#HASummit14 Session #8: How One Pioneer ACO Is Improving Healthcare Performance Through Analytics and Cultural Transformation Mark Hohulin, Senior Vice President Healthcare Analytics Pre-Session Poll Question Does your healthcare organization currently have an effective system for using data consistently? a)Yes b)No c)Unsure or not applicable Roopa Foulger, Executive Director Data Delivery

#HASummit14 About the Organization Pioneer ACO OSF HealthCare Facilities in Illinois and Michigan 224 Locations 700,000 Patients Serving nearly 11 Hospitals 2

#HASummit14 Pursuing Clinical and Operational Excellence Analysis in search of clinical and business insights needed to drive improvements Leaders prioritized analytics as a key component of their strategic plan 3

#HASummit14 The Pain Points Difficulty finding an effective system for using data consistently Previously unsuccessful EDW implementations Experiencing data overload Inability to determine if they were measuring the right items Difficulty creating transparency and clinical excellence 4

#HASummit14 5 Our Approach And Results

#HASummit14 Goals Deliver superior clinical outcomes Improve the patient experience Enhance the affordability and sustainability of services Drive a cultural shift throughout the organization to embrace becoming a data- empowered system 6

#HASummit14 Our Approach Form and support improvement teams Provide tools and transparency to engage leadership Implementation of a late-binding EDW Aggregate clinical, claims, financial, and other data to create a consistent view of the ACO’s data Provide useful, timely, and accessible information to stakeholders “Technology accountsfor 30% of successfulimplementation – 70% isattributed to executionand alignment tobusiness goals…” -Roopa Foulger, Executive Director, Data Delivery 7

#HASummit14 Poll Question #2 8 On a scale of 1-5, how would you rate your healthcare organization’s ability to leverage data to make clinical and operational improvements? 1)Not at all effective 2)Somewhat effective 3)Moderately effective 4)Very effective 5)Extremely effective 6)Unsure or not applicable

#HASummit14 Executive Dashboard 1.Ability to filter by summary data or individual performance area 2.Integrated clinical, quality, and operational information 3.Baseline, current, and target performance measures 4.Data sets by facility and region 5.Trended actual performance relative to target performance 9

#HASummit14 Improvement Teams Ensured the data was digestible and aligned to the organization’s strategic roadmap Used data to identify clinical and operational areas of focus that presented greatest opportunity for quality and cost improvement Launched and empowered multidisciplinary improvement teams to use data, evidence-based best practices, and timely feedback to improve outcomes in strategic service lines Interdisciplinary team established to guide development and rollout of the EDW 10

#HASummit14 Value Realized 90-day EDW implementation yielded unprecedented time to value $9-12 million in performance improvement and cost avoidance over 3 years 60 percent faster access to clinical and operational data Clinical performance improvements driven by multidisciplinary teams 11

#HASummit14 Performance Improvement & Cost Avoidance Performance Improvements Value Realized Reports – managing data smarter/reduction in reports to maintain Reduction of one-dimensional reports for deployed solutions using EDW and BI tools 80% Timeliness of data – reduction in cycle time to churn data 60% Access to data previously unavailable – CV Physician dashboard – increase in performance results in each of the metrics 3% Clinical improvements (FY14 – OSF System) $5 - $10million Cost Avoidance Value Realized over 3 years Standardized and streamlined key nursing metrics – resulted in redirection of.5 FTE across ministry $.5 - $1 million Labor & Productivity – reduction of 2.5 FTE and able to scale for additional entities with no additional cost $.5 - $1 million Care Transitions – medication reconciliation, 3% decrease in defects $9.4 M Data Gathering – reduction of 3 FTEs, no longer needed to gather the same data on a monthly basis $560,000 Internal solution development & maintenance vs. outsourcing $9-$12 million 12

#HASummit14 Driving Improved Patient Care Heart Failure Patients Cardiovascular Physicians Palliative Care Providers Data empowered culture 13

#HASummit14 Heart Failure Program 8% reduction in unspecified coding 15% increase in five-day follow-up appointments being made before discharge 15% improvement in use of patient education best practices Team tracked key process and outcome metrics 14

#HASummit14 Cardiovascular Physicians Dashboard Focused initiative to improve quality by identifying a series of best-practice measures Compare physicians’performance against their peers In only 7 months, improvements have been noted in all measures tracked 15

#HASummit14 Palliative Care Program Utilized the EDW and the Instant Data Entry Application (IDEA) across its heterogeneous EHR environment to identify high- risk patients OSF has completed, documented, and aggregated advance care planning for more than 16,000 patients 16

#HASummit14 Data Empowered Culture Founded on transparency and collaboration Ensures accountability and combined focus OSF has more tightly aligned its priorities, quality measures, and action plans with specific improvement goals Stakeholders throughout the organization see the value and clinical impact of quality improvement “Successful adoption ofanalytics hastransformed our culture.With each improvementinitiative, we establishownership andaccountability from theoutset at all levels of theorganization, fromexecutives to frontlinestaff. Everyone ends upworking out of the sameplaybook for the samepurpose.” -Mark Hohulin, Senior Vice President, Healthcare Analytics 17

#HASummit14 Continue to develop a data- powered culture of transparency Future Plans Utilization of an already developed system-wide improvement portfolio Continue to expand our technology capabilities around analytics Improve clinical decision support by tying EDW information into its EHRs 18

#HASummit14 Lessons Learned 19 1.Ensure executive leadership support across the organization 2.Assemble a project team with the right technical capabilities 3.Have system-wide engagement – not treated as a siloed IT project 4.Business plan and measurement set upfront 5.Achieve rapid implementation of the EDW – with actionable insights to demonstrate value

#HASummit14 Analytic Insights A Questions & Answers 20

#HASummit14 Choose one thing… 21 Write down one thing will you do differently after hearing this presentation

#HASummit14 Thank You 22

#HASummit14 23 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?

#HASummit14 Upcoming Sessions Breakout Sessions – Wave 2 (2:30 PM – 3:15 PM) 10)Is Big Data a Big Deal…or Not? Dale Sanders, Senior Vice President, Health Catalyst Richard Proctor, General Manager, Global Healthcare & Life Sciences, Hortonworks 11)Partners Healthcare Analytic Strategy for bundled Payments and Risk Management Sreekanth Chaguturu, MD, Vice President for Population Health Management, Partners HealthCare Helen Chan, Senior Manager, Business Planning, Partners HealthCare 12)Sneak Peek: Improving Patient Engagement and Outcomes with Predictive Analytics Gregory A. Spencer, MD, CMO & CMIO, Crystal Run Healthcare Louis G. Cervone, Jr., Director of Business Intelligence, Crystal Run Healthcare 13)How a Pioneer ACO is Using Analytics to Change Heart Failure Spencer H. Kubo, MD, CMO of BioControl Medical, United Heart &Vascular Clinic, Allina Integrated Medical Network 14)Entering Shared Risk for Community Hospitals Through Physician Engagement Greg Stock, CEO, Thibodaux Regional Medical Center Mark F. Hebert, MD, FACS, Surgical Specialist, Thibodaux Regional Medical Center 15)Panel – Children’s Hospitals: “Tike-mares”…Are the Monsters Under the Bed For Real? 24 Location Grand Salon Grand Ballroom A Grand Ballroom D Savoy Murano Venezia