HAS 17 Sessions

HAS 17 has more significantly breakout sessions than any other comparable analytics conference, featuring a wealth of leading-edge educational, case study, and technical best practices. Past attendees have indicated the best approach to internalize these best practices is to bring multiple team members and divide and conquer.

Educational Sessions


Yours, Mine, Ours – Provider-Payer Convergence and the Future of Data Analytics

John Moore - Founder and Managing Partner, Chilmark Research

John Moore

Founder and Managing Partner, Chilmark Research

After nearly 15 years in the manufacturing sector advising some of the largest global manufacturing companies on IT adoption and deployment strategies, John Moore felt that the most vexing issues in this sector had been largely addressed. He became restless and sought new opportunities with new challenges. After nearly a year of research, he chose healthcare as his next target and launched Chilmark Research in 2007. From those humble beginnings, John has built Chilmark Research into a respected analyst firm that provides market-leading coverage of the most transformative sectors of healthcare IT, including health information exchanges, patient-provider engagement strategies, healthcare analytics, and remote monitoring. Of great personal interest to John is the role that the consumer will ultimately play in the rapidly evolving healthcare market. An accomplished speaker, John has made numerous presentations on current and future IT trends and their impact to markets. He has been widely quoted in numerous publications, including AMA News, Baseline, CIO, ComputerWorld, eWeek, Forbes, Health Data Management, InformationWeek, Investors Business Daily, US News & World Report, Washington Post and the Wall Street Journal.”
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With the migration to value-based care (VBC), increasingly, providers and payers will need to collaborate and converge to achieve successful clinical and financial outcomes. Yet today, these two sectors operate with entirely different technology stacks and the points of convergence between these stacks is nominal. In his presentation, John will present some of Chilmark’s latest research on how providers and payers who are on the path to convergence are beginning to establish deeper data sharing partnerships to support strategic clinical and financial objectives. John will then reflect upon the broader analytics sector providing a forecast as to how the market will develop over the next several years and how organizations should prepare for the inevitable changes to come.

Built on the core belief that healthcare information technology (HIT) plays a crucial role in improving the quality and efficiency of care, Chilmark fosters the effective adoption, deployment, and use of HIT by providing objective, high-quality research into technologies with the greatest potential to improve care. Using a pragmatic, evidence-based research methodology with a strong emphasis on primary research and objectivity, Chilmark provides healthcare leaders the most in-depth and accurate portrait of the critical technology and adoption trends in the HIT sector.

A Universal Operating Model for Population Health Management

Steven Merahn, MD - Chief Medical Officer, Centria Healthcare

Steven Merahn, MD

Chief Medical Officer, Centria Healthcare

Steven Merahn, MD is experienced physician-executive focused on the design of care delivery systems and clinical operations, with special focus on the population health operating model and revitalizing the experience of care for both patients and healthcare professionals.  A recognized expert in value-based care delivery, he was most recently the Chief Medical Officer at US Medical Management, supporting a 14-state 42-office primary care network delivering home-based primary care to complex/fragile and disabled patients based on a continuum of care model.  USMM also runs 23,000 patient Medicare Shared Savings ACO and is a leading participant in the CMS Independence at Home Demonstration where USMM delivered extraordinary Triple Aim results. Dr. Merahn has had a diverse career in healthcare services delivery, communications, clinical IT and information services and public health, serving in executive leadership positions in many different aspects of the healthcare ecosystem.  He has also led several successful entrepreneurial ventures in clinical decision support, clinical analytics and consulting. A vocal advocate for the value of the human factors – relationship continuity and ‘professional intimacy’ – in health status improvement, he has developed new models for collaborative care planning and health status improvement based on the the principles of “healthcare interaction design”. Dr. Merahn’s track record includes leadership in strategic program development, quality and health status improvement, and optimizing clinical operations, with special experience revitalizing the experience and value of care for patients and professionals. His current interests include the information architecture of care planning, resource-managed care delivery and collaboration as a clinical discipline.  
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While the goals are clear, the mechanics of implementation and operations of “population health” are currently a work-in-progress across the healthcare ecosystem. This talk outlines a universal framework for a Triple Aim-based operating model of population health management, derived from extensive experience (successes and failure from multiple different population health projects by Dr. Merahn) bringing principles of process design, program, and operations management, engineering and human factors into the planning and implementation of population health and systems-based practice with large health systems, managed care organizations and ambulatory care networks. The design of systems-based practice should account for and allow multiple payment models; in this talk Dr. Merahn will define the functional requirement of population health infrastructure and operations, operating capabilities associated with bringing the requirements to life, and interaction design that orchestrates the operating capabilities and their interface with other environmental factors and forces.

The Population Health Template: A Roadmap to Drive Successful Health Improvement Initiatives

Michael Kobernick, MD, MS, MS-PopH, CPE - Chief Medical Officer, SmartHealth, Ascension Health

Michael Kobernick, MD, MS, MS-PopH, CPE

Chief Medical Officer, SmartHealth, Ascension Health

Michael Kobernick, MD, MS, MS-PopH, CPE is an experienced physician executive using his wide range of clinical and administrative experiences to assist organizations and individuals achieve their health care objectives. He is currently Chief Medical Officer of Ascension Health's SmartHealth medical plan, and a Lecturer at Jefferson College of Population Health. SmartHealth covers around 210,000 employees in 70 different hospitals owned by Ascension across the United States. Jefferson College of Population Health is the first college of its kind in US, dedicated to exploring the policies and forces that define the health and well-being of populations. Dr. Kobernick is recognized as an expert in Population Health, Health Insurance, and Medical Leadership, in addition to his clinical specialties in Family Medicine and Emergency Medicine. Dr. Kobernick completed his undergraduate and medical education at Michigan State University, and his Master of Science in Population Health from Jefferson College. Prior to joining SmartHealth, Dr. Kobernick was Medical Director of the Macomb ED. In 2007, the University of Detroit-Mercy recognized him as Alumni of the Year and in 2012, he was recognized as a “Top Doc” in the Detroit area.
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Many healthcare organizations go down the path of implementing broad, sweeping initiatives to try to improve population health without recognizing the importance of addressing fundamental issues like the social determinants of health, and the needs of smaller segments of the groups they serve. This, coupled with the lack of a consistent planning methodology, leads to costly project variation and variable results.  It also makes it difficult to determine the value of a program, or justify the spread of an initiative to other care settings or locations.

Presented here is a roadmap and template guide for population health improvement initiatives that addresses these concerns.  The lecture includes an explanation of the template’s development, and evaluation, and instructions on its use.  Actual examples of how the template has been applied will be presented, and table exercises will provide the attendee with hands on experience using the template.   This guide creates a standardized population health approach to project planning and execution that may be applied to all types of health improvement initiatives and a variety of patient populations.

Raising Your Data Team’s Capabilities: A Key Strategy to Optimizing Data Ecosystems

John Wadsworth, MS - Senior Vice President, Client Engagement, Health Catalyst

John Wadsworth, MS

Senior Vice President, 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.
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In today’s value-based care environment, with shrinking operational margins, it is critical for health systems to achieve an ROI from its improvement projects. Investing in a data ecosystem doesn’t guarantee an organization’s ability to improve care delivery and lower costs. Organizations need data analysts and data architects with the right skills to maximize its data ecosystem. This Breakout will discuss the six needful data architect and data analysts skills: structured query language; export, transform, and load (ETL); data modeling; data analysis; business intelligence (BI) reporting; telling the story of the visualizations.

Stories on Outcomes Improvement Governance

David Grauer - Senior Vice President, Professional Services, Health Catalyst

David Grauer

Senior Vice President, Professional Services, Health Catalyst

Former CEO/Administrator Intermountain Medical Center Grauer joined Health Catalyst after 23 years in executive leadership positions at Intermountain Healthcare, a Utah-based, not-for-profit system of 22 hospitals, 185 clinics, and 1,400 employed physicians that is widely recognized as a leader in clinical quality improvement and in efficient healthcare delivery. For the last nine years, Grauer served as CEO/Administrator of Intermountain Medical Center, a 502-bed hospital in suburban Salt Lake City that is both Utah’s largest hospital and the flagship of Intermountain Healthcare. Previously, he was CEO/Administrator of two other Intermountain hospitals—Cottonwood Hospital and The Orthopedic Specialty Hospital/TOSH. A long-time community volunteer, Grauer has served on the boards of several community organizations in the Salt Lake City area, including Utah Food Bank, Jewish Family Service of Utah, Big Brothers Big Sisters of Utah, and Children’s Service Society of Utah. He is a recipient of the American College of Healthcare Executives’ Regent’s Award and in 2013 was named a “Healthcare Hero,” for administrative excellence, by Utah Business magazine.
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In this interactive session, David Grauer will share the secrets to successful governance and how to do more with less. He will review the four best practice governance principles and share stories about each. Audience members will be invited to share their experiences.

Machine Learning (ML) Primer for Managers: Why and How to Implement ML in Your Organization

Eric Just - Senior Vice President, Clinical Analytics and Decision Support, Health Catalyst

Healthcare leaders and decision markers (most of whom are non-technical) are hearing a lot about machine learning (ML), predictive analytics, AI, and related topics as an emerging capability that can be helpful (and even transformational) in accelerating outcomes improvement and providing other benefits. Those that are interested in exploring this further, however, need help in determining next steps. This presentation will help these leaders:

  • Understand the definitions and benefits of ML, predictive analytics, and AI to be able to match the right technologies to the right problems and use cases.
  • Determine the strategic options for introducing these technologies to an organization, including to what degree to build internal data science teams and skills, and whether to rely on existing or new vendors (and which ones).
  • Develop plans and projects with realistic timelines, costs, and benefits expectations for these technologies.
  • Prepare what is often the largest issue: change management and what the introduction of these technologies can mean to current operations.

The Long and Winding Road of Patient Safety

Stan Pestotnik, MS, RPh - Vice President, Patient Safety Products, Health Catalyst

Stan Pestotnik, MS, RPh

Vice President, Patient Safety Products, Health Catalyst

Pestotnik is a clinical pharmacist and medical informaticist with over 25 years’ experience in health IT focused on patient safety and infectious diseases.  He is the founding CEO of TheraDoc, Inc., a health care informatics company specializing in real-time clinical surveillance and decision support technology. TheraDoc was acquired by Hospira in December 2009. Prior to TheraDoc he was the Director of LDS Hospital Drug Surveillance and Safety Program for Intermountain Health Care’s Infectious Diseases Informatics Group. Pestotnik holds four patents in the area of clinical decision support and electronic surveillance. He has authored over 75 peer-reviewed articles on the clinical use of health IT in top-tier publications including JAMA and New England Journal of Medicine. Pestotnik holds both an RpH in pharmacy and an M.S. in medical informatics from the University of Utah. Pestotnik will lead Health Catalyst’s efforts to reduce patient harm. He will drive innovation to deliver solutions that go beyond identifying and measuring harm, to alerting clinicians early and even predicting harm events before they happen.
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Safety is an emergent property of a larger system, often best described as a sociotechnical system composed of culture, process, and technology. Safety emerges from an interaction of these sociotechnical components. As the landscape of patient safety changes, organizations will need to expand their sociotechnical focus in the following areas:

  • The care continuum
  • Patient and family engagement/experience
  • Healthcare workforce
  • Transparency and metrics
  • Use of HIT. As the market separates healthcare organizations into winners and losers, patient safety will be an important determinant.

This session will describe the sociotechnical attributes of a safe system, the challenges, the barriers, and the opportunities.

Unleashing Data: The Key to Driving Massive Improvements

Thomas D. Burton - Co-Founder, Chief Improvement Officer, and Chief Fun Officer, Health Catalyst

Thomas D. Burton

Co-Founder, Chief Improvement Officer, and Chief Fun Officer, Health Catalyst

Mr. Burton is a co-founder and Chief Improvement Officer 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, Key Process Analysis, 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, the Lean Healthcare Leadership Retreat and HIMSS. Mr. Burton holds an MBA and a BS in Computer Science from BYU.
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David Grauer - Senior Vice President, Professional Services, Health Catalyst

David Grauer

Senior Vice President, Professional Services, Health Catalyst

Former CEO/Administrator Intermountain Medical Center Grauer joined Health Catalyst after 23 years in executive leadership positions at Intermountain Healthcare, a Utah-based, not-for-profit system of 22 hospitals, 185 clinics, and 1,400 employed physicians that is widely recognized as a leader in clinical quality improvement and in efficient healthcare delivery. For the last nine years, Grauer served as CEO/Administrator of Intermountain Medical Center, a 502-bed hospital in suburban Salt Lake City that is both Utah’s largest hospital and the flagship of Intermountain Healthcare. Previously, he was CEO/Administrator of two other Intermountain hospitals—Cottonwood Hospital and The Orthopedic Specialty Hospital/TOSH. A long-time community volunteer, Grauer has served on the boards of several community organizations in the Salt Lake City area, including Utah Food Bank, Jewish Family Service of Utah, Big Brothers Big Sisters of Utah, and Children’s Service Society of Utah. He is a recipient of the American College of Healthcare Executives’ Regent’s Award and in 2013 was named a “Healthcare Hero,” for administrative excellence, by Utah Business magazine.
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Known for his game-based learning, Tom Burton, co-founder and CFO (chief fun officer) of Health Catalyst, will discuss the importance of unleashing data to drive massive clinical, financial, and operational improvements. His game-based learning approach creates an environment of synergy where one plus one equals three and while a picture may be worth a thousand words, a game may be worth ten thousand. Tom has developed a game that will be the basis of experiential connection with unleashing data principles that have driven improvements at some of the most revered health care organizations across the country.

This 2-hour session will be full of wonder, introspection, and practical instruction that will leave you with a strategy, tactics, and supporting logic to make changes. Tom will talk through how to drive improvements across a spectrum: organic improvement, fast track improvement, comprehensive outcomes. And, consistent with those who experienced his Governance Quest from 2016, Tom will have teams of people leading small group interactions at individual tables creating a truly hands-on experience.

Case Study Sessions


Using an EDW and Activity Based Costing to Drive Surgical Procedure Improvements

Mark Poler, MD - Physician Informaticist for Enterprise Data Strategy, Division of Informatics, Geisinger Health System

Mark Poler, MD

Physician Informaticist for Enterprise Data Strategy, Division of Informatics, Geisinger Health System

Dr. Poler is Vice Chairman of Anesthesiology for the Geisinger Health system, and Physician Informaticist for Enterprise Data Strategy in the system Division of Informatics. Using and programming computers began with toggle switches and punched paper tape. Real-time physiological data acquisition and experimental control using early laboratory microcomputers, FORTH and assembler programming started in 1979. Subsequently, continuous full-wave real-time multichannel cardiovascular data acquisition used in the cardiac operating room was developed on a NeXT computer in 1988. He has been engaged in acquisition and management of OR scheduling and performance assessment since 1990. He has participated in Epic implementation at Geisinger since the mid-1990s. Professional activities have included laboratory and clinical research, device integration and interoperability consensus standards committees including the IEEE/ISO 11073 “Medical Information Bus”, development of a programmable neuromuscular transmission monitor, advancing computer-facilitated clinician assistance with closed-loop targeted infusion control and remote control of medical devices. Dr. Poler has been practicing anesthesiology for 35 years, is Board Certified in Anesthesiology and Clinical Informatics. He is also President of the Society for Technology in Anesthesia.
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Over 50% of health system costs and revenues are related to surgical procedures. The challenge is that operating room (OR) performance data resides in multiple sources and in many cases, actual costs are not known. To overcome this, Geisinger Health integrates its data using an enterprise data warehouse (EDW) and employs activity based costing to analyze over 100,000 procedures yearly, including 45,000 OR surgeries and anesthetics across 12 facilities. Geisinger Health will share its strategy, which will avail surgeons and OR members comprehensive data within minutes of case completion for near real-time OR management and immediate post-operative review. The result will be exposure of costly surgical procedure variance, opportunities to evaluate cost-value relationships, and analytics ranging from graphical/statistical summaries for all cases, with drill-down to individual patient case details.

Succeeding Under New Orthopedic and Cardiac Care Bundled Payment Models

Chad Konchak - Sr. Director, Data Analytics, NorthShore University HealthSystem

Chad Konchak

Sr. Director, Data Analytics, NorthShore University HealthSystem

Chad Konchak is the Sr. Director of Data 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.  In his role, Chad oversees the team responsible for NorthShore’s clinical and operational 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, patient experience, and efficiency of the healthcare system.  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.
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Rolled out in stages since 2014, CMS’ bundled payment models in many situations are turning past revenue streams into new cost liability because of reimbursement changes. Grappling with these changes, organizations like North Shore University Health System, armed with powerful analytics, are turning change into opportunity.

Achieving the Promise of PROMs

Neil W. Wagle, MD, MBA - Associate Chief Quality Officer, Partners HealthCare

Neil W. Wagle, MD, MBA

Associate Chief Quality Officer, Partners HealthCare

Dr. Wagle is the Associate Chief Quality Officer at Partners HealthCare, leading the system’s efforts on Ambulatory Quality within the Division of Quality Safety and Value and the Center for Population Health.  He is an international expert on Partners Patient Reported Outcomes Measurement program, and has led the Partners program through hundreds of thousands of data collections across dozens of specialties throughout the Partners network.  He is a leading voice for the transition to more clinically relevant quality measures including the use of clinical registries, working to transform quality measurement to something that enhances rather than distracts from the essence of clinical care. He earned his bachelor’s degree in biochemistry magna cum laude from Harvard University and received his M.D. from Harvard Medical School cum laude in the Harvard/MIT Division of Health Sciences and Technology where he was awarded a Howard Hughes Fellowship.  After his experience in two startup ventures, he earned an M.B.A. with High Distinction from Harvard Business School as a Baker Scholar where he focused on health care management.  Dr. Wagle practices primary care at Brigham and Women’s Primary Physicians.
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Everyone talks about how Patient-Reported Outcomes Measures (PROMs) “should” lead to improvement in the quality of patient care. But, very few organizations know how to collect and use PROMs to inform clinical and provider decisions to. Join Partners Healthcare as they explore their experience using PROMs. They will share some examples from around the world to demonstrate how PROMs can help deliver faster, more personalized care for individual patients, and how they are using PROMs as an outcomes metric for quality improvement and comparative effectiveness.

This session will describe their innovative approach for using PROMs to improve patient care and value. Partners Healthcare will review strategies and tactics for overcoming potential barriers to collecting and effectively using PROMs.

Working with your Board to Consider the Fuzzy Future of Value Payments

Duncan Gallagher - President and CEO, Donegal Advisory Services, Former CFO, Allina Health

Duncan Gallagher

President and CEO, Donegal Advisory Services, Former CFO, Allina Health

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Provider/payer ventures are accelerating the transfer of risk and reward for healthcare services through pay for value incentive programs/models, as care delivery leaders seek more effective ways to ensure the best patient care is reliably accompanied by affordability and efficiency.

Come hear the Minneapolis Business Journal 2016 CFO of the year speak about his experience in engaging healthcare board members and senior executives in strategic payer/provider dialogues. You will learn how they collectively concluded that pursuing greater risk sharing was the organization’s best path forward, and how partnerships were its best vehicles.

Using Predictive Analytics and Machine Learning, to Lower Systemwide Readmissions

David M. Wild, MD - Vice President, Lean Promotion, University of Kansas Health System

David M. Wild, MD

Vice President, Lean Promotion, University of Kansas Health System

Dr. David Wild serves as the Vice President of Lean Promotion at the University of Kansas Health System, based in Kansas City, Kansas.  In this role he has responsibility for process, performance, and quality improvement work, the development and deployment of the System’s improvement and management systems, applied analytics, clinical variation reduction programs, and clinical and operational redesign across the inpatient and ambulatory enterprises.  Dr. Wild is also a practicing anesthesiologist and Faculty in the Department of Anesthesiology at the University of Kansas Medical Center. Dr. Wild completed his undergraduate and M.D. degrees at the University of Missouri-Kansas City and his residency training in Anesthesiology at Saint Louis University where he served in multiple operational and leadership roles prior to joining the University of Kansas Health System.  He has served as the President of the Kansas Society of Anesthesiologists and is active at the national level in development of new delivery and alternative payment models for perioperative care.
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Chris Harper, MBAi, MPM - Director, Business Architecture and Analytics, University of Kansas Health System

Chris Harper, MBAi, MPM

Director, Business Architecture and Analytics, University of Kansas Health System

Over 15 years of business and technology experience BUSINESS & TECHNICAL EXPERTISE • Change Management Strategy & Implementation • Healthcare Business Architecture Modeling & Blueprinting (People, Process, Technology) • Healthcare Business & Technology Alignment Strategy • Enterprise Business Intelligence Strategy & Implementation • Enterprise Data Warehouse Strategy & Implementation • Process Improvement & Implementation (Lean Six Sigma) • PMI Tools & Methodologies • International Business INDUSTRY EXPERIENCE • Healthcare Provider (AMC & ACO) • Healthcare Benefit (Medicare, Medicaid, & Employer) • Healthcare Consulting • Pharmaceutical • Retail Operation
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It’s hard to reduce systemwide readmissions because it is a complex problem. Readmissions are costly for both patients and healthcare organizations. Many efforts to reduce readmissions focus on a single disease process, diagnosis, service line, or location.

This session will review how analytics, machine learning, and predictive models have helped identify at-risk patients and reduce systemwide readmissions at the University of Kansas Health System.

Using Continuous Improvement for Revenue Cycle Success

David M. Wild, MD - Vice President, Lean Promotion, University of Kansas Health System

David M. Wild, MD

Vice President, Lean Promotion, University of Kansas Health System

Dr. David Wild serves as the Vice President of Lean Promotion at the University of Kansas Health System, based in Kansas City, Kansas.  In this role he has responsibility for process, performance, and quality improvement work, the development and deployment of the System’s improvement and management systems, applied analytics, clinical variation reduction programs, and clinical and operational redesign across the inpatient and ambulatory enterprises.  Dr. Wild is also a practicing anesthesiologist and Faculty in the Department of Anesthesiology at the University of Kansas Medical Center. Dr. Wild completed his undergraduate and M.D. degrees at the University of Missouri-Kansas City and his residency training in Anesthesiology at Saint Louis University where he served in multiple operational and leadership roles prior to joining the University of Kansas Health System.  He has served as the President of the Kansas Society of Anesthesiologists and is active at the national level in development of new delivery and alternative payment models for perioperative care.
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Colette Lasack, MBA - Vice President, Revenue Cycle, The University of Kansas Health System

Colette Lasack, MBA

Vice President, Revenue Cycle, The University of Kansas Health System

Colette is a 30 year veteran of the healthcare revenue cycle industry, and has extensive experience on both the hospital and physician side of the house. Colette has been certified as a LEAN leader within The University of Kansas Health System, and is currently leading process improvement efforts across their revenue cycle using LEAN tools and methodologies.
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The revenue cycle of any large healthcare organization is filled with variation and complexities. Policies and procedures differ from payer to payer, technology and communication systems vary from patient to patient, and the complexities of having separate hospital and professional revenue cycles in the same system can lead to defects and waste. The University of Kansas Health System needed a strategically aligned improvement plan to reduce rework and denials.

This session will describe the development and implementation of the strategies, , tools, and methodologies it used to generate and sustain improvements.,

A Population Health Management Diabetes Case Study

Rona Y. Sonabend, MD - Medical Director, Clinical Systems Integration Process Improvement, Texas Children’s Hospital

Rona Y. Sonabend, MD

Medical Director, Clinical Systems Integration Process Improvement, Texas Children’s Hospital

Dr. Sonabend's philosophy towards healthcare is combining the science of medicine with the art of care delivery in a patient-centered quality driven manner. Clinical Interests Dr. Sonabend’s clinical interests include caring for children with neuro-endocrine dysfunctions with a specialized interest in endocrine complications secondary to treatment of childhood cancer. When she’s not seeing patients, Rona Sonabend serves as the Medical Director of Clinical Systems Integration Process Improvement, which coordinates and prioritizes Quality Improvement and Safety initiatives focused on data, data analysis, clinical technology operations, information systems platforms and clinical standards at Texas Children’s Hospital. Her role includes supervision of nine complex disease-based care process teams throughout the institution while co-leading the Diabetes Care Process Team. She is also the Medical Director of Quality Improvement for the section of Pediatric Endocrinology. Research Interests Her current research explores the impact of radiation and chemotherapy on the neuroendocrine system in children with Acute Lymphoblastic Leukemia (ALL) and Central Nervous System tumors.
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Diabetes is a major chronic disease that affects individuals of all ages. It is the most common life-threatening, chronic illness for children living in developed countries. Texas Children’s Hospital, a leader in the research and treatment of children with diabetes, evaluates more than 2,500 cases annually with the goal of helping children, adolescents, and young adults to manage their illness effectively—and live long, healthy, and active lives.

Join Texas Children’s to learn how its data-driven approach to population health management for patients with diabetes coupled with the formation of Diabetes Care Process Teams (CPTs) is benefiting its patient population with improved outcomes including 44 percent relative decrease in LOS for patients with DKA and 30.9 percent relative reduction in recurrent DKA admissions per fiscal year.

Designing Hospital Quality Function Around the Value Chain to Improve Population Health

Leigh S. Hamby, MD, MHA - Chief Medical Officer, Piedmont Healthcare

Leigh S. Hamby, MD, MHA

Chief Medical Officer, Piedmont Healthcare

Dr. Hamby is a native of Atlanta Georgia. After attending College and Medical School at Emory University, he successfully completed a residency in general surgery at the University of Kentucky. He was in private practice in General Surgery in Dothan, Alabama where he served as Chairman of Surgery and Trauma Medical Director. He is board certified in General Surgery. While in practice, he completed his Masters of Healthcare Administration at the University of Alabama in Birmingham. Dr. Hamby left private practice to complete a post-graduate fellowship in the Department of Veterans Affairs as a VA Quality Scholar. After his fellowship, he served as the Quality Management Officer for the Southeast Region (VISN 7) of the VA Healthcare System in Atlanta. He has been with Piedmont since 2001 and is Chief Medical Officer. Dr Hamby is an Associate Professor at the Rollins School of Public Health at Emory University where he teaches quality improvement methodology. Dr. Hamby has published more than 30 articles in peer-reviewed journals and written two book chapters. He served as Senior Examiner with the Malcolm Baldrige National Quality award for 6 years. He has given over 100 invited presentations on Patient Safety and Quality both regionally and nationally.
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As healthcare steadily moves toward population health management, it is increasingly important for health systems to provide high quality, safe care at the lowest possible cost. This presentation will provide a detailed review of how Piedmont Health, a multi-hospital acute care system, rebuilt its hospital quality function from the ground up to focus on value production.

Making Sense of Quality Measures for Clinicians

Neil W. Wagle, MD, MBA - Associate Chief Quality Officer, Partners HealthCare

Neil W. Wagle, MD, MBA

Associate Chief Quality Officer, Partners HealthCare

Dr. Wagle is the Associate Chief Quality Officer at Partners HealthCare, leading the system’s efforts on Ambulatory Quality within the Division of Quality Safety and Value and the Center for Population Health.  He is an international expert on Partners Patient Reported Outcomes Measurement program, and has led the Partners program through hundreds of thousands of data collections across dozens of specialties throughout the Partners network.  He is a leading voice for the transition to more clinically relevant quality measures including the use of clinical registries, working to transform quality measurement to something that enhances rather than distracts from the essence of clinical care. He earned his bachelor’s degree in biochemistry magna cum laude from Harvard University and received his M.D. from Harvard Medical School cum laude in the Harvard/MIT Division of Health Sciences and Technology where he was awarded a Howard Hughes Fellowship.  After his experience in two startup ventures, he earned an M.B.A. with High Distinction from Harvard Business School as a Baker Scholar where he focused on health care management.  Dr. Wagle practices primary care at Brigham and Women’s Primary Physicians.
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Clinicians are barraged with healthcare quality measures. Most of these measurements have diverged from what clinicians consider the essence of their profession. Partners Healthcare has embarked on a journey to resolve its clinician’s concern. The foundation of this effort includes clinical registries that are embedded within its EHR which define quality in a way that resonates with clinicians. In addition, broad access to a near real-time data and analytics platform that is part of the enterprise data warehouse has been instrumental.

Join this session to learn how Partners Healthcare is using physician engagement strategies and analytics to reinvigorate clinicians and improve the quality of care for its patients.

Chronic Disease Management Reduces Readmissions

Amber Theel, RN, BSN, MBA, CPHQ, CPHRM - Director, Quality Outcomes and Metrics, MultiCare Health System

Amber Theel, RN, BSN, MBA, CPHQ, CPHRM

Director, 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.
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Nationally, approximately 700,000 hospitalizations occur each year with the principle diagnosis of Chronic Obstructive Pulmonary Disease (COPD). One in five patients are readmitted within 30 days. Even with a national cost between $9,000 and $12,000 for each of these readmission, evidence-based measures that improve patient outcomes and decrease readmissions for COPD are largely lacking.

This presentation will review MultiCare Health System’s strategy and approach to improve and standardize patient care processes for patients with COPD. Learn how MultiCare leveraged the power of their clinical collaborative and analytics to create a best practice bundle that resulted in a 16.5 percent reduction in readmission rates and saved costs for this patient population.

One ACO/Integrated Delivery System’s Governance Journey

Christopher Kodama, MD, MBA, FAAP - President, MultiCare Connected Care, LLC

Christopher Kodama, MD, MBA, FAAP

President, MultiCare Connected Care, LLC

Dr.  Christopher Kodama is a Seattle-Tacoma native and serves as the President of MultiCare Connected Care (MCC), a commercial Accountable Care Organization and subsidiary of MultiCare Health System founded in 2014.  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 clinical and business operational 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.
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Florence Chang - Executive Vice President & Chief Operating Officer, MultiCare Health System

Florence Chang

Executive Vice President & Chief Operating Officer, MultiCare Health System

Florence Chang oversees operations at six adult hospitals and one children’s hospital in two markets on the west and east sides of Washington state. In addition, she is responsible for multiple business units and system support services, including Pulse Heart Institute, Behavioral Health, Retail Health & Community Based Care, Information Services & Technology and Facility Management.

MultiCare is a not-for-profit integrated health care system that employs more than 13,000 people. It has a $1.1 billion annual budget with strategic and routine capital expenditures of $150 million. The organization’s physicians, advanced practice providers and community physician network provide care at more than 100 sites in a service area of more than one million people.

Ms. Chang has 30 years’ experience in health care. She came to MultiCare in 2006 and was instrumental in leading the system-wide implementation of the organization’s “One Patient, One Record” electronic health record. MultiCare has received multiple recognitions under her leadership, including national HIMSS Davies Awards for using information technology to substantially improve patient outcomes.

Prior to joining MultiCare, Ms. Chang was a partner and senior vice president at Dearborn Advisors. She also held multiple leadership positions in clinical operations and information technology at Kaiser Permanente in California.

She currently serves on the Board of the Washington State Hospital Association, the Advisory Board of the University of Washington Tacoma, the Advisory Board of Health System Informatics, and the Asian Healthcare Leaders Forum (within the American College of Healthcare Executives). Ms. Chang received her Bachelor of Science in Medical Technology from California State University, Dominguez Hills and her MBA from Pepperdine University, California.

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Effective governance is essential for meaningful and sustained outcomes improvement in healthcare. In this session, MultiCare Health System, an ACO and integrated delivery system, will outline its journey to establishing a comprehensive governance structure and set of processes to harness the power of analytics which enables the organization to accelerate and sustain outcomes improvements.

This discussion will cover the four key principles MultiCare used in building the framework for its governance structure:

  1. Engage stakeholders around a common vision.
  2. Establish a shared understanding of organizational needs, capabilities, and readiness.
  3. Create alignment with a consistent improvement methodology, incentives, and priorities.
  4. Keep focused on practicing disciplined decision making to prioritize, fund, organize, and sustain improvements that require analytics.

Using Machine Learning to Reduce Clinical Variation

Todd Stewart, MD - Vice President, Clinical Integrated Solutions, Mercy Health

Todd Stewart, MD

Vice President, Clinical Integrated Solutions, Mercy Health

With a nearly 20-year background in the private practice of general internal medicine, Dr. Todd Stewart joined Mercy in 2012. Three years later, Dr. Stewart accepted the role of vice president of Clinical Integrated Solutions, serving as the lead physician for Mercy Technology Services (MTS). As a physician and data enthusiast, Dr. Stewart has more than 15 years experience in Clinical Informatics. Thanks to foresight and a keen understanding of this emerging field, he was in the pioneer group of about 200 physicians to pass the nation's first ever exam to earn board certification in Clinical Informatics in 2013. Today, Dr. Stewart partners with the clinical community, healthcare executives, and technology leaders to drive innovative solutions in the area of advanced analytics for transformation in healthcare. He currently serves on Mercy's Accountable Care Organization (ACO) Board, the regional Mercy Board in Fort Smith, Arkansas, and on Mercy's Research Board. While he holds a medical degree from the University of Arkansas for Medical Sciences College of Medicine, Dr. Stewart is also a published author having penned a thriller novel in 2008.
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Using a combination of machine learning and an application of mathematics called topological data analysis (TDA), hospitals, health systems, and integrated delivery networks can accelerate the analysis of large and complete datasets with “unsupervised” discovery, capturing insights faster and more comprehensively than traditional or homegrown analytical tools. This unbiased approach of machine intelligence for pattern identification unlocks insights into practice variation for clinical pathways and population management. Dr. Stewart will illustrate the application of machine intelligence for optimizing care for total joint replacement and laparoscopic surgery patients at Mercy Health System, using EHR data from 10 hospitals. He will also demonstrate the use of machine intelligence for analyzing health claims data for chronic disease population segmentation and identify opportunities to advance precision medicine.

Predictive Analytics – the Key to Reducing Hospital-Acquired Conditions

Kristen Kelley, MPH, BS - Director of Infection Prevention, Indiana University Health

Kristen Kelley, MPH, BS

Director of Infection Prevention, Indiana University Health

Kristen Kelley, MPH, BS, currently serves as the Director of Infection Prevention at Indiana University Health. She has a Bachelors degree in Public Health and a Masters degree in Public Health and Epidemiology from the Indiana University School of Medicine. Kristen’s expertise and passion are focused on improving patient safety including infection prevention.
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Central line-associated bloodstream infections (CLABSI) are one of the most costly and harmful hospital-acquired infections reported nationally. The detection and investigation of these infections is a labor-intensive process that occurs retrospectively after a patient is confirmed to have acquired a CLABSI.

Join Indiana University Health as they describe their journey to enabling real-time data analysis and the use of predictive analytics to identify and intervene with patients at risk for these infections before they occur. They will also discuss the future possibilities they see with predictive analytics for transforming hospital safety practices.

The Enterprise Data Governance Evolution: Positioning Your Organization at the Cutting Edge of Data Quality Improvement

Natalie Rahming, PhD - Enterprise Data Governance Program Lead, Children’s Hospital of Philadelphia (CHOP)

Natalie Rahming, PhD

Enterprise Data Governance Program Lead, Children’s Hospital of Philadelphia (CHOP)

Natalie Rahming is the Enterprise Data Governance Program Lead at the Children’s Hospital of Philadelphia (CHOP), where she works collaboratively with data experts throughout the hospital to implement innovative initiatives driving quality improvement and value-based action. Natalie sets the vision and executes the strategic objectives to support informed clinical, operational, and financial decision-making. Natalie is also an Adjunct Professor and Subject Matter Expert in Program Development for Health Information Management at Southern New Hampshire University (SNHU). She has over 12 years of combined healthcare experience in the clinical research, compliance, data governance, management, payer, and manufacturing and pharmaceutical sectors. Notable prior experience includes working as a Process Excellence and Change Enablement Consultant at Accenture, a Data Governance Analyst in Global Compliance at GE Healthcare, and a Clinical Research Coordinator at the Medical College of Wisconsin. Natalie received her PhD in Biomedical and Health Informatics from the University of Wisconsin-Milwaukee and her BS in Neurobiology and Psychology from the University of Wisconsin-Madison.
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Data stewardship is the aspect of healthcare data governance that focuses on providing the appropriate access to users, helps users understand the data, and owns data quality. When there’s poor data stewardship, even the best enterprise data warehouse and analytics platforms become underutilized and data is poorly understood by users who could be generating valuable insights every day.

Find out how Children’s Hospital of Philadelphia successfully transitioned from an environment of many disjointed analytics silos to one of effective data governance—with identified focus areas, data sponsors, data stewards, and technical owners for each metric.  This journey included the creation of an enterprise data governance exploration (EDGE) tool which equips interested users with access to explore focus areas, review metric domains, people, and definitions for a variety of purposes.

Dedication to Quality Improvement Delivers on the Triple Aim: Saves Tens of Millions Annually

Nicole Kveton, RN, BSN, MHA - Vice President, Allina Health Group Quality, Value and Nursing

Nicole Kveton, RN, BSN, MHA

Vice President, Allina Health Group Quality, Value and Nursing

Nicole Kveton, RN, BSN, MHA, is the Vice President of Quality, Value, and the Nurse Executive for Allina Health located in Minneapolis, Minnesota. In her role, Nicole ensures that clinical programs within Allina Health provide coordinated, efficient, high-quality care to patients in all settings across the continuum. This work is also dedicated to making sure that nursing operations are efficient, safe and effective. She oversees federal and state quality and regulatory programs, accreditation, and reporting, including pay for performance and total cost of care activities as these relate to Federal and State Accountable Care Organization (ACO) contracts and commercial health plan performance agreements. In alignment with these programs, Nicole’s teams collaborate to research and evaluate clinical guidelines and programs across Allina Health. They conduct statistical and financial analyses related to care model and guideline design. These strategies allow for improvement in patient outcomes and decrease in total cost of care. As Allina Health Nurse Executive, Nicole provides vision and leadership to all aspects of nursing practice. She has overseen the development and implementation of a strategic nursing plan to ensure alignment with organizational goals and strategies. The discipline of nursing is strengthened through her focus on the care framework and standards, teamwork and collaboration, and building nursing capability.
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Sue Fairchild - Program Manager, Allina Health

Sue Fairchild

Program Manager, Allina Health

Sue Fairchild is a Program Manager within Allina Health’s Strategic Project Management Office. She is PMP certified and has spoken locally and nationally sharing her 20+ years of operations, project and program management, and strategic development experience. Sue is currently managing the Improving Clinical Value program in partnership with many leaders at Allina Health. Through this work, she is facilitating discussions where ideas to reduce clinical variation evolve into opportunities and are eventually implemented with clear measurable outcomes. Sue has a B.S. in Business Administration with concentrations in Marketing and Communications from St. Thomas University. She has a number of certifications including PMP, ITIL, Solution Selling, Six Sigma, Zenger Miller, Interactive Management and CRM.
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To strengthen the understanding of value, Allina Health began engaging its employees and physicians in discussions around decreasing clinical variation and utilization of a more disciplined approach called the Clinical Value Process. This approach has enabled the organization to more effectively track both quantitative (fiscal) and qualitative improvements. The result is better patient outcomes, lower costs, and improved experience for its patients, communities, and Allina Health plan members.

Learn how the Clinical Value Process enables a multidisciplinary team approach across an entire system using clinical analytics and collaboration to successfully implement standardized care, improve outcomes, and save tens of millions of dollars annually.

Reducing Risk and Costs Through Adherence to Evidence-Based Guidelines

Lauren Anthony, MD - System Medical Director, Allina Health Clinical Laboratories

Lauren Anthony, MD

System Medical Director, Allina Health Clinical Laboratories

Dr. Lauren Anthony is the system medical director for the Allina Health clinical laboratories, covering 12 hospitals and 84 clinics. In 2011, the Allina Health System launched a system-wide blood management program, saving over 24,000 units and $3M in blood center charges since implementation. Key to this effort was establishment of a system Transfusion Care Council, currently chaired by Dr. Anthony. Dr. Anthony earned her medical degree at Penn State College of Medicine and completed her pathology residency at Penn State Hershey Medical Center, including clinical year in family medicine. She is board-certified in anatomic and clinical pathology. Following residency, Dr. Anthony worked as a pathologist at Bronson Health in Kalamazoo, Michigan, where she received the Physician President’s Team Award for her leadership and collaboration within the organization. Dr. Anthony earned her undergraduate degree at the University of Pittsburgh, and before becoming a pathologist, Dr. Anthony had a 10 year career as a medical laboratory scientist, specialist in blood banking, and director of an associate degree program for medical laboratory technicians.
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Blood utilization is a mainstay of medical therapy, but it also can be risky and costly. Allina Health needed a strategy and work plan that would increase its adherence to evidence-based guidelines, and make better use of a limited, costly resource, while ensuring patients were receiving the best care possible.

This session will review how to use blood conservation strategies, education, analytics, and decision support at order entry to develop and implement a successful, systemwide process for improving the utilization of blood products, saving millions of dollars.

A NEW, Comprehensive Healthcare Model that Delivers on the Promise of Transparency & Bundled Payments

Gene Thompson - Director, Thompson Development Ltd.

Gene Thompson

Director, Thompson Development Ltd.

Gene Thompson is a third-generation Caymanian of a family of entrepreneurs, and is a Director of Thompson Development Ltd, one of the premier development companies in the Cayman Islands. His family is considered pioneers in property development and many other business ventures. Thompson Development has varied business interests including Commercial Development, Tourism, Retail, Real Estate, and Resort Development.  Although the Thompson family has diverse business interests, their stellar reputation in business began in development. Gene has been involved and/or led various types of development projects, including commercial centers, residential projects, and resort developments.  Gene has taken on the role of Project Director for Health City Cayman Islands and is responsible to lead the project from inception to completion. The governing principle for Gene and his family has always been integrity and service to the customer, and this has a common thread that runs through all Thompson Development business ventures. Gene Thompson is a founding member of Cayman Island Real Estate Brokers Association, a founding member and director of the Association for the Advance of Cruise Tourism, director of Cayman Island Investment Council, a founding member and director of Have A Heart Cayman, and a past director of the National Trust.
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Can you imagine having your detailed healthcare pricing published in the Wall Street Journal? The thought makes most health systems cringe with concern that they’d lose money on the unknown. And yet every other major consumer category includes pricing up front. Amazingly, one health system has developed just such a care model for most major specialties that is predictable and completely transparent. Join us in this session to learn how they did it. You’ll get amazing insight into the importance of their quality measures and actual, daily costing for each procedure, not just allocated costs.

In their model, a single bundled price is given to every patient that they can count on. That single price includes all pre-procedure diagnostics, treatments, post-procedure services and material costs in their facilities including even any complications and readmissions for 30 days.  The health system guarantees a single bundled price with a few exceptions (e.g. orthopedic patients who may choose to get follow-up therapy elsewhere) while providing exceptional outcomes which are generated in monthly quality reports. Their model is hard to believe at first glance, but they are several years into making this model work and all signs point to even better future performance as they realize additional efficiencies with increased volume. Committed to quality outcomes and affordable healthcare, come hear from this organization’s director who will expand your vision for healthcare delivery reform as he shares their model for delivering on the promise of bundled payments, something consumers are demanding, and yet remains elusive for many healthcare organizations.

Machine Learning at John Hopkins

Suchi Saria, PhD - Professor, Johns Hopkins University

Suchi Saria, PhD

Professor, Johns Hopkins University

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John Hopkins will share its latest learnings and insights using machine learning and predictive analytics. Further details are forthcoming.

Technical Sessions


Supercharge Your Improvement Efforts with Predictive Analytics

Chris DeRienzo, MD, MPP, FAAP - Chief Quality Officer, Mission Health

Chris DeRienzo, MD, MPP, FAAP

Chief Quality Officer, Mission Health

Dr. Chris DeRienzo serves as Chief Quality Officer for Mission Health. In this role he has senior executive responsibility for quality, safety, and service excellence across a $1.7 billion integrated health system. Based in Asheville, NC, Mission Health includes 7 hospitals (ranging in size from critical access to a 763 bed regional tertiary center), numerous ambulatory sites, an employed Clinic of over 600 providers, one of the largest ACOs in the nation, and a $100M+ post-acute provider. Chris’s areas of direct accountability include patient safety, applied analytics, patient engagement, performance improvement, clinical / operational redesign, quality reporting, risk management, infection prevention, accreditation, corporate safety, security, parking, and access control. He is also a practicing neonatologist with Mission Children’s Specialists, an Adjunct Assistant Professor of Pediatrics with both the Duke University School of Medicine and the University of North Carolina School of Medicine, and serves on the Board of Directors for Blue Ridge Regional Hospital. Board Certified in both General Pediatrics and Neonatology, Dr. DeRienzo completed his M.D., Masters in Public Policy, and post-graduate medical training all at Duke. Chris 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 serves on the Board of the Western Carolinas 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 currently advises the North Carolina Quality Center on Safety Culture and the state of North Carolina on healthcare-associated infection prevention and the use of health analytics. Chris is lifelong New York Mets fan, a long-course triathlete, and enjoys exploring all that the greater Asheville area has to offer outdoors with his wife and family.
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Andrew O. Johnson, PhD - Manager, Data Science - Clinical & Business Analytics, Mission Health System

Andrew O. Johnson, PhD

Manager, Data Science - Clinical & Business Analytics, Mission Health System

Andrew O. Johnson, PhD is the Manager of Data Science for Mission Health’s Analytics department. In this capacity, he leads a team of data scientists and allied analytics personnel to develop new data science initiatives, enhance organizational data assets, and partner with other Mission teams to achieve data-driven operational improvements in support of Mission Health’s BIG(GER) Aim. Developed in partnership with Mission’s future-minded administrative and clinical leaders, the expanding data science portfolio of Mission Analytics includes: predictive models for readmission risk, length of stay, and workforce retention; enriched patient-level geospatial data; clinical volume forecasting; and social media data mining for clinical inference. Prior to joining Mission Analytics in 2015, Dr. Johnson served as Senior Analyst for Population Health at the Medical University of South Carolina, and Senior Data Scientist (IT-Advanced Analytics) and Assistant Professor of Health Services Management at the University of Kentucky. He holds degrees in Health Services Policy, Public Health Administration, Biology, and Music from the University of South Carolina; Mathematics from the University of Kentucky; Geographic Information Science from the Pennsylvania State University; and is currently pursuing graduate work in Computer Science from the Georgia Institute of Technology. He also holds an adjunct faculty appointment in the Department of Healthcare Leadership & Management of the Medical University of South Carolina, where he teaches courses in applied statistics, data mining, and research methods in the Master of Healthcare Informatics program.
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Predictive analytics is playing an increasingly important role in the care of populations of patients. It is identifying patients who need special medical intervention, and which interventions are most effective.

Learn from an MD, chief quality officer, and PhD, data scientist, how they partnered together to achieve improvements. This presentation will describe the organizational assets, team structures, and technical approaches used to add predictive modeling functionality to existing enterprise data warehouses and reporting structures. Learn about the various project management approaches for predictive/data science projects, suggested personnel and data assets required for data science work, and how to avoid technical pitfalls in model development.

Closed Loop Analytics: Turning Insights Into Action

Jeffrey Wu - Director, Product Development, Health Catalyst

Jeffrey Wu

Director, Product Development, Health Catalyst

Jeff’s background is founded in healthcare IT after spending 6 years at Epic managing and implementing Epic’s suite of surgical products. He then moved into the analytics space by joining Qlik as Qlik’s senior solutions architect in the healthcare space. Following his experience at Qlik, he completed a Masters of Public Health in epidemiology and biostatistics at the University of Wisconsin – Madison, focusing on outcomes analysis for UW Health’s population health initiatives including their reporting process within their MSSP-ACO. Jeff joined Health Catalyst to help transform their analytical tools into more real-time and actionable products, integrated with workflow systems such as the Electronic Health Record.
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Many organizations install costly business intelligence solutions, hoping that new insights will lead to action.  Unfortunately, insights alone don’t guarantee follow up and action, particularly when data resides in a different place than where the daily work is performed. Closed loop analytics literally closes the loop between analytic insights and action, ensuring that teams of people are able to use the right processes and technologies to discover, test, and implement insights within their work flow.

This session will focus on leveraging closed loop analytics to get the most out of business intelligence solutions, focusing on strategies that can be employed to reduce the latency of data and deliver information within the workflow that can be acted on immediately.

Data Operating System (including closed loop analytics)

Imran Qureshi - Health Catalyst
Bryan Hinton - Health Catalyst

When it comes to the future of your analytics strategy, data will be the center, not your EMR. In fact, when it comes to big programs such as population health, your EMR has only about 8 percent of what you’re going to need. This session will present a solution to many data issues healthcare organizations are now facing, the Data Operating System. More details forthcoming.

How to Use Machine Learning to Improve Outcomes

Levi Thatcher, PhD - Director, Data Science, Health Catalyst

Levi Thatcher, PhD

Director, Data Science, Health Catalyst

Levi did his graduate work at the University of Utah, focusing on atmospheric predictability. There he used ensemble methods to improve numerical models, in terms of both the lead time and estimated intensity of hurricane development. At Health Catalyst, Levi started out on the platform engineering team, creating software improvements to the company’s core ETL offering. Since he moved internally to lead the data science team, Levi founded healthcare.ai, the first open-source machine learning project focused on healthcare outcomes. He’s now working to integrate healthcare.ai into each of Health Catalyst’s products and make healthcare.ai the international center of collaboration for healthcare machine learning.
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Despite all the hype, you may be surprised to learn that the barriers to entry for machine learning are relatively low. The requirements? A dataset and an analyst. In this talk, Dr. Thatcher walk you through the practicalities of choosing a business problem, organizing a dataset, deploying a model, and surfacing the guidance in a visualization. This will be a technical session.

How to Advance Beyond ‘Regular Data’ with Text Analytics

Michael Dow - Director, Product Development, Health Catalyst

Michael Dow

Director, Product Development, Health Catalyst

Mike learned of the value of data early in his career. While working at a major EMR vendor in 2001, he led a project to help identify patients who were affected by drug recalls. He continued his work in various roles at Allscripts, including reporting, data exchange and systems architecture. From 2006 to 2015, Mike led the technology group at Galen Healthcare Solutions. While the company and his team grew by 50% annually during this time, they became known for excellence, earning awards like Best in KLAS for Technical Services and a Best Place to Work by Modern Healthcare. Mike joined Health Catalyst in 2015 to help with strategic client implementations. He has since joined the product development team to lead Health Catalyst’s text analytics initiative, making information previously locked in text notes available to Health Catalyst’s apps and data architects.
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As health systems nationwide advance in their analytics journey, many are ready to expand beyond traditional discrete data sources—“regular data”—and are cautiously curious about the hype around “big data.” In Gartner’s latest report on big data in healthcare, it identified clinical text – physician notes, or radiology and pathology reports – as the most relevant big data source for health systems. In fact, most health systems employ clinical chart abstractors, willing to endure the burden and delay of hiring a team of nurses to manually extract nuggets of information from the free text content of their medical records because it is invaluable to evaluating medical performance. The work is difficult, time consuming, costly, and unavoidably retrospective; because of the expert manual effort involved, the questions we are able to ask of free text data is severely limited to the most essential, often dictated by reporting requirements.

Imagine being able to automate discovery of the left ventricular ejection fraction from the various free text documents (diagnostic testing reports, cardiology notes), and transform this information into computable data that can be tracked and visualized to monitor progression of heart failure among your patients, enabling analysis of the impact of treatments and exacerbating events, and allowing for the triggering of interventions. Or, what if we could begin to automate cardiac risk calculation in advance of surgeries by uncovering recent EKG changes, key findings from cardiac stress testing and any recent changes in chest pain symptomatology in addition to the already computable data in blood pressure, ICD-10 coded problem lists, and lab values.

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What Attendees From Last Year Had to Say

I can’t imagine a better summit. My brain is buzzing with all these new tools, resources, case studies, and innovative ideas and softwares. I’ll be back next year, and if next year is as good as this year, you’ll definitely have made a follower for life out of me.

… This was the best conference in over 20 years that I have attended.

This is by far the best conference I have attended. It was well planned and coordinated. Great job to the team for putting this amazing event together.

Same place, same time next year!!  The best conference I’ve attended, fabulous job!

The more energy you can provide on topics of Healthcare the better. 80s night, dine on us, and fun runs were so AWESOME! Hands down best conference I have ever been to! Thanks to all who put forth the effort to get it all done.

You don’t need my help. Fine job. Best conference of the year!

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