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

1. Business Intelligence:
Functional & Operational
Tools for Optimizing
Healthcare
June 12, 2013
2010 - 2012

2. Page 2
About CentraState
Environmental Drivers
The Vision
The Reality
The Vision – Revised
Future Plans
Q & A
Agenda

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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

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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

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Agenda
About CentraState
Environmental Drivers
The Vision
The Reality
The Vision – Revised
Future Plans
Q & A

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Environmental Drivers
Quality Measurement
Regulatory initiatives & payment reform model
“experiments” are driving significant attention
to quality
Emerging Realities
Core Measures
Value Based Purchasing / HCAHPS
Readmissions

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Environmental Drivers
High level of competition for limited resources
Time

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Environmental Drivers
Disparate tools and systems
Healthcare BI Analytics Landscape

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Agenda
About CentraState
Environmental Drivers
The Vision
The Reality
The Vision – Revised
Future Plans
Q & A

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The Vision
Integrated Clinical / Business Intelligence Environment

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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

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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

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Agenda
About CentraState
Environmental Drivers
The Vision
The Reality
The Vision – Revised
Future Plans
Q & A

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The Reality
Disparate tools and systems
Healthcare BI Analytics Landscape

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The Reality
Somewhat Integrated Intelligence Environment
TPRS
TPRSTPRS
TPRS

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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

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Agenda
About CentraState
Environmental Drivers
The Vision
The Reality
The Vision – Revised
Future Plans
Q & A

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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

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The Vision - Revised
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

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The Vision - Revised
Operational Tools – CFO Dashboard

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The Vision - Revised
Operational Tools – CMO Dashboard

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The Vision - Revised
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)

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Value-Based Purchasing

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Value-Based Purchasing

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The Vision - Revised
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”

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The Vision - Revised
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

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• Updated Daily
• Patient list
• Readmission risk score
• Patients identified prior to discharge and coding
Case Study: Heart Failure Readmissions
Inpatient List
1
1
The Vision - Revised

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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

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• Collect data reliably at the front end
• Make your analytics actionable with real-time
data
• Integrate with workflow as a key feature
Best Practices
The Vision - Revised
• 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)

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• 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

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Questions