Leveraging SharePoints Business

Intelligence Capabilities to Drive

Process Improvements in Healthcare

Rick Garcia, MBA

Director of Research and Advanced Technologies
 Agenda

Learning Objectives

Overview & Background: The Methodist Hospital System

The Challenge

The Solution

Lessons Learned

Learning Objectives TMHS Overview The Challenge The Solution Lessons Learned
 Learning Objectives

1. Understand general Business Intelligence (BI) technology, including systems and

key components

2. Identify efficiencies (e.g. productivity improvements, cost savings, and quality

improvements) that can be gained by using BI solutions

3. Illustrate the ways Methodist utilized SharePoint to evaluate outcome indicators and
communicate information to stakeholders.

4. Apply BI methodology and lessons learned to help realize your institutions own BI
needs

Learning Objectives TMHS Overview The Challenge The Solution Lessons Learned
 The Methodist Hospital System

FORTUNE: No. 8 on 100 Best Companies to

Four hospitals
Work For list
Research Institute
- Fourth year in a row
1,464 operating - Highest ranked U.S. hospital
beds
12,153 employees
Magnet Nursing Highest recognition for
$2 billion in
expansion projects
nursing quality

Hospitals & Health Networks: Most Wired

hospitals for 10th year

University Health System Consortium: TMH

ranked in Top 10 among U.S. teaching
hospitals

HealthGrades: San Jacinto Top 5% in country

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 The Methodist Hospital No. 20 Honor Roll
Americas Best Hospitals

Only Honor Roll hospital in that part of the country

4,800 U.S. hospitals eligible
Only 174 hospitals ranked
Only 21 on Honor Roll
Ranked for 17th consecutive year in at least one specialty
Ranked in more specialties than any hospital in Texas for third
consecutive year
Ranked in 15 of 16 specialties, up from 12 in 2008
Methodist had 7 specialties attain honor roll qualification, more than
any previous year

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 Methodist experienced a slow start to their BI program

Methodist has invested 5 years trying to jump-start a BI program

Methodists IT department was charged with driving the BI program
BI was primarily viewed as technology-based initiative
Data quality and latency issues slowed end user adoption
Executives secured their own department resources for reporting and
analytics
Methodist was hesitant to involve leadership from other business units in
the BI program until their data was clean

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 Major
technological
Investments
with minimal
data integration

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 Driven by new leadership, Methodist engaged the Courtyard Group to
conduct a 6-month Business Intelligence (BI) assessment

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 Despite major investments in Decisions Support Systems (DSS), data and
processes were tied up in silos; change was costly and reuse is minimal
Independent Data Mart Architecture

Non-
standardized
reporting
and
presentation
tools

Independent
Data Stores
and
Operational Data Business
applications DSS Excel
Stores Objects
(which do
not share
meta data)

Source Patient
GL Materials Clinical OR
Systems Accounting Information
Systems

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 An absence of enterprise-wide BI governance resulted in independent
solutions rather than a unified strategy

BI program driven by the IT department

End Users submit BI report requests to the BI Group within IT
department
Reports cannot be provided in a timely fashion due to number of
requests
Data stores developed independently resulting in conflicting data
Duplicative data and definitions - no single version of truth
End-user confusion surrounding information delivery and access

The End Users BI Needs are Not Met

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 Despite EHR investments, many organizations have yet to integrate their
clinical and financial data to achieve quality improvements

A study by the Rand Corporation found that if most hospitals and doctors offices adopted
electronic health records, up to $77 billion of savings would be realized each year through
improvements such as reduced hospital stays, avoidance of duplicative and unnecessary
testing, more appropriate drug utilization, and other efficiencies.
Federico Girosi, Robin Meili, and Richard Scoville (2005), Extrapolating Evidence of Health Information Technology Savings and Costs. RAND, page 36.

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 The Vision: Understanding the Desired Future State

Business Intelligence Adoption Model

Business Intelligence capturing 100% of information from core systems. An average of

4 or more advanced decision support or analytics tools in place. Greater than 20
Stage 6 Financial and Clinical Dashboards / Scorecards with average utilization exceeding 75%. Future State
Push technology deployed. Process Improvement feedback loop implemented.
Business Intelligence capturing 80% of information from core systems. An average of 3
Stage 5 or more advanced decision support or analytics tools in place. Greater than 10
Financial and Clinical Dashboards and Scorecards with average utilization exceeding
50%. Push technology deployed.

Roadmap
Business Intelligence capturing 60% of information from core systems. An average of 2

3-yr BI
Stage 4 or more advanced decision support or analytics tools in place. Use of Financial and
Clinical Dashboards and Scorecards.

Business Intelligence capturing 40% of information from core systems. 1 advanced

Stage 3 decision support or analytics tool in place. Use of Financial and Clinical Dashboards
and Scorecards.

Business Intelligence capturing 20% of information from core systems. 1 advanced

Stage 2 decision support or analytics tool in place. Use of Financial and Clinical Dashboards Current State
and Scorecards.

Stage 1 Data Warehouse or Data marts in use. Electronic distribution of information.

Stage 0 Basic Reporting From Core Systems

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 Methodist shifts the focus and drivers of the BI Program

Old New

The IT department drives BI Governance drives BI processes

processes and functionality and technology

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 The BI Governance Committee leads, guides and monitors the BI program

The BI Governance Committee

BI Governance Committee (BIGC) Roles & Responsibilities:
Ensures alignment with
BI Governance Chairs organizations strategic goals
BICC Lead; Clinical, Operations, Finance, Quality, IT & HR
Determines BI processes,
Advisory Chairs
standards & methodologies
Sets BI priorities by identifying
impacts, opportunities, &
funding

BI Competency Center (BICC)

BICC Lead

BI Focus Areas

Nursing Operations Finance

Performance Supply Chain /

Quality
Improvement Purchasing

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 The New BI Program Model

BI
Governance
Committee

Escalate outstanding Provide overall

issues (e.g. data direction, approve/
quality, staffing/ standardize
budget constraints, templates, review
unmet user needs) progress

Requests for new/ modified

BI information (e.g. reports, Communicate
dashboards, data marts) organizational data
mining needs
BICC

End Users IT Dept.

Approve/ disapprove Provide integrated BI
requests; monitors solutions to meet
the delivery of BI organizational needs;
outputs advise on DW capabilities

The BI program is driven by the needs of the end users

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 The Business Intelligence Competency Center (BICC) is responsible for
operationalizing the BI strategy, as defined by the Governance Committee

All BI reporting and analytic activities are funneled through one group
outside the IT department
Each impacted business area of the organization has a designated BICC
analyst
BICC Lead assures alignment of BICC activities with Governance
Committees direction and escalates outstanding issues
Outlines data definitions and works closely with IT to ensure Data
Warehouse and Data Marts use proper meta data definitions
Monitors the delivery of BI outputs

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 Methodist worked with SharePoint 360 to standardize BI outputs, allowing
for a common look and feel regardless of the data source
Hybrid Integrated Data Warehouse Architecture
Standardized
SharePoint Presentation Tools presentation
templates

Data marts
DM added on an
DM as-needed
DM basis

Meta Data is
Emphasis Shared
on data among
storage in analysis
DW data tools/DSS,
warehouse DW, & DMs
for a single
Analysis
Eclipsys version of
EPSI tools / DSS
Analytics truth
investments
utilized

ETL

Source
Systems

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 Standardized BI outputs are produced, managed and
analyzed by the BICC using SharePoint

Delivery Interface

Ad-Hoc analysis &

Dashboards

OLAP Cubes &

Reports

ETL into Data Mart

Source Data

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
ETL Data Warehouse OLAP Cube BI Interface Portal BI
ETL Data Warehouse OLAP Cube BI Interface Portal BI
ETL Data Warehouse OLAP Cube BI Interface Portal BI
 Audit function Multicasts
Flagged records based on
business logic into separate
Audit table
Service Line Description Encounter
Count Top Service Lines
 Standardized BI outputs are produced, managed and
analyzed by the BICC using SharePoint

Delivery Interface

Ad-Hoc analysis &

Dashboards

OLAP Cubes &

Reports

ETL into Data Mart

Source Data

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 2008_Q1 2008_Q2 2008_Q3 2008_Q4 2008_YTD

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
Decision Support
Historical view of business measures and dimensions
Service line performance

Financial metrics

Patient satisfaction

Predictive Analytics
Discovering previously unknown secrets through sophisticated data mining
techniques
Forecasting clinical resources

Decision trees

Clustering
 Accessing BI at Methodist: After
Roadmap to Realizing Healthcare Delivery and Cost Related Benefits

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
 Lessons Learned

For a BI program to be fully adopted, the BI agenda must be driven by

the end users, not the IT department
Since BI is an enterprise-wide service, resources outside of the IT
department should be incorporated into the BI solution to gain efficiencies
Data must be integrated using common meta data and data definitions for
a single version of truth
Data ownership and data quality are closely linked: It is less likely that the
quality of data will be high when it is entrusted to someone who has no
stake in the value of the data
Utilizing Microsoft BI stack to produce a common look and feel for all BI
outputs is an essential part of end user adoption and comprehension of
data
The ability to integrate clinical and financial data provides opportunities
for quality improvement

Learning Objectives Overview & Background The Challenge The Solution Lessons Learned
Questions????