“A Coalition of the Willing Data-Driven Population Health and Complex Care Innovation in Low-Income Communities”
With just 5% of patients in the United States accounting for approximately 50% of the total cost of care, health care organizations are struggling to blunt the trend. Many are waiting and watching to see what healthcare reform brings. Others began their efforts a decade ago and continue to boldly innovate with new population health models of care funded by risk-based contracts. While many of the early innovators are struggling to deliver a positive return, others are finding success as they pivot their models, giving more attention to data-driven care management strategies that more predictably suggest the right level of care to the right patients at the right time. And still others are willing to redefine ‘whole person’ care as they look beyond the traditional walls of healthcare.
A Coalition of the Willing explores the successes and struggles among care teams from the Camden Coalition, Partners Healthcare, Health Quality Partners, and others, as they discover new methods to make healthcare sustainable while serving the most complex patients in their communities. In important ways, each of these organizations have discovered positive healthcare outcomes with their most complex patients by addressing solutions to housing, employment, behavioral health and social challenges in addition to their traditional healthcare needs. Critics argue the fixes are short term at best, or the result of skewed reporting, while others fear economic catastrophe still awaits these early innovators after their years of effort to prove these new models successful. Can redefining success per-patient, improving targeted interventions, and actively using care management teams actually have a long-term impact? Join us for a closer look.
Director, Infection Prevention, Indiana University Health
Central line-associated bloodstream infections (CLABSIs) 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 Kristen Kelley from Indiana University Health as she describes the organization’s 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. She will also discuss the future possibilities she sees with predictive analytics for transforming hospital safety practices.
Medical Director, Population Health and Clinical Analytics, Partners HealthCare
Associate Chief Quality Officer, Partners HealthCare
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 clinicians’ 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.
Chief Medical Officer, Piedmont Healthcare
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.
9 – Agile Analytics: The Key to Improving Everything from Surgical Services to Genomic Personalized Medicine
Physician Informaticist for Enterprise Data Strategy, Division of Informatics, Geisinger Health System
The provision of surgical care is a life-saving intervention that is one of the most complex and expensive of human endeavors. Using Agile methods with advanced analytics, organizations have the potential to bring far greater innovation, value, and quality to data-driven improvement initiatives. Mark Poler, MD, Physician Informaticist for Enterprise Data Strategy, Geisinger Health System, will explore the application of agile analytics to the complex surgical process in pursuit of higher-quality and lower-cost care. He will also illustrate how agile analytics can help organizations prepare for the looming era of genomic-based personalized medicine.
Sr. Director, Data Analytics, NorthShore University HealthSystem
New value-based care programs from CMS and private insurers are fundamentally shifting healthcare reimbursement models from fee-for-service to fixed payments requiring organizations to use analytics to identify unwarranted practice variation opportunities and guide interventions that reduce costs and improve quality for hospitalized patients. Grappling with these changes, organizations like NorthShore University HealthSystem, armed with powerful analytics, are turning change into opportunity. This session will share how NorthShore has demonstrated success with fixed payment models.
11 – The Enterprise Data Governance Evolution: Positioning Your Organization at the Cutting Edge of Data Quality Improvement
Enterprise Data Governance Program Lead, Children’s Hospital of Philadelphia (CHOP)
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 that equips interested users with access to explore focus areas and review metric domains, people, and definitions for a variety of purposes.
Director, Thompson Development Ltd.
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 this system 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.
Vice President, Allina Health Group Quality, Value and Nursing
Program Manager, Allina Health
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.
24 – A Bad Moon on the Rise? How We Raised the Sense of Urgency and Built a Strategy Shift with our Board of Directors
President, Donegal Advisory Services, Former Executive Vice President, CFO, CAO at Allina Health
The pressure on fee-for-service (FFS) payment models continues to build. These models reward increased utilization of health care services, raising the total cost of care. To offset these increases, the adjustments to payment rates are declining. Government rate cuts are not uncommon. As a result, in most markets, health system operating margins are under unprecedented duress as the cost of providing care is increasing at a rate significantly higher than the rate of FFS payment increases.
While many are focused on insurance coverage under the Affordable Care Act or proposed replacement legislation, few are talking about the core underlying problem: health care services are too expensive. Purchasers, (governments, employers, individuals), are desperate for more effective ways to incent and ensure the best patient care is consistently accompanied by affordability and efficiency. Value payment models are emerging and rapidly evolving to stem the increase in total cost of care, while providing alternative incentives to those of the FFS models. The federal government is advancing new models of payment for physicians and hospitals. Provider/payor contracts and ventures are accelerating the transfer of risk (and reward) for health care service costs to healthcare providers services through a range of pay for value incentive programs/models. The market is ripe for alternative solutions.
How will you convince your board–and your organization–to adapt its market strategy and operating/finance structures to survive, and even thrive, under these alternative models? Come and hear the Minneapolis Business Journal 2016 CFO of the year speak about his experience in engaging health system board members and senior executives in strategic dialogue about the necessary transition. You will learn how they collectively concluded that pursuing greater risk sharing was the organization’s best, perhaps only, path forward, and how partnerships were its best vehicles.
Associate Chief Quality Officer, Partners HealthCare
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 Dr. Wagle as he explores Partners HealthCare’s experience using PROMs. He will share some examples from around the world to demonstrate how PROMs can help deliver faster, more personalized care for individual patients, and how Partners is using PROMs as an outcomes metric for quality improvement and comparative effectiveness.
This session will describe an innovative approach for using PROMs to improve patient care and value. He will review strategies and tactics for overcoming potential barriers to collecting and effectively using PROMs.
President, MultiCare Connected Care, LLC
Executive Vice President & Chief Operating Officer, MultiCare Health System
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.
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 a 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:
- Engage stakeholders around a common vision.
- Establish a shared understanding of organizational needs, capabilities, and readiness.
- Create alignment with a consistent improvement methodology, incentives, and priorities.
- Keep focused on practicing disciplined decision making to prioritize, fund, organize, and sustain improvements that require analytics.
Medical Director, Clinical Systems Integration Process Improvement, Texas Children’s Hospital
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 length-of-stay for patients with diabetic ketoacidosis (DKA) and 30.9 percent relative reduction in recurrent DKA admissions per fiscal year.
Vice President, Lean Promotion, The University of Kansas Health System
Director, Business Architecture and Analytics, The University of Kansas Health System
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.
Director, Quality Outcomes and Metrics, MultiCare Health System
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.
System Medical Director, Allina Health Clinical Laboratories
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 resources, 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, resulting in early operational wins including saving millions of dollars and improving clinical outcomes.
Vice President, Lean Promotion, The University of Kansas Health System
Vice President, Revenue Cycle, The University of Kansas Health System
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.
12 – Machine Learning for Leaders: A Practical Guide to Implementing Machine Learning in Your Organization
Senior Vice President, Clinical Analytics and Decision Support, Health Catalyst
Machine learning (ML) has the power to transform care delivery and help achieve the holy grail of providing better care at lower costs. ML algorithms uncover patterns in data that identify patient-specific risk factors that can be proactively managed to keep patients from developing costly and harmful conditions. It also has a litany of uses in driving more efficient healthcare operations. Despite these benefits, we hear of organizations that are so daunted or confused by this technology that they delay or neglect bringing this technology into their organizations. This presentation will bring a practical understanding of ML, which is a game-changer, and show both non-technical and technical leaders:
- How to disambiguate the buzzwords associated with ML: predictive analytics, artificial intelligence (AI), and deep learning.
- Use cases and benefits of real-world examples associated with these technologies.
- Personnel and technology requirements for using ML (hint: it may be less than you think!).
- How to break out of the “black box” and provide transparency to promote understanding and adoption, rather than fear and loathing.
- Questions to ask when purchasing ML models or technology.
Chief Medical Officer, Centria Healthcare
While the goals are clear, the mechanics of implementation and operation 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. 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.
Founder and Managing Partner, Chilmark Research
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.
Co-Founder, Chief Improvement Officer, and Chief Fun Officer, Health Catalyst
Known for his game-based learning, Tom Burton, co-founder and 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 à fast track improvement à 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.
Senior Vice President, Client Engagement, Health Catalyst
Recent advances in healthcare technology are designed to help organizations achieve the Quadruple Aim. While IT vendors tout better tools as the solution for healthcare woes, all data analysts and architects know this isn’t true. John Wadsworth, senior vice president, Health Catalyst, will share valuable, practical learnings from his 20 plus years of experience as a data analyst in this hands-on session that will explore the rich, analytic ecosystem found in health care. John will share healthcare industry examples that highlight the required synergy of technology (e.g. EHRs, EDWs, ancillary health and reporting systems, etc.) and data analyst skill proficiencies that help drive sustained clinical, financial, and operational improvements.
John’s unique presentation style leverages simple and fun analogies to galvanize key concepts for technology, clinical, and executive attendees. This year, he will bring lessons learned from the woodworking industry and demonstrate how they apply to health care analytics. Come prepared to engage, laugh, and learn. You’ll leave with a deeper understanding of the skills needed to fully leverage your analytic ecosystem.
Vice President, Patient Safety Products, Health Catalyst
Patient harm occurs as a result of culture, process, and technology – a sociotechnical problem. Reducing patient harm only happens from an interaction of these three sociotechnical components. The cost of patient harm appears as increased costs, payment reduction penalties, litigation, settlements, and damaged organizational reputation. In this Breakout you’ll learn how to:
- Leverage an enterprise data warehouse and patient safety events data to identify and profile risks of all cause harm.
- Engage patients and family in vigilance for harm reduction.
- Measure your culture of safety.
- Use real time intervention to reduce the severity and frequency of patient harm, and help prevent it in the first place.
- Leverage learnings from other organizations who identify risk and actively mitigate patient harm to improve outcomes and reduce costs.
Chief Medical Officer, SmartHealth, Ascension Health
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 presentation 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.
36 – Perspectives from a CEO and Physician Executives: How Effective Governance Can Drive Sustained Improvements
Chief Physician Officer,Community Health Network
Former CEO/Administrator, Intermountain Medical Center
How do you create a culture and build a leadership structure that benefits your patients and helps you meet your organization’s strategy in today’s value-based care environment? In this presentation, Cate Ranheim, MD, System Medical Director for Hospital Program, Unity Point Health, Tim Hobbs, MD, MBA, EVP, Chief Physician Officer, Community Health Network, and David Grauer, MHSA, MBA, Former CEO/Administrator, Intermountain Medical Center, will share their experiences in successfully engaging with their boards and physicians. Learn how to establish a vision, drive change, and align incentives to achieve your strategy and mission.
Director, Product Development, Health Catalyst
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 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.
VP, Data Science, Health Catalyst
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.
Chief Software Development Officer, Health Catalyst
When it comes to the future of your analytics strategy, data will be at the center, not your EMR. In fact, when it comes to big programs such as population health, ACO and improving the bottom line, 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.
In this session Imran will describe both the technical approach behind a Data Operating System, but will also bring it to life by describing many use case scenarios which today are frustrations but tomorrow can be solved by the innovative DOS concept. Some of these user scenarios include:
- Doctors are over-measured but under-informed. They face an ever changing set of re-imbursement rules that are different for each payer. They are over-worked and barely get to spend time with their family because they are spending more and more time just entering data into the EHR.
- Patients have to make confusing care decisions without a good framework to do so. They are confronted with bills that are impossible to understand and find themselves paying ever more out-of-pocket. They are faced with a multitude of apps that requires them to enter their medical history before getting any value.
- Hospital IT has to manage a system of applications held together by duct tape that all install differently and work differently. Each of these applications is a silo that has to be fed data in a regular manner.
- Hospital security officers have various software vendors coming up and asking to do all kinds of things with data. Without the tools to manage security they face an impossible task.
- Hospital CEOs have a bunch of hospital systems they’ve acquired but can’t get them to talk to each other. They are increasingly subject to risk-based contracts without the ability to understand the risk and how to manage it.
- Startups in Silicon Valley are doing tremendous work in AI and Deep Learning but face a Herculean task to actually get their applications connected to data and working in health systems.
Chief Quality Officer, Mission Health
Manager, Data Science - Clinical & Business Analytics, Mission Health
Predictive analytics is playing an increasingly important role in the care of populations of patients. It identifies patients who need special medical intervention and shows the most effective interventions.
Learn how an MD and chief quality officer, and a PhD and data scientist partnered 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.
Chief Medical Informatics Officer, Health Catalyst
Director, Product Development, Health Catalyst
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, imagine 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. The presentation explores the possibilities of text analytics.
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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!