchcock in 1998, Lynn was the Controller and Interim Chief Financial Officer for West Central Behavioral Health Services. She spent the first 10 years of her professional career working for a public accounting firm specializing in audits of financial institutions. Lynn earned her MBA in Leadership from Franklin Pierce University and is a degree candidate in the Master of Health Care Delivery Science program at the Tuck School of Business at Dartmouth College. She has been licensed as a Certified Public Accountant since 1990 and is a member of the Leadership New Hampshire Class of 2014. Lynn is also past president of the NH-VT Chapter of the Healthcare Financial Management Association (HFMA) and holds a HFMA Fellow certification with a specialty in Managed Care. She is also an active member of the Accountable Care Learning Collaborative (formerly the Brookings Institute ACO Learning Network) and is a member of the newly created ACLC Financial Readiness and Governance Structure committees.
Division Chair, Enterprise Analytics, Mayo Clinic
As Division Chair of Enterprise Analytics at the Mayo Clinic, Joe Dudas is responsible for providing analytics products for Mayo Clinic Executive, Finance, Physician Insight, Population Health, Quality and Safety as well as Market needs as well as solutions on demand. Mr. Dudas has close to 30 years of experience from various industries, including Healthcare, Retail, IT Outsourcing and Telecommunications. Previous professional experience includes leadership roles at EDS (now HP), AT&T, and Rite Aid Corporation. Mr. Dudas holds a MBA in Accounting and Finance from York College of Pennsylvania, and a Bachelor’s in Management Information Systems from Indiana University of Pennsylvania. Published Interviews: Modern Healthcare, Medical News Today, Digital Healthcare, Healthcare Business Insights, Healthcare Purchasing News, Materials Management, Healthcare Finance and others. Most Recent Articles: Understanding Electronic Medical Records and Why Analytics Are Needed, May 2016 and Anything but Absolute Zero (with Healthcare Analytics), January 2016, published through Pulse (LinkedIn) About Mayo Clinic Enterprise Analytics: Mayo Clinic’s analytics capability is one of the largest and most sophisticated in the U.S. Enterprise Analytics operates at an enterprise level across three regions of the U.S., and works in partnership with our office of Information and Knowledge Management to leverage our rich and historical database of over 5M patient records and partnerships that provide access to over 100M. We have over 70 staff dedicated to Analytics Consulting, Design, Development and Operations as well as Data Management. About Mayo Clinic: Mayo Clinic, with close to 150 years of service, is one of the most recognized brands in the world as a destination healthcare facility. The three shields of Mayo Clinic represent research, education, and patient care. We are located in primarily three regions of the U.S. and have approximately 3,500 licensed beds. We offer care across 18 major specialties of care, which are all recognized among the best in the country. Mayo Clinic is well known for integrated care and a team approach, where “the needs of the patient always come first.”
Senior VP of Customer Success, Health Catalyst
Leslie Falk joined Health Catalyst in September, 2012, as Vice President, Executive Engagement. She currently heads up the Customer Success team, working with health systems to help them measure and document their outcomes improvement successes and Return -on-Investment (ROI). Leslie is also a Registered Nurse. Prior to joining Health Catalyst, Leslie worked for Hewlett-Packard in sales, support, and marketing roles. She also worked for Kaiser Permanente as their first Biomedical Engineer in the Northern Region and helped launch the first Pediatric ICU in the state of Nevada. Leslie holds a Masters in Business Administration, Masters in Community Counseling, and a Bachelor of Science Degree in Engineering. Leslie has also earned certifications as a Project Management Professional (PMP), Green Belt Lean, and Information Privacy Professional (CIPP, CIPP/IT).
Senior VP, Product Development, Health Catalyst
Sean started with Health Catalyst in 2012. He oversees the Data Acquisition Services Team in Product Development that works with Health Catalyst’s clients to bring their source system data into their Enterprise Data Warehouse. Sean also works on the Catalyst Analytics Platform and enhancing it to bring in new sources of data into the EDW. Prior to joining Health Catalyst, Sean worked at Goldman Sachs in the Private Wealth Management Technology group. Sean managed a team that oversaw the systems that dealt with clients’ cash including daily sweeps to money market funds and payment service activities including checking account, debit card, and bill pay transactions. Prior to Goldman Sachs, Sean was employed by Intel Corporation working on various software initiatives for Intel’s semiconductor factories along with working on Intel’s Enterprise Data Warehouse. Sean holds a MS in Information Systems Management and a BS in Business Management from Brigham Young University and is an avid BYU sports fan. Sean and his wife, Megan, have 5 kids (3 girls and 2 boys) and they reside in South Jordan, UT. Sean’s hobbies include a love/hate relationship with running, golfing, fishing, horseback riding, and being able to spend time with his family.
Senior VP, CAFÉ Product Line, Health Catalyst
Patrick joined Health Catalyst in 2013. At Health Catalyst, Patrick helped build the company’s internal analytics infrastructure and processes. He is currently the Product Line Manager of Health Catalyst’s Collective Analytics for Excellence (CAFÉ), a product that aims to be a national repository of healthcare data from Health Catalyst customers’ EDWs and third party data sources that enables benchmarking and uniquely powerful machine learning algorithms. Prior to coming to HC, he was an in the healthcare group at GTCR, a Chicago-based private equity firm, and in the healthcare group at McColl Partners, a boutique investment bank. He has a degree in Physics with a Concentration in Biophysics and Biochemistry from Wake Forest University.
VP Product Development, Financial Decision Support, Health Catalyst
Dan Unger joined Health Catalyst in April 2014. He came to Health Catalyst after working at Accretive Health where he managed a team that worked with the Intermountain Medical Group to improve revenue cycle processes and reduce operational costs. Prior to Accretive, Dan worked as a consultant at Equation Consulting (a physician economics consulting firm) and as a pricing and profitability analyst at JP Morgan Chase. He graduated from the University of Arizona with degrees in Finance and Entrepreneurship and received his MBA in International Finance from the Thunderbird School of Global Management.
Senior VP, Platform Engineering, Health Catalyst
Bryan joined Health Catalyst in February 2012 to lead up the development of what has become the Health Catalyst Analytics Platform. Prior to joining the Catalyst team, Bryan began his career with Intel eventually being responsible for the development of Intel’s Manufacturing Data Warehouse. That responsibility included deploying the Data Warehouse solution to Intel Factories worldwide and introducing streaming and near real-time data capture and analysis. Following that Bryan headed up the Software Engineering Practices and Tools and the .NET Center of Excellence at the Church of Jesus Christ of Latter Day Saints. His teams serviced several hundred engineers and dozens of development teams. At both places he spent a lot of time working with data and has always loved seeing what stories the data in an organization has to tell and how it can spark and drive change. Bryan holds a BS in Computer Science from BYU.
Senior VP, Client Engagement, Health Catalyst
Susan Easton joined Health Catalyst in May 2013 as an Engagement Executive. Susan brings over 30 years of healthcare experience, starting with direct patient care and spending the majority of her career in leadership roles in the areas of quality, safety, patient Experience and healthcare analytics. She has spent the last 20 + years dedicated to improving patient care including the implementation of analytic systems to support performance improvement across the continuum of care. Prior to joining Health Catalyst, Susan was the Executive Director of Quality & Analytics at PeaceHealth, a healthcare system in the Northwest. In that role she was responsible for enterprise wide data warehousing, business intelligence analytics, clinical quality and patient experience. During her 26 years at PeaceHealth Susan had a variety of duties and responsibilities outside her primary director role including overseeing a variety of technical teams: application development team, interface team and database administration team. Additionally she held operational leadership roles managing the peer review process, serving in a variety of roles related to health information management and including administrating several clinics including the opening of a “walk in clinic” in a rural setting. Ms. Easton has an educational background that is both clinical and business related with undergraduate work in nursing and a Masters Degree in Business.
Senior Vice President, Financial Engagement, Health Catalyst
Ms. Brown brings more than thirty years of healthcare financial experience to Health Catalyst. Prior to Health Catalyst, she was Vice President of Financial Planning and Performance for Kaiser Permanente, Northern California and Vice President of Financial Planning and Operations for Sutter Health. Previously, she worked for Intermountain Health Care, in financial planning and analysis. At Intermountain Health Care, she partnered with clinical teams to analyze and measure financial impact of the clinical programs. Ms. Brown holds a Masters in Business from Thunderbird School of Global Management and a BA in Spanish and Education from College Misericordia.
Senior VP, Client Engagement, Health Catalyst
John joined Health Catalyst in September 2011 as a senior data architect. Prior to Health Catalyst, he worked for Intermountain Healthcare and for ARUP Laboratories as a data architect. John has a Master of Science degree in biomedical informatics from the University of Utah, School of Medicine.
Assistant Professor, Johns Hopkins University School of Medicine
Nishi Rawat is a physician and healthcare services researcher, double-board certified in Critical Care and Emergency Medicine and faculty at Johns Hopkins University School of Medicine. Her research is focused on improving quality of health care and reducing costs with an emphasis on the application of information technology to evaluate performance, minimize waste and eliminate redundancies. She is an NIH-sponsored Principal Investigator to apply sensor technology to improve provider compliance with evidence-based interventions, and has been awarded several grants to commercialize emerging technologies. She is also a key co-investigator for a national quality improvement collaborative to improve care for mechanically ventilated patients, funded by the Agency for Healthcare Research and Quality. Nishi has won several awards at national research meetings for her research, and a leadership award from Johns Hopkins for her quality improvement activities.
Assistant Vice President, Texas Childrens Hospital
Trudy Leidich is the executive over the quality and safety program at Texas Children's Hospital in Houston Texas. Trudy's clinical background is in pediatric and neonatal nursing with a passion for analyzing and improving clinical outcomes. She leads system wide quality programs that include quality education, accreditation, simulation, safety, physician credentialing and privileging as well as the continuing medical education program.
Morning Run #2 (5.5 miles): Thursday, 9/08 @ 6AM (Liberty Park)
Downtown Fun Runs
We are hosting two downtown fun runs this year. Regardless of your pace, you’ll have someone to run with—we’ll have several run guides (pacers) for each run, ranging from 7-minute mile pace to 11+ minute mile pace. Runners will receive a technical t-shirt to wear during the run(s).
Morning Run #2 (5.5 miles): Thursday, 9/08 @ 6AM (Liberty Park)
Thursday morning’s flat and easy run takes runners through downtown, following established bike paths, to beautiful Liberty Park (the oldest and most prominent park in Utah). There is a water stop at mile 3. Here is a detailed map of the route: http://www.mapmyrun.com/routes/view/1160874061
Evening Run #1 (5 miles): Wednesday, 9/07 @ 6PM (Memory Grove & City Creek)
Downtown Fun Runs
We are hosting two downtown fun runs this year. Regardless of your pace, you’ll have someone to run with—we’ll have several run guides (pacers) for each run, ranging from 7-minute mile pace to 11+ minute mile pace. Runners will receive a technical t-shirt to wear during the run(s).
Evening Run #1 (5 miles): Wednesday, 9/07 @ 6PM (Memory Grove & City Creek)
Wednesday evening’s run takes runners through beautiful Memory Grove Park and tree-covered City Creek Canyon with spectacular mountain and city views (worth the 600 feet of elevation gain!). There is a water and bathroom stop at miles 1 and 4. Here is a detailed map of the route: http://www.mapmyrun.com/routes/view/1160879215
2 - Criminal Justice Analytics and Insights for Healthcare
Anne Milgram (Former New Jersey Attorney General, Senior Fellow at NYU School of Law)
We all know that change can be difficult. Changing business practices, cultures, and philosophies can take years – and often countless efforts yield minimal results. Yet data, technology, and analytics have shown that we can change the way we do business in faster and more impactful ways. Although the tools of our modern world can change how we see problems and open up new solutions, we all struggle with how to change systems and culture when transforming outdated practices.
In this talk, Milgram will describe her work as Attorney General for the State of New Jersey and in private philanthropy, where she has sought to bring the best of the modern world – data, technology and analytics – to bear in an effort to transform the American criminal justice system. Milgram will also discuss parallels between the criminal justice and health care systems and the significant overlap between high utilizers of these systems.
Finally, Milgram will touch upon the three ways in which she believes data can and should operate in business and government today: first, through big data, which shows us trends and identifies high level points of engagement; second, through individual level data, which can improve how we identify and treat individual people; and, finally, through integrated data that allows us to understand the full picture of risks, needs, and opportunities for improvement.
5 - UPMC’s System-Wide Change to Service Lines— Supported by Activity-Based Costing: The Blueprint to Healthcare Improvement Efforts (Case Study)
Robert P. Edwards, MD (Milton Lawrence McCall Professor and Chair, Department of Obstetrics, Gynecology, and Reproductive Services at Magee-Woman’s Hospital)
Paula Lounder (Director, UPMC Payer-Provider Programs )
The way in which health systems are typically organized, managed, and budgeted (as departments and units within separate hospitals) can work against them when they attempt to improve population health and decrease costs. The University of Pittsburgh Medical Center (UPMC), a large health system with more than 20 hospitals and 500 clinics, was keenly aware of this challenge as it embarked on population health and value-based care initiatives that spanned the entire organization. UPMC leaders recognized that in order to improve care and compete in today’s healthcare market, they needed to change their paradigm: they needed to consider all of the services they offered from a patient perspective (rather than from a facility or departmental perspective), and they needed to solve the costing problem—devise new ways to accurately measure the cost of providing care across the continuum and to relate the true cost of care to patient outcomes.
Attend this case study session to see how UPMC is using the service line approach and activity-based accounting to identify unnecessary costs and variation, and improving women’s health outcomes. Discover the strategies that worked to improve outcomes: aligning leaders from finance and operations; creating interdisciplinary teams; using analytics and data to understand and share variation with physicians; using data to change physician behavior; engaging physicians; exploring opportunities with payers, and more.
6 - Predictive Analytic Models – a Must in the Journey to Reducing Readmissions (Case Study)
Karen Tomes, RN, MA, PHN (Vice President Care Management & Coordination, Allina Health)
Allina Health—a 13-hospital health system serving Minnesota and Wisconsin—believes that patients deserve to receive optimum follow-up care and support after discharge from the hospital, an approach that helps to minimize readmissions. Like many health systems nationwide, Allina Health had to prepare for the potential of CMS penalties for poor readmission performance and for emerging pay-for-outcomes reimbursement model.
This session will review the multipronged approach that Allina Health employed to successfully reduce its 30-day potentially preventable readmissions (PPRs). Allina Health will outline the specific actions they took including the development of a predictive analytic model that supports the identification of at-risk patients. The session will also highlight additional actions they identified as key success factors in their journey to reduce readmissions including redesigned care management processes and education programs for patients, families, and clinicians. The results Allina Health has achieved to-date validate that this multipronged approach is a model worth following.
7 - Actionable Analytics: From Predictive Modeling to Workflows (Case Study)
Chad Konchak, MBA (Director, Clinical Analytics, NorthShore University HealthSystem)
The value of analytics is only realized when those models and tools are integrated into workflows to support data-driven decision making. In this presentation, the NorthShore Clinical Analytics team will showcase their suite of predictive models and analytical tools and how we have used various forms of EMR functionality to integrate them into clinical workflows. The team will describe use cases that cover population health, syndromic surveillance, and hospital quality where analytics efforts have led to better data-driven decision making. We will show how these data-driven tools led to better quality and financial outcomes. We will discuss both the modeling techniques used, tool development processes, and how we considered “implementability” (how easy it would be to implement the tool into a data supply chain that fed clinical workflows) in the design.
This session will also go into detail on the various forms of EMR functionality they used to feed their analytics (calculated outside of the EMR) back into the system. NorthShore will also describe the standardization techniques they have implemented to ensure their predictive modeling efforts adhered to standard methodological considerations. This presentation will describe the analytics environment that was set up and the people, process and technology governance structures that were created to ensure quality, consistency, and maintenance of our analytics.
8 - Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie or Die (Education Session)
Eric Siegel, PhD (Best Selling Author and Founder of Predictive Analytics World)
Predictive analytics fortifies healthcare. It addresses today’s pressing challenges in healthcare effectiveness and economics by improving operations across the spectrum of healthcare functions, including:
- Clinical services and other healthcare management operations such as targeting screening and compliance intervention
- Insurance pricing and management
- Healthcare product marketing
- Reducing costs and streamlining
Applied in these areas, predictive analytics serves to improve patient care, reduce cost, and bring greater efficiencies. In this keynote address, Eric Siegel will cover today’s rapidly emerging movement to fortify healthcare with big data’s biggest win: the power to predict.
9 - Building an Enterprise Analytics Organization (Case Study)
Joseph M. Dudas (Division Chair, Enterprise Analytics, Mayo Clinic)
This session will focus on Mayo Clinic’s most recent refresh of their Enterprise Analytics five-year business plan. Attendees will see the results of a comprehensive assessment that was done 12 months ago, what Mayo Clinic had planned to do to address gaps, and how it is doing now (both successes and shortcomings). Instead of the technology itself, this presentation will focus on how to structure your organization to get the most out of your technology investments.
According to Mayo Clinic’s assessment, 90 percent of analyst time is spent gathering information and producing reports, and only 10 percent is spent gaining insights and making suggestions. Joe will also talk about their strategy to address analytics needs in days or weeks, as opposed to months or years.
10 - FHIR’d up about Clinical Data Intelligence: Cleveland Clinic’s Real Time Decision Support System (Technical Session)
A huge amount of waste exists across health systems with duplicate efforts reinterpreting patient chart data many times over. A solution to this problem represents significant cost savings by addressing and activating a dynamic process up front in the clinical workflow resulting in an exponential impact within real time patient care, back end processes and closed loop predictive modeling. A lot of worthy focus is placed on EMR interoperability and new web data standards for healthcare but without data veracity all these efforts are moot.
Still the solution is elusive for most health systems due in part to the data challenges of EMR’s that are notoriously onerous to customize—as well as understanding the clinical nuances of stored data.
Yet, with some breakthrough discoveries all health systems will want to learn from, Cleveland Clinic has developed a real-time decision support system with admirable results. With this, the ability to liberate high fidelity data from the proprietary EMR bubble, using new standards like FHIR, becomes viable. To achieve this, Cleveland Clinic has constructed a team of developers and clinicians with overlapping clinical and technical knowledge using agile development methods versus traditional waterfall processes. The blend of skills and process has been key to the team’s success being able to trace data end-to-end. In addition to technical expertise, Cleveland Clinic’s team has demonstrated success by persistently and patiently navigating a bureaucratic structure of policy and legacy enterprise EMR’s common to many large health systems
11 - Patients Don't Measure Quality Care—They Experience it (Case Study)
It’s a fact that healthcare is joining the age of consumerism. The cost of care and, most importantly, the quality and ease of service are crucial factors in determining patient satisfaction. Stanford Health Care, already committed to providing the highest quality of care, saw an opportunity to be on the forefront of the growth in consumerism and proactively increase their attention to the factors that impact patient satisfaction.
With nearly 700,000 clinic visits a year, Stanford knew that working with the clinicians who interact with patients during clinic visits was the path to develop a systematic approach to delivering high quality service, improving patient communications, and increasing transparency. Join Stanford as they define the steps that have led to engaged physicians, an improved experience for patients, and ultimately higher patient satisfaction scores its organization. The presenters will review the educational tools that helped to engage physicians in improving patient experience and embracing transparency, the importance of a positive physician work experience and how that impacts patient experience, the need for strong governance, and the value of a patient-based care approach.
12 - From the Boardroom to the Bedside – Using Analytics to Drive a Culture of Continuous Improvement (Case Study)
Chris DeRienzo, MD, MPP (Chief Quality Officer,
Jon Brown (Chief Information Officer, Mission Health)
Michael Creech, BSEE, LSSBB, LSSMBB (Vice President Process Engineering & Applied Analytics, Mission Health System)
Mission Health is a $1.6 billion integrated delivery system based in Western North Carolina that includes six hospitals, numerous outpatient and ambulatory sites, an employed physician group, and a large post-acute network of services. In order to fully realize the promise of Mission’s BIG(GER) AIM—to get each patient to his or her desired outcome, first without harm, also without waste and with an exceptional experience for the patient and family—Mission sought to instill a culture of continuous improvement within all 11,000+ members of its team. From bedside caregivers to the CEO, Mission has successfully leveraged the power of analytics to build this culture and begin turning its enterprise-wide flywheel of continuous improvement.
This breakout session will review the specifics of Mission’s journey, including how it laid the cultural bricks, built out its analytics toolbox, and began driving engagement with physicians, leaders, and caregivers of every kind. The presenters from Mission will review the methodology they used to rapidly achieve widespread adoption of analytics tools, as well as how they routinely assess maturity and readiness for next steps at both the entity and the local levels. Finally, they will highlight a selection of their results in both the clinical and operational spaces, ultimately providing attendees with a “recipe for success” to bring home on how to use analytics to drive a culture of continuous improvement.
13 - An 85% prediction model? Advances in Sepsis Prediction at Johns Hopkins (Case Study)
Led by Professor Suchi Saria, a team of data scientists at Johns Hopkins University have made substantial advances in accurately predicting the patients most likely to experience septic shock. On the back end of a six-year study period, the research team drew from a 16,000 patient data set. Eighty-five percent of the time, their prediction model successfully predicted septic shock. And equally important, Dr. Saria’s work did not require additional screening.
Join Dr. Saria and several from their team as they share lessons learned across the six-year study including both clinical implementation and IT development challenges that they faced. In its last stage of testing in collaboration with clinical teams, these tools may soon become available to others. Join us in learning more.
14 - The Geisinger Hedged Unified Data Architecture (Case Study)
With the advent of digitalized medicine, it becomes increasingly important to share approaches to derive value from a deluge of data. We will describe Geisinger Unified Data Architecture, a hedged data environment, which combines the benefits of traditional SQL data warehouse with contemporary Big Data/Hadoop environment. We will discuss specific examples of benefit realization from each platform, including Cerner Healthe Intent, HortonWorks, Microsoft SQL, Teradata, and Epic Cogito. We will share our experience managing structured, unstructured, streaming, and real-time data to augment EHR functionality and our population health mission.
15 - Improved Outcomes and a Proven ROI Model for Quality Improvement: Transforming Diabetes Care (Case Study)
Charles G. Macias, MD, MPH (Chief Clinical Systems Integration Officer, Director of the Evidence-Based Outcomes Center / Center for Clinical Effectiveness, Texas Children’s Hospital)
Texas Children’s Hospital is committed to improving care for diabetic patients—one of the most common diseases in school-aged children. So, when it noticed a measurable degree of variation in its management of diabetic ketoacidosis (DKA) patients, a particularly complex and serious complication of diabetes, it launched an enterprise-wide campaign to drive diabetes care improvement.
Join Texas Children’s as it describes how analytics enabled clinical and operational improvements that resulted in higher quality diabetes care in the inpatient setting while simultaneously documenting the cost effectiveness of care process improvement teams. The session will specifically review how Texas Children’s: transformed its care infrastructure and care processes—including order set utilization, timeliness of ordering and administering insulin; used patient risk stratification patient risk to improve outcomes. You will also discover a framework that Texas Children’s developed in collaboration with the school at Rice University to better understand the return on investment (ROI) of its quality improvement efforts.
16 - Security frameworks in data warehousing and their interplay with healthcare analytics (Technical Session)
Patrick Nelli (Senior VP, CAFÉ Product Line, Health Catalyst)
In this session we will cover key areas of security and data de-identification as it relates to healthcare analytics. Areas of focus will include security frameworks and best practices around auditing and monitoring. We will discuss how these frameworks can be applied in a cloud-based environment and the analytics benefits that can be associated with both monitoring and cloud-based environments.
19 - Can Clinicians Take the Lead in Health Care Reform?
Don Berwick, MD (Former Administrator, CMS; Founding CEO, IHI)
In large measure, the health care landscape seems dominated by conflict in recent years between time-honored self images of professionalism and self-regulation, on the one hand, and a strong wave of commitment to accountability, surveillance, incentive structures, and external rules, on the other hand. We know a lot about the shape and potential of new care designs to get us closer to the “Triple Aim” (better care for individuals, better health for populations, and lower per capita cost through improvement), but it seems unlikely that those new designs will emerge at scale and pace from conflict. Instead, this lecture will explore another option – a new era of recommitment to the moral foundations of health care and the key opportunity for clinicians and other health care leaders to recreate the systems of care in which they work. How could they do that? And what might they achieve?
22 - Outcomes Improvement Governance: The Quest to Achieve More With Less
Participate in the world premier game playing experience of Governance Quest. Design your strategy and barter for resources in this medieval quest to obtain wealth, magical power and fame. This interactive session will highlight four best practice principles for effective governance. As you play the game you will learn how to:
- Engage the right people to govern outcomes improvement and analytics
- Understand improvement opportunities and the associated resources and analytics required to achieve them
- Align incentives and balance organizational polarities
- Optimally allocate scarce resources to the highest yield improvement initiatives
Come away with increased knowledge of how well designed and executed governance significantly accelerates the breadth and depth of outcomes improvement
23 - Integrating Detailed Patient Level Costs With Outcomes and Quality Metrics (Case Study)
Charlton Park, MBA, MHSM (Chief Analytics Officer, University of Utah Health Care)
With stiff competition, uncertain payment reform and razor thin margins, some may wonder why University of Utah (UoU) Healthcare would aggressively push to be transparent with its Value Driven Outcomes (VDO) Initiative. Yet, the results have been mutually beneficially for business and patients and have created a competitive advantage for the UoU health system.
Analytics that make transparent patient care costs and related outcomes are critical to increasing value in today’s healthcare environment. At the UoU health system, distributed teams now have access to key analytic reports that put cost, outcomes and quality data at their fingertips. With this analytic foundation, the system now provides actionable data to providers so they understand the variations in cost and outcomes in order to do what is right for their patients from a cost perspective in addition to quality. The results are material and have led to double digit increases in quality and reduction in costs across multiple care processes.
24 - Deploying Predictive Analytics: A Practitioner’s Guide (Technical Session)
Eric Just (Senior VP, Product Development, Health Catalyst)
This session will focus on the technical and practical aspects of creating and deploying predictive analytics. We have seen an emerging need for predictive analytics across clinical, operational, and financial domains. One pitfall we’ve seen with predictive analytics is that while many people with access to free tools can develop predictive models, many organizations fail to provide a sufficient infrastructure in which the models are deployed in a consistent, reliable way and truly embedded into the analytics environment. We will survey techniques that are used to get better predictions at scale. This session won’t be an intense mathematical treatment of the latest predictive algorithms, but will rather be a guide for organizations that want to embed predictive analytics into their technical and operational workflows.
Topics will include:
- Reducing the time it takes to develop a model
- Automating model training and retraining
- Feature engineering
- Deploying the model in the analytics environment
- Deploying the model in the clinical environment
25 - Healthcare Analytics—Are You Just Buying a Car or Actually Planning to Go Somewhere? (Education Session)
Taylor Davis (Vice President, Analysis and Strategy, KLAS
KLAS is speaking to hundreds of organizations about the BI solutions they are purchasing, but relatively few report that they are achieving what they expected. What is holding these organizations back from arriving at their desired “destination.”
Explore the trends in the BI market as KLAS representative Taylor Davis describes the BI “cars” that organizations are purchasing today and the strategies (or lack of) which drive whether their car actually goes somewhere. Which vendors are doing the best job of helping their customers all the way to successful outcomes? What is the reality of today’s healthcare BI adoption? With most health systems employing at least three enterprise BI toolsets, which solutions are bringing the most value?
26 - New Competencies for Succeeding in Risk-based Arrangements (Education Session)
Bobbi Brown (Senior Vice President, Financial Engagement, Health Catalyst)
Dan Unger, MBA (VP Product Development, Financial Decision Support, Health Catalyst )
Lynn M. Guillette, CPA, MBA (Vice President, Payment Innovation, Dartmouth-Hitchcock Health)
Whether you are ready for it or not your organization is going to start taking on more financial risk through alternative payment models. Most organizations today are not armed with the right data or skills to take on at-risk contracts to a meaningful level.
Learn about the new competencies needed to survive and thrive under the new economic framework of fee for value. This session will include lessons learned from healthcare organizations around the country and concrete steps to start developing, or further mature, the key skills in your own organization.
27 - Do No Harm: Reducing Hospital-Acquired Conditions Through Cultural Transformation, Analytics, and Education (Case Study)
Children’s Hospital Of Wisconsin’s (CHW) is one of the nation’s top pediatric hospitals consisting of two hospitals and a surgery center. To support its vision of “healthiest kids in the nation”, CHW is driven by the desire to improve patient quality and reduce inpatient length of stay. The prevention of hospital-acquired-conditions (HACs) is an important element of achieving that and is a top priority for CHW.
While CHW had improvement teams in place for many years to address specific HACs, little improvement had resulted due to poor access to data and a lack of cultural buy-in to the improvement process. CHW leaders knew that major changes would be needed, including the creation of the right environment and infrastructure to support their renewed efforts to reduce HACs across its health system.
Learn how CHW is successfully reducing HACs with organization-wide commitment, from the board of directors to frontline teams. The session will review CHW’s formula for success, highlighting the key criteria of their formula including:
- Need for an effective leadership, governance and a data-driven culture
- Access to good data and the technologies to leverage it
- Education and a team-based approach that emphasize transparency of data and outcomes
28 - Partners’ Care Management Strategy: A 10-Year Journey (2 Hour Deep Dive Education Session)
Chronic diseases are responsible for seven out of 10 deaths each year, killing more than 1.7 million Americans annually. Additionally, 133 million Americans—approximately 45 percent of the population—have at least one chronic disease. Partners HealthCare believes that chronically ill patients with multiple medical conditions often need the most help coordinating their care, which is why this well-respected health system has spent the last 10 years perfecting an integrated care management program (iCMP).
Key elements of the iCMP at Partners include access to specialized resources (e.g., mental health, palliative care), involvement through the continuum of care, patient self-management, IT-enabled systems to improve care coordination, data-driven analytics to support strategic decision making, a payer-blind approach, and ongoing support and training for its teams and staff.
Attend this two-hour session, as Partners HealthCare reviews its journey to successful integrated care management. Objectives of this session include learning the essential elements of an effective care management program for chronically ill patients, understanding how care management plays a key role in an effective population health management strategy, and learning how to use information to identify and effectively manage complex, chronically ill patients.
29 - Turn Your Analysts into Data Detectives: Discvoreing Pttaerns in Dtaa (Education Session)
John Wadsworth, MS (Senior VP, Client Engagement, Health Catalyst)
You have an EDW with dozens of data sources tethered onto a common platform. The platform has many applications driving hundreds of daily reports. As you survey the rich data landscape, how can you identify the best nuggets that will lead to meaningful mining? Come to this session to learn tips on how to find trends, and how to architect solutions that support maximizing your data mining efforts.
30 - Powerful Ways to Use Hadoop in your Healthcare Big Data Strategy (Technical Session)
Big Data, Big Data, Big Data – everybody is talking about it, but why and how is it being done? Come ready to talk about emerging healthcare big data use cases that are begging for the help of practical and powerful technologies like Spark, Kafka, Hive, and Elastic Search. If applied appropriately, these technologies can rev up your data warehouse and help you to address evolving data-driven healthcare needs around unstructured data, real-time data feeds, and machine learning.
Armed with technical and clinical know-how, Bryan and Sean will tag team to give you a practical understanding where to get started with these technologies. Together, they will also give you a glimpse how they think these technologies will evolve over time.
31 - Leading Adaptive Change to Create Value (2 Hour Deep Dive Education Session)
Val Ulstad, MD, MPA, MPH (Chief Engagement Officer, Partners at Cascade Bluff, LLC
Adaptive leadership maps the territory of human behavior, describing what people do and how they behave when faced with change. Its concepts and practices can create systemwide value by creating clarity that empowers others to make progress in their work. This is especially critical to healthcare, as the industry is burdened by complex problems, scare resources, and fast-paced change. In this 2-hour session you will see how to apply the fundamentals of adaptive leadership to help you become more effective and purposeful when driving change.
32 - Population Health Management – Driving Improved Outcomes in Women’s Services Through Collaboration and Analytics (Case Study)
One in three pregnant women give birth via cesarean section in the United States, which is more than double the rate the World Health Organization (WHO) recommends. MultiCare Health System, an integrated care delivery system, is committed to ensuring that women who choose MultiCare receive the same high-quality care regardless of their treatment location. Standardizing care, however──and asking providers to change long-held patterns of behavior──is not an easy task.
Join MultiCare to learn how it was able to improve and standardize care for pregnant women, driving down C-section rates to less than 33 percent of the national average while simultaneously improving episiotomy rates, surgical site infection rates, and third or fourth degree perineal laceration rates.
This discussion will enable attendees to:
- Identify organizational structures to effectively set up and empower successful clinical improvement teams.
- Define strategies to engage/support providers for effective practice changes.
- Recognize the power of analytics in highlighting performance and opportunities for improvement.
- Demonstrate the positive impact that standardized clinical content can have on patient outcomes.
33 - Improving Outcomes in a Value-Based Environment: Holistic Care Management for Complex Medical Conditions (2 Hour Deep Dive Case Study Session)
Kyle Grunder, MBA (Director of Operations, Courage Kenny Rehabilitation Institute, Nasseff Spine Institute, Allina Health)
Jill E. Henly, MSW, LCSW (Manager, Care Coordination and Social Work, Courage Kenny Rehabilitation Institute, Allina Health)
Allina Health improved the quality of the lives of its patients with complex medical conditions, while saving its community $11.2M annually through innovative care management in a value-based environment. A challenging task for any population but especially notable when accomplished in support of a high-risk, high-cost population.
With approximately 15 percent of United States’ citizens affected by disability- Allina Health’s Courage Kenny Rehabilitation Institute (CKRI) was established to support patients with disabilities, injuries, and complex medical conditions in achieving the highest possible degree of health, functioning, and quality of life. CKRI leaders knew that in order to achieve these goals they needed to create a multidisciplinary, collaborative care model that focused on the whole person—one that looked beyond the medical to address vocational, social, and emotional needs.
This two-hour session will cover CKRI’s journey in developing an innovative care management model that used analytics to improve and measure patient and financial outcomes in a value-based, at-risk environment.
34 - How to Measure and Get an ROI out of your Outcomes Improvement Projects (Education Session)
Bobbi Brown (Senior Vice President, Financial Engagement, Health Catalyst)
Leslie Falk, MBA, RN, PMP (Senior VP of Customer Success, Health Catalyst)
Terri Brown, MSN, RN, CPN (Clinical Specialist, Quality & Safety, Texas Children’s Hospital)
A cultural divide exists between clinicians and the finance department, and nowhere is this more apparent than when trying to measure ROI on improvement projects. But it doesn’t have to be that way. This session will explore steps healthcare organizations can take to establish a framework that enables communication among multidisciplinary teams, including finance, and provides guidance to make investments that enhance quality while lowering costs. This session will also feature real-world ROI exercises and case studies
35 - Text Analytics: You Need More than NLP (Technical Session)
Eric Just (Senior VP, Product Development, Health Catalyst)
Healthcare organizations need a variety of tools to extract value from text data. Natural Language Processing (or NLP) is only one of these tools. Text searching is one of the most accessible tools to bring healthcare text data to life. Through text searching, clinicians can quickly retrieve text of interest by typing simple search query terms. We will talk about text search tools, how NLP and other techniques enhance text search, and how to build text search tools into informatics and clinical workflows to achieve maximum value from the richness of text data.
36 - Improve Reported Outcome Measures With Standardized Care Processes (Case Study)
Amber Theel, RN, BSN, MBA, CPHQ, CPHRM (Director of Quality Outcomes and Metrics, MultiCare Health System)
Jess Bouma, MD (Hospitalist, MultiCare Inpatient Services, Tacoma General and Allenmore Hospitals)
Readmission and mortality rates for patients with pneumonia are a national performance measure, and something many health systems struggle to improve. Coupled with the reality that nearly 1.1 million patient hospitalizations utilizing more than 5.7 million inpatient days each year in the United States, pneumonia patients present a high opportunity for quality and
To improve the care of, cost of, and experience for pneumonia patients, MultiCare Health System, an integrated care network, launched an improvement effort to standardize pneumonia care. Join MultiCare as they discuss how they realized significant improvements through the merging of effective planning, people, and processes. Presenters will cover the key areas to consider and the elements needed to improve outcomes:
- Recognize the strengths and limitations of publicly reported measures in identifying opportunities for improvement.
- Identify how in-depth planning informed by analytics saves time in the long run and leads to better decisions that more effectively support evidence-based care for patients.
- Identify the positive impact standardized, evidence-based order sets that are designed to respect the workflow of individual departments have on patient outcomes.
- Recognize the strength of the interdisciplinary team in designing and successfully implementing redesigned care processes.
32 Stations with Multiple Presenters (From Health Systems Across the Country)
The Analytics Walkabout was first introduced last year and is back by popular demand for HAS 16. This year’s experience will consist of 32 different analytics-driven projects featured at individual stations.
Attendees will be able to talk to front-line leaders at each station twice during HAS 16 . The first Analytics Walkabout session will be during the Tuesday evening registration reception starting at 6:00 p.m. The second AW session will be during the Wednesday morning breakfast session prior to the opening of the general opening session. These Analytics Walkabout stations are intended to be 10 minute sessions where you can quickly learn about analytics-related projects across a wide variety of clinical, financial, technical and leadership topics. Outcomes improvement often consists of a multitude of smaller, agile projects. We want to provide a wide variety of different projects, tailored for many different team member roles and types. Our intent is to provide something for everyone.
- ACO measures
- Antibiotic usage
- Bowel surgery
- Cardiovascular (3-4)
- Community care
- Co-locating EMRs
- Cost accounting
- Faster time to reporting
- Glycemic control
- Identifying research cohorts
- Imaging operations and overreads
- Improvement methodology
- Length of stay (3)
- Sepsis (3)
- Infectious disease
- Patient access
- Practice management
- Practice variance
- Professional billing
- Reducing denials claims
- Reducing discharge times
- Reducing ED admissions
- Revenue cycle
- Supply chain variation and procurement
Documentary: The Story of New Ulm: A Population Health Transformation
Below are the keynote and breakout presentations from HAS 16. Where given permission, we are including the presentations and video replay. Additional keynote video replays are coming by Wednesday. Otherwise, if you do not see a specific presentation or video replay, it means the speaker has not given us permission to post publicly.