Session 9 Getting The Most Out Of Your Data Analyst Vice President Technical Operations Health Catalyst Todays Agenda Unlock the data Analytic tools Prove or analyze Analytic whiplash ID: 208792
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Slide1
John Wadsworth
Session #9Getting The Most Out Of Your Data Analyst
Vice President, Technical Operations, Health Catalyst Slide2
Today’s Agenda
Unlock the
data
Analytic tools
Prove or
analyze?
Analytic
whiplash
Accepting the truthSlide3
Poll Questions 1 - 2
Question #1 - How much time would you estimate your analysts spend
gathering
data (vs analyzing data)?
Question #2
–
How much time would you estimate your analysts spend analyzing data?
3Slide4
Unlock Your Data
4Slide5
“I told you I wasn’t a hunter gather. I’m an analyst!”Slide6
Conversation this week:
Shared savings partnerships withholding money because of poor analytics
Analysts spending 80% or more gathering data
Data exists in multiple sources (EMR, costing, billing, patient satisfaction, etc.) that are not integrated
How hard can it be to gather the data for analytics?
Analysts - Hunting and GatheringSlide7
Objective #1: Determine the total value of the money in your team bucket.
RulesWork as a team. Everyone at your table needs to participate.Collect your bucket at corresponding colored locations around the room. Send 1 person (runner) from each table.Do not retrieve the bucket until you are given the “Go” signal. All teams start at the same time.
With each task that you complete, ring the bell and you will be given an additional task.
Complete as many tasks as possible as a team.
Time limited,
s
o work quickly!
Unlocking Your Data - ExerciseSlide8
Metadata: EDW
Atlas
Security
and Auditing
Common, Linkable Vocabulary
Financial
Source Marts
Administrative
Source Marts
Departmental
Source Marts
Patient
Source Marts
EMR
Source Marts
HR
Source Mart
Diabetes
…MANY more!
Pneumonia
Less
Transformation
More Transformation
Catalyst Adaptive Data Warehouse
FINANCIAL SOURCES
(e.g.
EPSi
,
Peoplesoft
, Lawson)
ADMINISTRATIVE SOURCES
(e.g. API Time Tracking)
EMR SOURCE
(e.g. Epic, Cerner)
DEPARTMENTAL SOURCES
(e.g. Apollo)
PATIENT SATISFACTION
SOURCES
(e.g. NRC
Picker, Press
Ganey
)
Human Resources
(e.g.
PeopleSoft)
Adaptive Data Warehouse Model
SurgerySlide9
Poll Questions 3 - 4
Question #3
In
your
personal opinion
, how important is the analyst role in your organization?
Question #4
How
important is the role of analyst viewed by your
organization
?
9Slide10
Analytic Tools
10
10Slide11
Objective #1
: Group your coins by denomination AND stack them at least 5 coins high.
Rules
Work as a team. Everyone at your table needs to participate.
Do not open the bucket until you are given the “Go” signal. All teams start at the same time.
With each task that you complete, ring the bell and you will be given an additional task.
Complete as many tasks as possible as a team.
Your entire team
MUST use the (hand) tools provided you for the
complete exercise
.
Analytic Tools - ExerciseSlide12
Tools Support Transformation
Structured Query Language (SQL or variant)Data analysis
Visual representation of information
Communicate meaningful story through the data
Domain knowledge
From Hunter-Gather to
AnalystSlide13
Recommended Tools
for Data-Driven Health System
Source systems that support query (SQL)
Let them get to the data
Business
intelligence development tools to build meaningful visualizations
Cognos
, Crystal Reports, Tableau,
Qlikview
, Excel
An
enterprise data warehouse (EDW
)
Start small and grow as needed
Assumes data architects will extract, transform, load (ETL) and model data into warehouse
Scalable platform to grow analyticsSlide14
Poll Questions 5 - 6
Question #
5
How
often do
you
act on information provided to you by your analysts?
Question #
6
Analysts
– How often does
management
act on your analysis and/or recommendations?
14Slide15
Prove This
15
15Slide16
Analyze the Decision to Build
“We need to build an observation
p
atient wing”
3 year upward trend in observation patient volume through ED
Reimbursements dropping for
obs
patients
get to inpatient or ED acuity
Historically we had an observation wing
Questions they wanted answered
How many beds do we need?
Clinical data
informed bed count estimates
What clinical staffing will be needed for the new wing?
HR and clinical data
justified staffing model
What
will it cost to build the new wing
?
Costing data
supported estimate of $.5M - $1M/bed for re-purposing existing beds
$2.5M - $5M for 5 bed wing
WAIT! Has the decision to build already been made?
If so, do you need an Analyst … or something else?Slide17
We asked, “What can the data tell us about the observation patients?”
~70% had chief complaint of chest pain
~90% existing patients in the hospital system
~80% with chest pain had former diagnosis of heart failure from cardiology clinic/primary care
~75% arrived in ED between 5-10 PM
Cardiology clinic closed at 5:00 PM
Analyst recommendation
K
eep the cardiology clinic open until 10:00 PM
Don’t spend the $2.5M - $5M for an observation wing
Analyze the
Data to Inform
a DecisionSlide18
Analytic Whiplash
18
18Slide19
“I could catch a trout on a dusty road.”Slide20
Leadership discovers a problem
Analyst assigned to provide insightAnalyst & others study problem to define scopeData gathered
then
analyzed
Patterns and correlations begin to emerge
Leadership brings another problem for analysis or
changes direction. Analyst told to “wrap it up and move to the next problem”.
Whiplash CycleSlide21
Analyst & others study problem to define scope
Data gathered then analyzedPatterns and correlations begin to emerge
Assumptions verified/refuted by knowledge experts closest to the work process being measured
Adjust logic based on feedback.
Iterate through process until all logic validated by process owners (in the trenches)
Give
sufficient
time for analysis, discovery and a recommendation.
Considerations for
Improved Analytic InsightSlide22
Insufficient time leads to half-baked analysis
Incomplete analysis undermines credibilityLack of credibility creates further dissatisfaction with data and analytics
Risks of Under-resourced AnalyticsSlide23
Perhaps… but before you hire more analysts, consider asking:
Will more analysts get the needed time to do analysis? No? Increased capacity for incomplete analysis
Analyst needs the time to work smarter, not harder.
Do You Need More Analysts?Slide24
Remove prioritization burden from analysts
Leadership become proficient with prioritization
Leadership determine projects of highest priority
Unified front – individual agendas undermine execution
Decide what projects will and will
not
be funded
Resist the lure of shiny, new objects
Commit resources for top projects to completion
Communicate results of prioritization to the masses
Minimize the whiplash of “urgent” projects
Leadership and PrioritizationSlide25
Accepting the Truth
25
25Slide26
Poll Questions 7- 8
Question #
7
On
a scale of 1 to 5, how well do you trust information provided through your analysts
?
Question #8
On
a scale of 1 to 5, how well does your culture support analysts delivering information that may be perceived as negative or undesirable?
26Slide27
Honesty is the best policy for analytic credibility
CLABSI reported or actuals?Confront the brutal facts“When you turn over rocks and look at all the squiggly things underneath, you can either put the rock down, or you can say, ‘My job is to turn over rocks and look at the squiggly things,’ even if what you see can scare the
[heck]
out of you
.” – Jim Collins
Should I report the
whole
truth?Slide28
Unlock the data for your analysts
Get the right tools for your analysts and organizationLeadership become proficient in prioritizationDevelop a culture of accepting the truth
SummarySlide29
Analytic
Insights
A
Questions &
AnswersSlide30
Session Feedback Survey
30
On a scale of 1-5, how satisfied were you overall with this
session?
Not at all satisfied
Somewhat satisfied
Moderately satisfied
Very satisfied
Extremely
satisfied
On a scale of 1-5, what level of interest would you have for additional, continued learning on this topic (articles, webinars, collaboration, training)?
No interest
Some interest
Moderate interest
Very interested
Extremely
interested
What feedback or suggestions do you have?Slide31
Upcoming Keynote Sessions
3:45 PM – 4:40 PM Healthcare Reform 2.0: Anticipating What’s Next
Governor Mike Leavitt
Founder and Chairman of Leavitt Partners
Former Secretary of the Department of HHS
5:15PM
–
6:00 PM
Reception
6:00PM
–
7:
00
PM
Dinner
7:
00PM – 7
:50
PM
The Acceleration of Technology In The 21
st
Century: Impacts on Healthcare and
Ray
Kurzweil
Chairman,
Kurzweil
Technologies
Director of Engineering, Google7
:50PM – 8:30 PMEntertainment
31
Location
Main Ballroom