Healthcare Analytics Adoption Model -- Updated

Creative Commons Copyright
Updated: October 2013
Healthcare Analytics Adoption Model
Dale Sanders
@drsanders

Borrowing lessons from the HIMSS Analytics EMR Adoption Model
● Provide a roadmap for organizations to measure
their own progress towards analytic adoption
● Provide a framework for evaluating the industry’s
adoption of analytics
● Provide a framework for evaluating vendor
products

Reviewers & Editors
Many thanks to the following colleagues
Jim Adams The Advisory Board Company
Meg Aranow The Advisory Board Company
Dr. David Burton Health Catalyst
Tom Burton Health Catalyst
Mike Davis Mountain Summit Partners
Dr. Dick Gibson Providence Health & Services
Denis Protti University of Victoria BC
Dale Sanders Health Catalyst
Herb Smaltz Health Care DataWorks

Level 8
Personalized Medicine
& Prescriptive Analytics
Tailoring patient care based on population outcomes and
genetic data. Fee-for-quality rewards health maintenance.
Level 7
Clinical Risk Intervention
& Predictive Analytics
Organizational processes for intervention are supported
with predictive risk models. Fee-for-quality includes fixed
per capita payment.
Level 6
Population Health Management
& Suggestive Analytics
Tailoring patient care based upon population metrics. Fee-
for-quality includes bundled per case payment.
Level 5 Waste & Care Variability Reduction
Reducing variability in care processes. Focusing on
internal optimization and waste reduction.
Level 4 Automated External Reporting
Efficient, consistent production of reports & adaptability to
changing requirements.
Level 3 Automated Internal Reporting
Efficient, consistent production of reports & widespread
availability in the organization.
Level 2
Standardized Vocabulary
& Patient Registries
Relating and organizing the core data content.
Level 1 Enterprise Data Warehouse Collecting and integrating the core data content.
Level 0 Fragmented Point Solutions
Inefficient, inconsistent versions of the truth. Cumbersome
internal and external reporting.

Progression in the Model
The patterns at each level
• Data content expands
• Adding new sources of data to expand our understanding of care
delivery and the patient
• Data timeliness increases
• To support faster decision cycles and lower “Mean Time To
Improvement”
• Data governance expands
• Advocating greater data access, utilization, and quality
• The complexity of data binding and algorithms increases
• From descriptive to prescriptive analytics
• From “What happened?” to “What should we do?”

The Expanding Ecosystem of Data Content
• Real time 7x24 biometric monitoring
data for all patients in the ACO
• Genomic data
• Long term care facility data
• Patient reported outcomes data*
• Home monitoring data
• Familial data
• External pharmacy data
• Bedside monitoring data
• Detailed cost accounting data*
• HIE data
• Claims data
• Outpatient EMR data
• Inpatient EMR data
• Imaging data
• Lab data
• Billing data
3-12 months
1-2 years
2-4 years
* - Not currently being addressed by vendor products

Six Phases of Data Governance
You need to move through
these phases in no more
than two years
7
3-12 months
1-2 years
2-4 years
• Phase 6: Acquisition of Data
• Phase 5: Utilization of Data
• Phase 4: Quality of Data
• Phase 3: Stewardship of Data
• Phase 2: Access to Data
• Phase 1: Cultural Tone of “Data Driven”

Level 8
Personalized Medicine & Prescriptive Analytics: Analytic motive expands to wellness management, physical and behavioral functional health, and
mass customization of care. Analytics expands to include NLP of text, prescriptive analytics, and interventional decision support. Prescriptive analytics
are available at the point of care to improve patient specific outcomes based upon population outcomes. Data content expands to include 7x24
biometrics data, genomic data and familial data. The EDW is updated within a few minutes of changes in the source systems.
Level 7
Clinical Risk Intervention & Predictive Analytics: Analytic motive expands to address diagnosis-based, fixed-fee per capita reimbursement models.
Focus expands from management of cases to collaboration with clinician and payer partners to manage episodes of care, using predictive modeling,
forecasting, and risk stratification to support outreach, triage, escalation and referrals. Physicians, hospitals, employers, payers and members/patients
collaborate to share risk and reward (e.g., financial reward to patients for healthy behavior). Patients are flagged in registries who are unable or
unwilling to participate in care protocols. Data content expands to include home monitoring data, long term care facility data, and protocol-specific
patient reported outcomes. On average, the EDW is updated within one hour or less of source system changes.
Level 6
Population Health Management & Suggestive Analytics: The “accountable care organization” shares in the financial risk and reward that is tied to
clinical outcomes. At least 50% of acute care cases are managed under bundled payments. Analytics are available at the point of care to support the
Triple Aim of maximizing the quality of individual patient care, population management, and the economics of care. Data content expands to include
bedside devices, home monitoring data, external pharmacy data, and detailed activity based costing. Data governance plays a major role in the
accuracy of metrics supporting quality-based compensation plans for clinicians and executives. On average, the EDW is updated within one day of
source system changes. The EDW reports organizationally to a C-level executive who is accountable for balancing cost of care and quality of care.
Level 5
Waste & Care Variability Reduction: Analytic motive is focused on measuring adherence to clinical best practices, minimizing waste, and reducing
variability. Data governance expands to support care management teams that are focused on improving the health of patient populations. Population-
based analytics are used to suggest improvements to individual patient care. Permanent multidisciplinary teams are in-place that continuously monitor
opportunities to improve quality, and reduce risk and cost, across acute care processes, chronic diseases, patient safety scenarios, and internal
workflows. Precision of registries is improved by including data from lab, pharmacy, and clinical observations in the definition of the patient cohorts.
EDW content is organized into evidence-based, standardized data marts that combine clinical and cost data associated with patient registries. Data
content expands to include insurance claims (if not already included) and HIE data feeds. On average, the EDW is updated within one week of source
system changes.
Level 4
Automated External Reporting: Analytic motive is focused on consistent, efficient production of reports required for regulatory and accreditation
requirements (e.g. CMS, Joint Commission, tumor registry, communicable diseases); payer incentives (e.g. MU, PQRS, VBP, readmission reduction);
and specialty society databases (e.g. STS, NRMI, Vermont-Oxford). Adherence to industry-standard vocabularies is required. Clinical text data content
is available for simple key word searches. Centralized data governance exists for review and approval of externally released data.
Level 3
Automated Internal Reporting: Analytic motive is focused on consistent, efficient production of reports supporting basic management and operation
of the healthcare organization. Key performance indicators are easily accessible from the executive level to the front-line manager. Corporate and
business unit data analysts meet regularly to collaborate and steer the EDW. Data governance expands to raise the data literacy of the organization
and develop a data acquisition strategy for Levels 4 and above.
Level 2
Standardized Vocabulary & Patient Registries: Master vocabulary and reference data identified and standardized across disparate source system
content in the data warehouse. Naming, definition, and data types are consistent with local standards. Patient registries are defined solely on ICD
billing data. Data governance forms around the definition and evolution of patient registries and master data management.
Level 1
Enterprise Data Warehouse: At a minimum, the following data are co-located in a single data warehouse, locally or hosted: HIMSS EMR Stage 3
data, Revenue Cycle, Financial, Costing, Supply Chain, and Patient Experience. Searchable metadata repository is available across the enterprise.
Data content includes insurance claims, if possible. Data warehouse is updated within one month of source system changes. Data governance is
forming around the data quality of source systems. The EDW reports organizationally to the CIO.
Level 0
Fragmented Point Solutions: Vendor-based and internally developed applications are used to address specific analytic needs as they arise. The
fragmented point solutions are neither co-located in a data warehouse nor otherwise architecturally integrated with one another. Overlapping data
content leads to multiple versions of analytic truth. Basic internal & external reports are labor intensive and inconsistent. Data governance is non-
existent.
Healthcare Analytics Adoption Model: One Page Self-Inspection Guide

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● Vendor-based and internally developed applications are
used to address specific analytic needs as they arise.
● The fragmented point solutions are neither co-located
in a data warehouse nor otherwise architecturally
integrated with one another.
● Overlapping data content leads to multiple versions of
analytic truth.
● Basic internal & external reports are labor intensive and
inconsistent.
● Data governance is non-existent.
Fragmented Point Solutions

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● At a minimum, the following data are co-located in a
single data warehouse, locally or hosted: HIMSS EMR
Stage 3 data, Revenue Cycle, Financial, Costing,
Supply Chain, and Patient Experience.
● Searchable metadata repository is available across the
enterprise.
● Data content includes insurance claims, if possible.
● Data warehouse is updated within one month of source
system changes.
● Data governance is forming around the data quality of
source systems.
● The EDW reports organizationally to the CIO.
Integrated, Enterprise Data Warehouse

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● Master vocabulary and reference data identified and
standardized across disparate source system content in
the data warehouse.
● Naming, definition, and data types are consistent with
local standards.
● Patient registries are defined solely on ICD billing data.
● Data governance forms around the definition and
evolution of patient registries and master data
management.
Standardized Vocabulary & Patient Registries

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
Automated Internal Reporting
● Analytic motive is focused on consistent, efficient
production of reports supporting basic management
and operation of the healthcare organization.
● Key performance indicators are easily accessible from
the executive level to the front-line manager.
● Corporate and business unit data analysts meet
regularly to collaborate and steer the EDW.
● Data governance expands to raise the data literacy of
the organization and develop a data acquisition
strategy for Levels 4 and above.

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● Analytic motive is focused on consistent, efficient
production of reports required for regulatory and
accreditation requirements (e.g. CMS, Joint
Commission, tumor registry, communicable diseases);
payer incentives (e.g. MU, PQRS, VBP, readmission
reduction); and specialty society databases (e.g. STS,
NRMI, Vermont-Oxford).
● Adherence to industry-standard vocabularies is
required.
● Clinical text data content is available for simple key
word searches.
● Centralized data governance exists for review and
approval of externally released data.
Automated External Reporting

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● Analytic motive is focused on measuring adherence to
clinical best practices, minimizing waste, and reducing
variability.
● Data governance expands to support care
management teams that are focused on improving the
health of patient populations.
● Population-based analytics are used to suggest
improvements to individual patient care.
● Permanent multidisciplinary teams are in-place that
continuously monitor opportunities to improve quality,
and reduce risk and cost, across acute care processes,
chronic diseases, patient safety scenarios, and internal
workflows.
Waste & Care Variability Reduction (1)
continued

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● Precision of registries is improved by including data
from lab, pharmacy, and clinical observations in the
definition of the patient cohorts.
● EDW content is organized into evidence-based,
standardized data marts that combine clinical and cost
data associated with patient registries.
● Data content expands to include insurance claims (if
not already included) and HIE data feeds.
● On average, the EDW is updated within one week of
source system changes.
Waste & Care Variability Reduction (2)

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● The “accountable care organization” shares in the
financial risk and reward that is tied to clinical
outcomes.
● At least 50% of acute care cases are managed under
bundled payments. Analytics are available at the point
of care to support the Triple Aim of maximizing the
quality of individual patient care, population
management, and the economics of care.
● Data content expands to include bedside devices,
home monitoring data, external pharmacy data, and
detailed activity based costing.
Population Health Management & Suggestive Analytics (1)
continued

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● Data governance plays a major role in the accuracy of
metrics supporting quality-based compensation plans
for clinicians and executives.
● On average, the EDW is updated within one day of
source system changes.
● The EDW reports organizationally to a C-level
executive who is accountable for balancing cost of care
and quality of care.
Population Health Management & Suggestive Analytics (2)

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● Analytic motive expands to address diagnosis-based,
fixed-fee per capita reimbursement models.
● Focus expands from management of cases to
collaboration with clinician and payer partners to
manage episodes of care, using predictive modeling,
forecasting, and risk stratification to support outreach,
triage, escalation and referrals.
● Physicians, hospitals, employers, payers and
members/patients collaborate to share risk and reward
(e.g., financial reward to patients for healthy behavior).
Clinical Risk Intervention & Predictive Analytics (1)
continued

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● Patients are flagged in registries who are unable or
unwilling to participate in care protocols.
● Data content expands to include home monitoring data,
long term care facility data, and protocol-specific patient
reported outcomes.
● On average, the EDW is updated within one hour or
less of source system changes.
Clinical Risk Intervention & Predictive Analytics (2)

Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Level 0
● Analytic motive expands to wellness management,
physical and behavioral functional health, and mass
customization of care.
● Analytics expands to include NLP of text, prescriptive
analytics, and interventional decision support.
● Prescriptive analytics are available at the point of care
to improve patient specific outcomes based upon
population outcomes.
● Data content expands to include 7x24 biometrics data,
genomic data and familial data.
● The EDW is updated within a few minutes of changes
in the source systems.
Personalized Medicine & Prescriptive Analytics

Read More About This Topic
The Analytics Adoption Model White Paper (an in-depth explanation)
Dale Sanders, Senior Vice President, Health Catalyst
How To Evaluate a Clinical Analytics Vendor: A Checklist
Dale Sanders, Senior Vice President, Health Catalyst
Prior to his healthcare experience, Dale Sanders worked for
fourteen years in the military, national-intelligence, and
manufacturing sectors, specializing in analytics and decision
support. In addition to his role at Health Catalyst, he continues to
serve as the senior technology advisor and CIO for the National
Health System in the Cayman Islands. Previously, he was CIO with
the Northwestern University Medical Center, and regional director of Medical
Informatics at Intermountain Healthcare where he served in a number of
capacities, including chief architect of Intermountain’s enterprise data
warehouse. Dale is a founder of the Healthcare Data Warehousing Association.
He holds Bachelor of Science degrees in Chemistry and in Biology from Ft.
Lewis College, Durango Colorado, and is a graduate of the U.S. Air Force
Information Systems Engineering program.

Healthcare Analytics Adoption Model -- Updated

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