1. UCSF Developments in Business Intelligence and Enterprise Data Warehouse

2. Data and Analytics Needs
Access to and analysis of data is the number one underserved IT need across UCSF.
Joe Bengfort – UCSF CIO

3. Data And Analytics Needs – Just a Sampling
Ability to identify and stratify patients for research and population health.
Integration of clinical, financial, research, education data.
Targeting interventions for patients based on evidence.
Connecting resident performance to patient satisfaction and outcomes.
Enable continuous performance measurement and quality improvement.
Self-service tools and dashboards.
Ability to pull data from textual files.
Comparisons to outside sources (e.g., UHC and other national data) and trend modeling.
Support an interface with ACO-wide databases/tools.
Historical and Real-time analysis. …

4. Current “Islands” of Capability
Omniview – Medical Center and Department of Medicine financial analysis
EPSI – Cost accounting for Medical Center activities
APeX Clarity Reports – Operational reports from UCSF’s integrated EHR
Data Warehouse and BI for Academic and Administrative Systems – Supports campus, schools and administrative systems including HR, financial, facilities and more.
IDR – De-identified view of APeX and AxiUm (dental) data sets for researchers. Identified data is available by request with CHR approval.
UC-ReX – Provides cohort counts across the five-UC-Medical Campuses. Facilitates cooperation among researchers at different campuses.
Many others…
Could also be Current Silos of Excellence!

5. Current “Islands” of Data
APeX
Patient Registries (UCSF, CJRR and others)
Hospital acquired illness/ condition
Surgical Site infections
Manual Chart Review
Ortho- Database
Quality Improvement
Hospital Admin.
NSQIP
Research
Implant rejections
Patient Self-Reported information
SCIP
Optum Health Report
CCS
Joint Commission Reports
Beacon Report
ICN
CPQCC
OB – Perinatal Plus
Patient Transport (CPeTS)
ICN log book
NICU Quality Improvement
NICU Hospital Admin.
Research, Quality, Hospital Admin.
CPQCC/VON Reports
HRIF
Data
NICU Research
Birth Trauma & Perinalta; Elective Delivery Data
L&D Birth Calendar 5
Point-to-point
Interfaces
ICU Quality
NQF- ICU
Report
Specification
Gene-Disease Relationships
Genomic raw data
Therapeutic Targets
Predictive models of disease
Preventive strategies
Cost Data
Predictive Risk for Medication Errors
Medication Error Reports
Medication Safety Data
This is an example of some clinical and quality data efforts.

6. Concept of Future BI World
Example Data Types:
Core EDW
Various Analyses and Reports:
Clincal- Data Marts
Business Intelligence Tools
Clinical data
SQIP
SCIP
NSQIP
SCIP
Enterprise Data Warehouse
SQIP
SCIP
NSQIP
SCIP
SQIP
SCIP
NSQIP
SCIP
Cost Data
Business-unit Specific Reports
Financial
Data Marts
Patient Self-Reported information
Research Data Marts
Student Data
Business-unit Specific Datasets
Financial Data
Marketing Data Marts
EPSI
Simpler to maintain, document, train and share. More consistent use of information across organizations. Each mart may use permitted data from the warehouse.
Simplifies access to our data resources and ‘Frees the data’ so it may be used more effectively by more individuals.
Ensures consistency.
Enables coordination across departments and functions.
Facilitates appropriate and accurate use of data by all parts of UCSF.
Eliminates redundancy in data delivery and analysis functions.
PeopleSoft - HR
ACO Data Mart
Business-unit Specific Analyses
Genomic Data …
Business-unit Specific Dashboards …
… Other Data Marts
Other Sources 6

7. …But We Must Build that Future Incrementally
Implement priority business use cases first.
Deliver immediate business value.
Build and spread data governance structures as we go.
Build more centralized data warehousing assets as we go.
Develop the IT and departmental analytics skills required as we go.
Leverage the skills and analytical tools we have today to bring immediate value while creating long term BI assets such as the Enterprise Data Warehouse.

8. Immediate BI Areas of Work to Drive
Create delivery capacity via internal and external resources sufficient to drive at least three concurrent analytical work products.
Advance EDW capability by developing analytical work product from top priority use case(s).
Create a UCSF data management and governance framework to instruct our decisions.
Recruit an Executive Director of Networked Data Warehousing and Analytics Support.
In the meanwhile, create a core team and start solving business problems while incrementally maturing our data culture and assets:
Joe Bengfort to lead these efforts in the interim.
Sandy Ng: BI Program Leader
Doug Berman: Data Architecture and Warehousing
Jeff Love: BI Technology and Development
Data Management Plan:
Identify primary UCSF data stores across the enterprise in support of research, patient care, education and administration.
Determine how those data stores should be best utilized in the future state data architecture.
Establish the different types of analytics that each data store will support.
Define how this data will be aggregated, linked, indexed, made available.
What data warehouse(s) are necessary; what is practical to consolidate.
What happens to existing data stores (e.g. Omniview)
How will meta data be captured
How will data standards, reusability, transformations to be documented and institutionalized
Overall goal is to establish the larger framework to perform individual analytics projects that provide ongoing structure and direction.
In the short term, establish guidelines on tools and data sources to be used in the creation of analytical work products (reports, dashboards, scorecards, etc…)
I.E. when to use Epic dashboards, Clarity reports, Cogito, Qlikview, Cognos, etc..

9. Leveraging What We’ve Already Created: Intake, Prioritization and Development Process
UCSF Dashboard Intake Form
UCSF Dashboard Changes Request Form
Prioritization
Complexity And Prioritization Worksheet
Development
Project Initiation through Deployment
(Next Slides)

10. Leveraging What We’ve Already Created: Business Case Prioritization Tool
High
Low

11. EPSI – Cost accounting for Medical Center activities
Leveraging What We’ve Already Created: Skills, Tools, Expertise and Data Assets
Omniview – Medical Center and Department of Medicine financial analysis
EPSI – Cost accounting for Medical Center activities
APeX Clarity Reports – Operational reports from UCSF’s integrated EHR
Data Warehouse and BI for Academic and Administrative Systems – Supports campus, schools and administrative systems including HR, financial, facilities and more.
IDR – De-identified view of APeX and AxiUm (dental) data sets for researchers. Identified data is available by request with CHR approval.
UC-ReX – Provides cohort counts across the five-UC-Medical Campuses. Facilitates cooperation among researchers at different campuses.
Many others…
Could also be Current Silos of Excellence!

12. Leveraging What We’ve Already Created: Decision Making / Governance
Enterprise Data Warehouse Committee
Sub-Committee of the IT Governance Steering Committee
Chaired by Dr. Michael Blum
Representation across
Education
Research
Patient Care
Administration / Financial
Medical Center Business Intelligence Steering Committee
Focused on prioritizing and funding analytical work.
Microcosm of decision making we’ll need in other parts of the business.
Primarily focused on continuous improvement of hospital operations.
Data Management Plan:
Identify primary UCSF data stores across the enterprise in support of research, patient care, education and administration.
Determine how those data stores should be best utilized in the future state data architecture.
Establish the different types of analytics that each data store will support.
Define how this data will be aggregated, linked, indexed, made available.
What data warehouse(s) are necessary; what is practical to consolidate.
What happens to existing data stores (e.g. Omniview)
How will meta data be captured
How will data standards, reusability, transformations to be documented and institutionalized
Overall goal is to establish the larger framework to perform individual analytics projects that provide ongoing structure and direction.
In the short term, establish guidelines on tools and data sources to be used in the creation of analytical work products (reports, dashboards, scorecards, etc…)
I.E. when to use Epic dashboards, Clarity reports, Cogito, Qlikview, Cognos, etc..

13. Dashboard Development & Demo
FlashDash – Live Aug 2013
DischDash (D/C before 12) – Live Nov 2013
Quality (QualDash) - Tentative Go Live Dec 2013
What dashboard is:
Transparent performance and link to accountability
Simplifying process
Reduce multiple views of the same data and workload
Minimize potential errors by automating unit based dashboards
What dashboard is not:
Not a medical records
Not a daily analysis of metrics for the most part (hand hygiene, immunizations, discharge instruction anti-thrombolyitc for VTE, urinary catheter removal in 24 in hours)
The perfect is the enemy of the good

14. Analytic Activities, Guided by Data Mgmt Plan to Build the EDW
Business Unit Data integrated in back-end:
Data Reqs
Definitions
Docs
Meta-data
Data Mart(s)
Agile Development
Process
Reports
Analyses
Dashboards 14

15. Analytic Activities, Guided by Data Mgmt Plan to Build the EDW
Data Mart(s)
Agile Development
Process
Reports
Analyses
Dashboards
Data Mart(s) 15

16. Analytic Activities, Guided by Data Mgmt Plan to Build the EDW
Medical Center & Medical Group
Medical Center and Campus Finance Team
Administration
Researchers
Schools and Other Control Points
Data Mart(s)
Core EDW
Data Mart(s)
Data Mart(s)
Data Mart(s)
Data Mart(s)

17. Questions? IDR/UC-ReX Academic Research Systems
Dashboard UCSF Medical Center Business Intelligence