As healthcare continues to shift to a value-based care model, organizations are forced to identify where costs can be cut and care improvements can be made. While there are a number of data analytics solutions that can help healthcare institutions with these efforts, significant headway can still be made when we look at where we currently are with leveraging analytics versus where we could (and should) be.
By Nora Lissy, RN, BSN, MBA, director of healthcare information, Dimensional Insight
As healthcare continues to shift to a value-based care model, organizations are forced to identify where costs can be cut and care improvements can be made. While there are a number of data analytics solutions that can help healthcare institutions with these efforts, significant headway can still be made when we look at where we currently are with leveraging analytics versus where we could (and should) be.
One of the biggest challenges with maximizing on a data analytics platform is the siloed thought processes that can result within each care department. Take healthcare operations teams for example; while they may be able to analyze their internal data to see how an increase in bed utilization is helping reduce operating costs while enhancing labor expenses, what they may be unable to see is how this consistent reduction of spending is improving hospital reimbursements under a fee-for-value model. Similarly, an inpatient cardiology department may be able to see how their patients’ reduced length-of-stay is improving operating costs, but could be blindsided when looking at how this impacts their patient readmission rates.
If we as a healthcare industry truly want to optimize our data analytics capabilities to provide higher quality care at a reduced cost, we need to start transforming the mindsets of our health staff, whether that be the financial, operational or clinical teams, and start looking at the hospital as a whole. One of the biggest challenges with this “mind molding” concept however is transforming the medical mindset of a clinician into that of a data-driven decision maker.
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To help bridge this divide, healthcare organizations can assist their clinical staff by identifying which member of their team naturally has a “data-centric mind” and who can easily determine how real-time data can be turned into actionable care improvements across departments. But how can healthcare facilities best determine who this “data-driven doc” is so that their thought processes can be translated and eventually taught to other members of the care team? Here are three important factors to consider when trying to find your data-doc:
- Who Is Your Institutions “Go-To” Resource?
Every organization has an internal resource who seems to know exactly what is going on across the majority of departments. “When did patient X receive their medication?” They know. “What was the average length of stay of a CHF patient last month?” They know. This staff member naturally has a universal view of the hospital and is typically well versed in both the clinical, operational, and financial sides of the house. They are easily able to connect how one department’s analytics insights may impact another department’s strategy — which is the exact type of thought processes that staff members across the organization will need to adopt.
- Who Has A Natural Business Instinct?
Being able to translate data analysis into business improvements is a skill that not many providers are forced to use on a day-to-day basis, and rightfully so. There are exceptions to this rule however, where some clinical staff are just born with good business intuition. This person is not afraid to challenge the status quo or to question the way certain initiatives and processes are being handled. Additionally, much like your organization’s go-to, this person also looks at the care facility from a global standpoint rather than just through the lens of whichever department he or she works for.
- Who Is Constantly Looking To Learn?
While continuing medical education courses are extremely common, healthcare is starting to see an upswing in the prevalence of data-analytics courses. For example, Florida International University is now offering a master’s program in health informatics and analytics for healthcare workers, which focuses on helping healthcare providers develop a high level understanding of the technology in order to bridge the communication gap between IT and non-IT professionals. By determining who at your organization proactively makes continuing education programs a priority, your organization will be kept up-to-date on the newest ways to utilize and maximize on these emerging data technologies and can reiterate their learnings to their colleagues and peers.
As healthcare continues to see the increasing prevalence of data analytics tools across departments, it is imperative that care facilities work to ensure that the entire organization is on the same playing field. By effectively determining the best liaison between clinical, operational and financial staff, healthcare organizations will be able to guarantee that the gaps between departments start to close and that data-driven mindsets start to open across the organization.
About The Author
As director of healthcare information for Dimensional Insight, Nora Lissy, RN, BSN, MBA, works with clients on their healthcare business intelligence journey. Nora has more than 30 years of experience in healthcare settings with a broad experience in various clinical areas. Prior to joining Dimensional Insight, Nora spent several years in clinical finance and data analysis, both as a consultant and as a director. She has also worked as a clinician in various areas of healthcare that include general medical/surgical care, pediatric, adult and trauma emergency care, neonatal intensive care, home IV infusions and school nursing. Nora received her BSN from The Catholic University of America and her MBA from Saint Leo University.
