iHT² Health IT Summit Fort Lauderdale 2013 – Neal Ganguly, Vice President and CIO, CentraState...

Business Intelligence:

Functional & Operational

Tools for Optimizing

Healthcare

June 12, 2013

2010 - 2012

About CentraState

Environmental Drivers

The Vision

The Reality

The Vision – Revised

Future Plans

Q & A

Agenda

2012 Statistics

282 bed full-service community medical center

14,384 Inpatient admissions (excludes newborns)

154,959 Outpatient visits (excludes SDS)

62,340 Emergency Department visits

511 board certified physicians

Family Medicine residency program

Senior Services

94 unit Assisted Living Facility

123 bed Skilled Nursing Facility

430 unit Continuous Care Retirement Community

About CentraState

2010 - 2012

Stage 1 Meaningful Use Attester for 2011 & 2012

Private Health Information Exchange

Regional Health Information Organization

Wide Array of Systems In Use

► ADT; Central Scheduling; Radiology

► Clinical Documentation; Order Entry; Results;

Pharmacy; HIM; Interface Engine

► Laboratory

► PACS

► ORIS

► EDIS

► Patient Accounting

About CentraState

Agenda

About CentraState


The Vision

The Reality


Future Plans

Q & A


Quality Measurement

Regulatory initiatives & payment reform model

“experiments” are driving significant attention

to quality

Emerging Realities

Core Measures

Value Based Purchasing / HCAHPS

Readmissions


High level of competition for limited resources

Time


Disparate tools and systems

Healthcare BI Analytics Landscape

Agenda

About CentraState


The Vision

The Reality


Future Plans

Q & A

The Vision

Integrated Clinical / Business Intelligence Environment

The Vision

Orderly transition from disparate to structured model

Assess environment

Build data dictionary across systems

Catalog reports

Map current reporting needs against available data

Evaluate future reporting needs against available data

Implement central repository

Migrate data / feed central repository

Convert existing reports / build new reports & tools

The Vision

Goals

Ensure ability to deliver data to meet evolving landscape

Reduce costs related to multiple reporting environments

Put more control over data in the hands of end-users

Reduce workload for IT

Agenda

About CentraState


The Vision

The Reality


Future Plans

Q & A

The Reality

Disparate tools and systems

Healthcare BI Analytics Landscape

The Reality

Somewhat Integrated Intelligence Environment

TPRS

TPRS TPRS

TPRS

The Reality

Project scope was far greater than anticipated

End-users unclear on needs

Data dictionary requires deep analysis

Cataloging reports is labor intensive

Necessary data not being captured electronically

Need for benchmark data

Myriad of niche reporting solutions being proposed

Lack of business unit ownership of data

Need a different approach

Agenda

About CentraState


The Vision

The Reality


Future Plans

Q & A

The Vision - Revised

Break project down to manageable components

Operational Tools

Dashboards and traditional reports to help business

unit managers operate their respective areas

Functional Tools

Solution specific tools to address defined business

needs:

Value Based Purchasing

Readmissions


Implementation Process

Applied to all tool / dashboard development

• Identified and validated KPIs most relevant to a

community hospital of our size

• Performed data gap analysis: data required for

selected KPIs versus data available?

• Defined data acquisition approach and timeline

• Defined governance structure to ensure business unit

ownership of data and reporting relevance and

existence of benchmark data


Operational Tools – CFO Dashboard


Operational Tools – CMO Dashboard


Functional Tools – Value Based Purchasing

Desired Capabilities

• Capture and aggregate data in as close to real time

as possible

• Provide the ability to “Drill Down” to various

stakeholders to make the information actionable

• Assist with improvement of Patient experience of care

scores

• Continually measure Financial Impact (overall)

Value-Based Purchasing


Functional Tools – Readmissions Management

Desired Capabilities

• Enable providers to impact care prior to discharge

• Use real-time and predictive analytics to identify:

• Patients at risk for discharge with HF, PN, AMI, COPD

• Patients at risk for readmissions, higher utilization &

costs

• Integrate information with “Work Lists” to enable

effective transitions in care

• Address complete “continuum of care”


Functional Tools – Readmissions Management

Sample of Patient at Risk for HF Readmission

Patient Profile

• Patient Name: Judy Finn

• Age: 66

• Primary Diagnosis: Heart Failure

• Comorbidities: Diabetes Mellitus, Hypertension,

Obesity

• Medication List: Bisoprolol, Enalapril

• Updated Daily

• Patient list

• Readmission risk score

• Patients identified prior to discharge and coding

Case Study: Heart Failure Readmissions

Inpatient List

1

1


Case Study: Heart Failure Readmissions

Inpatient Work List

• Work List comprised

of action items for

CHF patients

• Completed prior to

discharge to ensure

all actions have been

taken to prevent

readmission

• Collect data reliably at the front end

• Make your analytics actionable with real-time

data

• Integrate with workflow as a key feature

Best Practices


• Integrate financial implications with quality

improvement efforts

• Make managers accountable for financial

implications

• Analytics across the continuum of care (Don’t

forget ambulatory and post acute care)

• Operational Dashboards

• To drive performance improvement at all

organizational levels

• Functional Tools

• Expand use of tools to other disease states

• Accountable Care

• Bundled Payments

• Analytics across the continuum of care

Future Plans

Questions

iHT² Health IT Summit Fort Lauderdale 2013 – Neal Ganguly, Vice President and CIO, CentraState...

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