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Session #26:How Community Hospitals Thrive

with AnalyticsGreg StockChief Executive Officer, Thibodaux Regional Medical Center

Gene ThomasVice President and Chief Information Officer, Memorial Hospital Gulfport

Pre-Session Poll Question

My healthcare organization has been leveraging an EDW with analytics for:

a) Not started, contemplatingb) < 1 yearc) 1-2 yearsd) 3-4 yearse) 5+ years

Jeffrey Vespa, MDVice President, Quality and Medical Director, North Memorial Hospital Systems

Facilitator:John WadsworthVice President, Technical Operations, Health Catalyst

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Poll Question #2

2

How would you describe your organization’s staffing commitment to business intelligence and analytics?

a) No commitment. Do we really need staff?

b) Just starting - recruiting

c) Understaffed

d) Adequately staffed

e) Optimally staffed

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EDW Staffing Justification

3

The data architect/analyst skill set is a rare asset in today’s job market. Consequently, their salary requirements are high. As a community hospital executive, how do you justify the salary base for these individuals?

1. Greg Stock

2. Dr. Vespa

3. Gene Thomas

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Maximizing EDW Staffing

4

As your organization has come to value the technical prowess of your EDW team, what staffing/operational changes have you implemented to maximize the value of the team to the organization?

1. Dr. Vespa

2. Gene Thomas

3. Greg Stock

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Poll Question #3

5

How strong is your level of physician engagement with analytics and process improvement?

a) No engagement

b) Exploring partnerships – educating staff

c) Minimal – 1-2 supportive divisions

d) Moderate – 4-6 sustained engagements

e) Strong – ubiquitous support

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Physician Engagement

6

Each of you has stated that physician engagement is crucial to the success of sustained process improvement. Could you share one way your organization has achieved physician engagement?

1. Gene Thomas

2. Greg Stock

3. Dr. Vespa

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Success Stories with Analytics

7

Building an EDW is a Herculean effort for a community hospital. Budgets are tight and project staffing is lean. Despite those constraints, each of your hospital systems has achieved meaningful and quantifiable outcomes. Please share with the audience one example of process improvement from your EDW.

1. Greg Stock

2. Dr. Vespa

3. Gene Thomas

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If you had a do-over…

8

Many in the audience today are contemplating an EDW investment. Each of you know such a commitment may feel daunting. If you were to pause for a moment to consider what you have learned from your EDW experience, what cautionary advice would you offer to those who are just embarking on their analytic journey?

1. Dr. Vespa

2. Gene Thomas

3. Greg Stock

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Lessons Learned - Gulfport

9

1. With an EDW, we have increased revenues, reduced spending, and avoided penalties.

2. Having the EDW hosted freed-up seasoned, technical resources to drive analytics. Now they manage information, not patches/upgrades.

3. Invest in people and technology. Buy the right tools for staff. Invest in their proficiency of the tools.

4. Analytics from the EDW improve ROI from the EMR investment.

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Lessons Learned – Thibodaux

10

1. Choose your process improvement leaders wisely. They must be comfortable having honest, straight-up conversations. It’s raw.

2. Support process improvement leaders with executive sponsorship.

3. Use data for accountability of care and cost. Trusted data is the key for resistance management.

4. Pay your clinical leadership for time away from clinic as they lead and support process improvement initiatives.

5. Community hospitals can thrive in today’s market with focus, organization, discipline, and good data.

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Lessons Learned – North Memorial

11

1. Quantifiable results within the triple aim generate additional momentum for process improvement work.

2. C-level sponsorship crucial for physician engagement

3. MD for clinical integration role key to outcomes success.

4. Project management should be removed from tech resources and put onto shoulders of data manager.

5. Optimal staffing for sustained improvement is a cross-disciplinary team (technical, operational, financial and/or clinical).

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Analytic Insights

AQuestions &

Answers

12

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Choose one thing…

13

Write down one thing will you do differently after hearing this presentation

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Thank You

14

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Session Feedback Survey

1. On a scale of 1-5, how satisfied were you overall with this session?

1) Not at all satisfied

2) Somewhat satisfied

3) Moderately satisfied

4) Very satisfied

5) Extremely satisfied

2. What feedback or suggestions do you have?

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Upcoming Sessions

Breakout Sessions – Wave 5 (2:20 PM – 3:05 PM)

31) Panel – Data Governance in Healthcare

32) How One ACO Is Using Analytics to Position Itself for Population Health Management and Shared SavingsJames J. Dearing, DO, FACOFP, FAAFP, Vice President, Chief Medical Officer, Honor Health

33) Panel – Best Practices in Achieving Physician Engagement

34) Panel – Precision Medicine and Embracing Variability

35) Improving Analytics and Processes to Ease Hospital CrowdingWes Elfman, Visualization Developer, Clinical and Business Analytics, Stanford Health CareTerrill Wolf, Manager, Data Architecture, Clinical and Business Analytics, Stanford Health Care

Imperial Ballroom B

Imperial Ballroom A

Grand Salon

Murano

Venezia

Location