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Overcoming Challenges in Creating Self-Service Analytics

Session 114, February 13, 2019

Chris Hutchins, Associate Vice President, Healthcare Analytics, Northwell Health

James Kouba, Director, Healthcare Solutions, Perficient

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Chris Hutchins & James Kouba

Have no real or apparent conflicts of interest to report.

Conflict of Interest

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• Today’s Objectives

• Situation Context

• Align and Deliver

• Techniques: How Did it Really Happen?

– Strategy

– Roadmap

– Incremental delivery

– Follow-through

• Summary

• Questions Review

• Q&A

Agenda

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Identify key

techniques to build

partnerships and

establish a strong

team approach

between business

and IT across the

organization

Learning Objectives

Compare best

practices for

providers wanting

to build self-service

analytics programs

Explain the

importance of

establishing a clinical

enterprise data

warehouse to form

a single view of truth

to enable Medicaid

payment reform

program participation

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Discover how Northwell

Health used participation

in New York State’s

Medicaid reform program

to drive the development

of a self-service analytics

infrastructure

Learn key techniques to

develop close collaboration

and partnership with business

decision makers in order to

match information delivery

capabilities with the

organization’s key

business initiatives

Presentation Objectives

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About Northwell Health

2M+Patients

treated annually

$11BAnnual operating

budget

• Over 4.3 million patient encounters

• More than 61,000 employees

• More than 40,000 births

• 286,000+ hospital discharges

• 816,000+ emergency visits

• 732,000+ home health visits

• 184,000+ ambulatory surgeries

• 106,000+ ambulance transports

• 2,100 research studies

• 5,000 participants

• 1,500 research staff

#1Largest private

employer in New York

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Service Area - 8+ million people

Nation’s 14th-largest healthcare system

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Mission to Serve & Raise the

Standard of Healthcare

• Improving community health

• Providing the highest-quality

clinical care

• Educating health care professional

• Advancing medicine through

bio-medical research

• Promoting health education

• Caring for the entire community

regardless of the ability to pay

"The goal of Northwell

Health is a simple one

that has been the same

since its inception…

be better tomorrow

than we are today."

Michael Dowling,

President and CEO,

Northwell Health

The Mission

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Strategic Goal:

Enable Northwell to identify innovative

approaches to reform care delivery

Supporting the Mission

Strategy

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Taking Action

Business Tactic:

Enable Northwell’s care reform goal through

participation in the Delivery System Reform

Incentive Payment (DSRIP) program

Strategy Tactics

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• New York State’s main mechanism to implement the

Medicaid Redesign Team (MRT) Waiver Amendment

• Purpose: Fundamentally restructure the health care

delivery system

• Goal: Reduce avoidable hospital use by 25% over 5 years

• Reinvest in Medicaid program; up to $6.42 billion dollars

are allocated

• Payouts based upon achieving predefined results in:

– System transformation

– Clinical management

– Population health

The DSRIP Program

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To participate in DSRIP, Northwell needed to develop specific tools,

processes, education, and measures in order to improve care and

begin restructuring the health care delivery system.

• Establish a single integrated view of Northwell’s clinical,

claims and financial data

• Create a self-service analytics platform and program to

deliver information and measures

IT Has Work to Do

Strategy Tactics Projects

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• Vast store of integrated information coupled with

serf-serve analytics

• Discovery and analysis across clinical, financial

and operational functions

• Engaged clinical, financial, and operational stakeholders

• Identification of care reform opportunities

The Payoff

Strategy Tactics Projects Value

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• The real order of events were not as straightforward

• An orderly waterfall - not the method that works for

most organizations

• Organizations have many challenges:

And Now for the Rest of the Story

Multiple

initiatives

Diverse/multi-faceted

organization

Competing

priorities

Legacy

solutions

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Let’s look at the techniques Northwell

used to achieve value

How Did it Happen?

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Getting Started

Developed a three-part strategy to begin to addressing organizational needs

1. Worked with executive leaders to identify organizational

priorities

– Informed development of an enterprise roadmap for data integration

2. Established an enterprise platform to support self-service

– Enabled verticals to accelerate learning and deepen capabilities

3. Organized and co-located technical and clinical staff to bolster

clinical reporting

– Established exceptionally deep technical and data management skills

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Vision and Business

Capabilities

• Recognize current pain

points and underlying

root causes

Discovery

Technical Capabilities

• Develop future-state data

and analytics reference

architecture

Operating Model

• Identify improvements

to support the planned

implementation

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• Scored each capability against 6 dimensions

Balancing Priorities

• Reviewed and agreed upon “High Priority” capabilities

• Developed a Cohesive 24-Month Delivery Roadmap

Strategic

Value

Return on

Investment

(ROI)

# of

Stakeholder

Requests

Business

Readiness

Data

Readiness (Phase 1

coverage)

Complexity (Integration)

– Business capabilities

– Technical capabilities

– Governance

– DevOps

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Northwell’s 24-Month Roadmap

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Enterprise Data Warehouse

• Single view of Patients

on one platform

• Targeted Data Marts to

enable Self-service

analytics

• Streamlined data

movement and

processing

• Scalable Framework

• Real-Time Operational

Dashboards

Allergy Claims

Pharma

EHR

HbA1c

MedsLabs

Clinical

Data

Social

HIE

EDWEnterprise Data

Warehouse

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Enabled Business Units

• Health Solutions

• Patient Experience

• Krasnoff Quality Management

Institute

• Physician Partners

• Feinstein Institute

• Marketing

• Finance

• Zucker School of Medicine

• Strategy

• Corporate Operations

• Emergency Services

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Providing High Availability

• 35K monthly views

• Over 300 Active Reports

• Over 400 active dashboards

• Serving over 800 monthly

consumers

• Over 300 tickets and requests

monthly

• ~ 4.7 Billion daily update

in less than 4 hours

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Healthcare Analytics Organization

Database

Administration

• Database &

Server

Support

• System

Administration

Data Management

• Transformation

• Staging

• Normalization

• Support

Reporting

• Reports

• Dashboards

• Support

Data Integrity &

Governance

• Acquisition

• Business

Analysis

• Data Profiling

• Business

Definitions

• Access Policies

Analytic Resource

Center

• Analytics Portal

• Solutions Design

• Consulting

• Process

Improvement

• Application

Support

Clinical Data StrategyPhysician led team guides clinical content development

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Pre-release Engagement with Key Business Consumers

• Communicate (and sell) upcoming capabilities

• Review data and analytics pre-release

• Soft release of data (encourage exploration)

Release and Roll-out

• Educate/train consumers

• Announce and deliver

• Be ready to handle questions/issues

Critical Review Value Realized Post Data & Analytics Delivery

• What is working well, as expected

• What is not working or did not meet expectations

• Document business value achieved and/or supported

Delivery and Follow Through

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Patient Experience –Likely To Recommend

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Pending Appointments – Gaps In Care

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Provider Scorecard

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Why it Worked

Formed

partnership

Educated

stakeholders

Drove buy-in and

adoption across

the organization

Mentored

team members

Developed trust in

the data early

Provided

iterative value

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1. Engage with business leadership during strategic planning

2. Educate cross-functional leaders on the value and approach

3. Develop a solid partnership between business intelligence

work and the key business initiatives to be supported

4. Establish trust in the process and the data provided

• Maintain frequent interaction throughout development and delivery

• Deliver quickly with smaller increments of value

• Adapt the process and tactics as the business evolves

Recap

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Main Focal Points for Partnering:

• Align strategic objectives

• Align tactical milestones

• Agree on IT/BI prioritization, planning and delivery processes

• Bi-directional communications on an established cadence

• Value realization achievement review post IT/BI delivery

Summary

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• Where does Northwell Health rank in terms of largest healthcare systems in the U.S.?

a) 10th b) 14th c) 24th d) 30th

• What is the most important success criteria in analytics?

a) Business value

b) Fast infrastructure

c) Multi-color visualizations

d) State-of-the-art technology

• Northwell Health used an enterprise data warehouse to feed its self-service analytics and drive business value.

True or False?

Preview of CE Questions

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• Where does Northwell Health rank in terms of largest healthcare systems in the U.S.?

b) - 14th Largest Healthcare System in the U.S.

• What is the most important success criteria in analytics?

a) Business value

× Fast infrastructure

× Multi-color visualizations

× State-of-the-art technology

• Northwell Health used an enterprise data warehouse to feed their self-service analytics and drive business value?

True

Correct Answers

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Chris Hutchins

eMail: chutchins@northwell.edu

LinkedIn: https://www.linkedin.com/in/cjhutchins/

James Kouba

eMail: jim.kouba@perficient.com

LinkedIn: https://www.linkedin.com/in/james-

kouba-80477214/

Questions

Please remember to complete the online session evaluation