HAS 21VirtualReaches Its Final Destination: Day Three of a Whirlwind Multi-Domain Analytics Journey

On the third and final day of HAS 21Virtual， Paul Horstmeier欢迎与会者来到Hotel Catalyst Dubai。This incredible virtual environment was modeled after theBurj Al Araband included a massiveDale Chihulyglass sculpture and an aquarium. Attendees also got to peek behind the scenes and meet some of the crew who produced this year’s event—no small undertaking!

Horstmeier shared the rest of the summit’s agenda, with a lineup once again filled with industry leaders, including Amy Compton-Phillips, who oversaw the care of the first known COVID-19 patient in the United States. The breakout sessions not only featured a robust set of topics, but also a special edition of Jeopardy focused on healthcare improvement and financial success, which Tom Burton hosted.

Additionally, the analyst team shared insights into the great attendee engagement they’ve seen throughout the summit. This includes 232 Braindates, with top topics such as All Things PowerBI, Data Science and Agile, and Beyond Burnout. Braindate opportunities were scheduled to continue through Friday, September 23.

Lastly, it wouldn’t be HAS 21Virtual没有# SocksofHAS。今年的比赛非常激烈，狗、猫、婴儿和一些最喜欢的零食都出现在了比赛中。所有参赛作品都很出色，三位得奖者获得了最高奖项。

Big Data, Bright Future: Synthesizing Knowledge to Transform Care

Amy Compton-Phillips, MD, President, Clinical Care at Providence St. Joseph Health

In January of 2020, Providence admitted the first-known U.S. COVID-19 patient. The health system soon realized they would need to carefully plan, leverage data and technology, and quickly scale solutions across the organization to respond. Over the next 18 months, Providence led a robust and multifaceted response. During her session, Amy Compton-Phillips shared several of Providence’s data-driven initiatives and explained how her organization uses data to accelerate the development of tools, infrastructure, and thinking.

随着大流行的展开，普罗维登斯持续工作，领先于潜在问题。这些组织开发了一个聊天机器人，在广泛进行测试和资源紧张之前，主动回答人们可能感染了病毒的问题。普罗维登斯部署了远程监控解决方案，允许不需要住院治疗的患者在家中安全康复，为最需要的人提供医院床位和重症护理提供者。接下来，普罗维登斯创建了一个系统来利用它的数据，跟踪病毒的进展，并使用自然语言处理来监测报告的症状，以预测多少患者最终可能会住院。

The above programs and other innovative initiatives enabled Providence to maximize its staff and facilities, deploy resources where they were needed most, ensure equitable delivery of the vaccine, and conduct real-time research by tapping into patient-reported outcomes.

HAS 21VirtualIndustry Outlook Speakers

金融分析展望-医疗保健金融挑战:COVID的短暂变化还是根本转变?

Dan Unger, MBA, SVP and General Manager, Financial Transformation Business

There is no “if” when it comes to COVID-19’s impact on the healthcare industry, only “how,” according to Dan Unger. Unger discussed how the pandemic fueled unprecedented financial headwinds. New competitors—including vertically integrated insurers, innovative care delivery providers, and large corporations (e.g., Amazon and Walmart)—and physician-hiring battles are just a few of the major hurdles traditional health systems face, Unger said.

The answer to navigating these growing challenges, according to Unger, is for CFOs and finance leaders to play a bigger role in enabling and empowering physicians to deliver better care. He cited five key competencies financial leaders can apply to drive this transformation:

1. Understand clinical and business operations.
2. Understand healthcare costs and methodologies.
3. Develop expertise in various economic models.
4. 分析和有效使用统计和数据科学。
5. 投资技术以增强财务团队的能力。

Unger说，有了几十年的深度数据(例如，临床、成本、索赔和健康的社会决定因素)，传统的医疗保健组织仍然比他们的竞争对手拥有强大的优势，但只有当他们使用这些数据来做出更多的战略决策并获胜时。

《临床研究:展望未来

Sadiqa Mahmood, DDS, MPH, SVP and General Manager, Life Sciences Business, Health Catalyst

Sadiqa Mahmood, DDS, MPH, asserted that life sciences and pharma need a role model to execute on the promise of clinical research. This role model, she said, will enable research to overcome areas of ignorance and develop cross-industry collaboration and partnerships. Dr. Mahmood explained that the historic approach to clinical research hasn’t leveraged adequate data, yielding a lengthy and challenge-ridden process, leaving clinical research ripe for transformation.

Beginning in March 2020, COVID-19 forever changed how the industry thinks about clinical research innovation and assess vaccine risk. With support from the U.S. government’s COVID-19 vaccine initiative, Operation Warp Speed, researchers pursued innovative mRNA vaccines and published early clinical trial data by summer 2020. Remarkably, by August 21, the FDA granted emergency use authorization (EUA) to the first of these vaccines—just months into the clinical research.

Until that August 2020 EUA milestone, said Dr. Mahmood, the fastest a vaccine development process had taken four years (the mumps vaccine in 1976), with 8.5 years being the average. She explained that because researchers had access to existing mRNA technology, this achievement has changed the clinical research paradigm. It wouldn’t have happened without innovative partnerships across clinical and technology R&D sectors.

马哈茂德博士介绍说，这种创新的伙伴关系或学习网络是以数据为中心的，利用高质量的信息，并拥有能够实现信息共享的终端。She outlined the following six considerations for use of data to support clinical research:

1. Access (i.e., data rights).
2. 完整患者群体的代表。
3. Patient identity resolution and matching.
4. Interoperability.
5. 数据质量(即通用数据模型和术语)。
6. Clinical knowledge.

Dr. Mahmood added a call to borrow ideas from other industries that use more data than healthcare. She offered the example of Formula One car racing, explaining the vast partnerships that support each car and driver. Cars are equipped with hundreds of sensors, generating multiple terabytes of data that 10s to 100s of on- and off-sight employees analyze. Additionally, many different team members with different skillsets and strengths are on the track, around the car, addressing needs the data communicates. The large and dispersed team comes together to utilize data to create a winning partnership. Dr. Mahmood attests that clinical research can achieve this same level of partnership for success.

HAS 21VirtualBreakout Sessions – Wave 3

Featured Breakout Session – How Emotion AI Could Transform Healthcare

Rana El Kaliouby, PhD, Co-Founder and CEO, Affectiva, Pioneer and Inventor of Emotion and Human Perception AI

As artificial, or augmented, intelligence (AI) becomes mainstream, users and innovators have largely focused on its logical and transactional aspects. In other words, we know AI has a high IQ but tend to give it less credit for emotional intelligence.

Rana El Kaliouby, PhD, seeks to change the way we perceive the emotional side of technology, positing that AI can identify human emotion. For example, a computer can distinguish between a smile and a smirk, thereby accessing the primary way humans communicate, which is nonverbally through facial expression.

However, coding human expression manually is too labor and time intensive, Dr. El Kaliouby said. Instead, she explained that developers use computer vision, machine and deep learning, and video data to train algorithms to recognize facial patterns and map them to emotional and cognitive states. This involves looking for features common between the same expression (e.g., a smile or brow furrow) on different faces. This way, when a machine sees a new face, it can tap into deep neural networks for emotion recognition to assign a probability score to facial expression.

埃尔·卡鲁比博士的公司Affectiva的电脑现在可以检测超过35种表情，包括注意力水平、认知过载、清醒、心率等。她解释说，在医疗保健领域，与传统的心理状态调查相比，情感人工智能将改变心理健康，为患者的健康状况提供一个客观的衡量标准。她还举了医疗保健领域情感人工智能的其他例子，包括帕金森病检测、为中风患者重建微笑，以及增加一个“同理心评分”来衡量临床与患者的互动。此外，El Kaliouby博士还描述了绝症患者的机器人同伴，它可以理解患者的健康状况，并在患者偏离基线时呼叫人类护士或医生，虚拟治疗师可以理解情绪，以及帮助自闭症患者理解情绪和社交线索的辅助设备。

While Dr. El Kaliouby offered a lot of promise for emotion AI, she also touched on a top issue in AI overall—mitigating bias with diversity, equity, and inclusion. She said innovators must be intentional when designing algorithms to not accidently add bias, leveraging population data that’s balanced with gender, dress, skin tone, etc.

Session 24 – Effective Healthcare Data Governance Strategy Propels Analytics Transformation

Phillip Rowell, MJ, Vice President of Clinical and Business Intelligence, Carle Health

There is a distinction between executive governance and data governance, but health systems often conflate the two. According to Phillip Rowell, executive governance is a common agreement between executives about how to leverage data within the system. Data governance focuses more on defining key metrics and how to distribute and apply data to identify improvement opportunities. A lack of executive governance will impede successful data governance, which is critical to maximizing a system’s precious data assets.

Rowell discussed Carle Health’s three-step journey to achieve executive governance and the role it played in laying the groundwork for data governance:

• 第一步:定义一个清晰的愿景和共同的目标，以支持组织的目标。
• Step 2: Establish organizational structure to support executive governance.
• 步骤3:使用一种标准化的方法来执行组合项目，该方法可以优先考虑收益更高的项目。

Although executive and data governance are internal initiatives, Rowell emphasized their far-reaching effects of improving patient satisfaction, enhancing care delivery, and increasing revenue opportunities.

Session 25 – Actionable Data to the Masses = Increased Effectiveness and Speed of Decision Making

Jack Beal, JD, Vice President, Performance Improvement Deputy General Counsel, The University of Kansas Health System

Maksym Ovsiyenko, MBA, MHA, Director of Applied Analytics and Business Intelligence, The University of Kansas Health System

As a large academic health system, The University of Kansas Health System was already using a data-informed problem-solving process. But, although the organization widely distributed data, this wasn’t always leading to action—or to a meaningful ROI. Leaders determined that the lack of action was primarily a people problem, not a data problem. For example, clinical departments had varying levels of support for improvement work, and many felt disconnected from system leadership. Additionally, there was an “us-versus-them” mentality, which misaligned incentives further complicated.

So, what did The University of Kansas Health System do differently? It focused on better connecting the right people to the process. Critical success factors included identifying and involving key stakeholders (especially clinicians) early and often; clearly defining success; providing frequent communication; using continual PDCA (plan-do-check-act) improvement cycles; and aligning resources and incentives to promote change.

Jack Beal, JD, and Maksym Ovsiyenko, MBA, MHA, shared several examples of success after making these adjustments. One standout was advancing value-based performance (VBP) at their organization—moving away from compensation based on volume to compensation based on value. By engaging key stakeholders early in multiple pilots—and measuring and communicating shared value—these efforts have already led to $600,000 in shared savings and continued work toward integrating VBP metrics into physician contracts.

最后，Beal和Ovsiyenko提供了一个经过深思熟虑的四步战略绩效改进系统的细节，该系统处于构建和测试的最后阶段。我们的目标是继续利用和部署数据，以一种方式将正确的人以正确的方式连接起来，以迫使正确的行动。

Session 26 – How to Succeed in Population Health Across Risk-Bearing Entities and Value-Based Payment Arrangements

Chester Ho, MD, Chief Medical Officer, Health Alliance

April Vogelsang, RN, MS, Senior Vice President and Chief Clinical Integration Officer, Health Alliance Medical Plans and Carle Health

尽管垂直整合，Carle Health(一家医疗保健提供商)和Health Alliance(一家医疗保险公司)在病人护理方面仍然是独立运作的。April Vogelsang，注册护士，硕士和Chester Ho，医学博士，认为分离是一个错失的机会。他们相信，这些组织可以整合更多的东西来改善他们共享的5万名患者的护理，同时减少浪费。为此，卡尔健康和健康联盟创建并实施了一种新的人口卫生保健模式，由跨学科团队帮助患者管理他们的护理。

At the beginning, Vogelsang and Dr. Ho struggled to get patients to sign up. Why? As one newly diagnosed cancer patient told them, “I already have to talk about cancer every day. I don’t want to talk about it even more on the phone to some stranger from an insurance company.” With such answers, Vogelsang realized they would need to meet patients where they already were—face to face at their provider’s office.

Vogelsang和Ho博士利用来自他们的分析伙伴的数据和聚类算法来可视化护理模式，选择了五个地点开始。他们通过实体和/或虚拟方式在这些诊所植入护理管理人员。该团队主要包括现有员工，只需要雇佣三名新员工来支持该模型。

After the first year, the patient engagement effort saw a 3-to-1 return on their investment, a 40 percent reduction in emergency department admissions, and a 30 percent reduction in readmissions (all approximations). Among many other learnings, Vogelsang and Dr. Ho concluded that working with a data analytics partner was a key part of the model’s success.

Session 27 – Integrated Data Platform Helps Apprehend Nearly 150 Denials, and Recovers $3M

Holly Fetter, MS, Healthcare Data Scientist, Albany Med

MS Holly Fetter讨论了她在奥尔巴尼医学院从事的最紧张、最有回报的项目——他们的否认管理工具ReClaim的开发和推出。Fetter在会议开始时回顾了典型的索赔和拒绝受理过程，解释了分散管理、有限的数据访问、竖井工作流和医院/实践所有权如何阻碍有效的拒绝受理管理。

For a successful first version of the denial management tool, Fetter and the team had to understand the process. They sat with subject matter experts, asked a lot of questions, and became the experts themselves. Then, with each new version of the tool, the team had new challenges to overcome, which the biggest challenge being incorporating new source data from various systems.

The team’s persistence paid off. So far, ReClaim has helped Albany Med achieve the following:

• $3 million in recovered revenue—cases that may not have been pursued otherwise.
• More than 150 cases reviewed—predominately difficult and high-dollar cases.
• 改进的机会-强调对电子文档和供应商文档教育的需求。
• 改变付款人沟通-明确具体问题，更容易确定趋势与具体付款人。

Fetter ended the session with four recommendations: identify key players, define strategic objectives upfront, utilize integrated data and analytics, and become an expert.

Session 28 – Providers and Pharma: Building Bridges to Improve Quality of Care

Sadiqa Mahmood, DDS, MPH, General Manager & Senior Vice President, Life Sciences Business,
世界杯葡萄牙vs加纳即时走地

Qin Ye, MD, MS, Principal, ZS Associates

Imagine a world where providers and pharma come together to improve the quality of care for Alzheimer’s, diabetes, or even cancer. Sadiqa Mahmood, DDS, MPH, and Qin Ye, MD, MS, discussed the importance of the provider-pharma partnership. Though the need for collaboration already existed, the COVID-19 pandemic made it more important. The COVID-19 vaccination is an example of the ideal partnership—providers contributed data while pharma and biotechnology contributed expertise and technology.

尽管提供者可能面临共同的挑战(经济压力、监管变化、患者结果等)，建议的合作框架利用他们的集体力量来减少挑战。协作框架有三个关键部分:

1. Understand the current state of care at the national and local levels.
2. Generate and disseminate actionable real-world evidence.
3. Direct the right intervention towards the right patients at the right time.

To reinforce the importance of these relationships, Dr. Mahmood and Dr. Ye shared results from provider and pharma partnership interest surveys and additional real-world examples around diabetes, metabolic disease, and cancer survivorship.

Mahmood and Ye ended the session with takeaways that could benefit any provider interested in collaboration:

• 理想的合作关系有三个促成因素:技术、数据和专业知识。
• 合作的需求已经存在，但2019冠状病毒病增加了这种需求。
• 伙伴关系、共享优先事项和数据驱动的解决方案与基于价值的契约一样重要。2022卡塔尔世界杯赛程表时间
• 对于你每天已经在做的事情，有一系列新的合作机会。

HAS 21VirtualBreakout Sessions – Wave 4

突破:Successful, Large-Scale Quality Improvement at Ascension

David B. Pryor, MD, Former Executive Vice President and CMO, Ascension Health, Former President & Chief Executive Officer, Ascension Clinical Holdings

Brent C. James, MD, MStat, Clinical Professor, Clinical Excellence Research Center (CERC), Department of Medicine, Stanford University School of Medicine

作为一名委员会认证的心脏病专家，以及在Ascension、Allina Health和塔夫茨医疗中心超过18年的高管经验，David Pryor医学博士是推动系统范围内大规模变革的专家。当普赖尔博士与布伦特·詹姆斯医学博士(Brent James)坐下来讨论他实现变革的方法时，他说，更好的护理不仅可以拯救生命，也是一项好生意。

在阿森松学院的一项以减少浪费为中心的倡议中，临床主导的努力在一年内为该系统节省了超过10亿美元。那么，一位高管——他的职位与需要发生变化的地方相差七层——如何能在临床环境中激发变化呢?Dr. Pryor’s answer includes four concepts:

1. Focus on the innovators and early adopters.
2. 利用现有的趋势。
3. 设定正确的目标。
4. 用正确的方式朝着目标努力。

Dr. Pryor dove deeper into concepts three and four. When setting organizational goals, he advised limiting the goals to one transformational idea, then reducing that idea into an elevator speech before marketing it broadly to the system. To effectively work towards that goal, Dr. Pryor suggested dividing it into smaller segments that are easy to implement within existing workflows and emphasized the importance of culture in fostering systemwide change. He recalled an experience with a mentor early in his career who told him that a strategy usually doesn’t fail because it’s wrong, but because of the organization’s culture. Lastly, Dr. Pryor closed by reminding leaders that it’s more important to be effective than right because effective leaders empower team members to drive change at their individual level.

Session 30 – Healthcare Data Quality: An Investment That Enables You to Own Your Future

Taylor Larsen – Sr. Director of Data Quality & Operations, Data Business Unit, Health Catalyst

医疗保健组织越来越依赖数据来为战略决策提供信息。这种日益增长的依赖性使得整个组织的数据质量比以往任何时候都更加重要。Arecent Gartner survey发现组织估计数据质量差的成本为每年1280万美元。糟糕的数据质量会导致收入损失、糟糕的业务决策、重复工作和员工离职。由于涉及到从患者安全问题到提供者工作倦怠等人力成本，这些成本在医疗保健中被放大。

在这次会议中，Larsen假设与会者可能是出于以下两个原因之一:他们已经在数据质量方面进行了投资，但没有看到他们想要的结果，或者他们知道他们的数据质量投资不足，但不知道如何获得他们需要的资源。Larsen表示，无论如何，如果不进行优化，就很难提高分析时间来评估价值，并为未来做好准备。He then highlighted three main data quality optimizations that healthcare organizations can focus on to drive better results and secure more resources:

1. Increasing data quality visibility across tow time-related dimensions (calendar and processing time).

2. Reducing the pain of getting data quality in place.

3. Making data quality important to the broader organization and scaling its expansion.

拉森随后向与会者介绍了实现这些优化的可行方法，并强调了每一个成功的案例研究。2022年世界杯预赛分组进行这些优化将有助于量化数据质量的价值，以帮助推动未来的成功。

Session 31 – AI-Enabled Population Health = Healthy Patients and a Positive ROI

Rhiannon Harms, Executive Director of Strategic Analytics, UnityPoint Health

Kristin McKay, Executive Director of Care Management, UnityPoint Health

UnityPoint Health makes the following promise to their community: “Care that is easier and more personal.” Kristin McVay and Rhiannon Harms delivered a trove of information on how they use artificial intelligence to fulfill this promise and improve population health.

McVay discussed how the UnityPoint Health team determines good candidates for their care management program, including high risk of utilization, risk stratification, probability of admission and readmission, and clinical judgment.

A close partnership between the care management and analytics teams enabled the analytics team to build the tools required to best serve their patients and providers and support the following:

• Give patients get the care they need and don’t waste time and money on services they don’t need.
• Care management teams share patient risk of readmission and likely readmission dates, enabling the team to adjust the intensity and timing of services.

The team tracks their results through the Outcomes Analyzer tool, which showed an impressive reduction in utilization as the care management program has grown:

• 3200万美元的成本规避。
• 住院人数减少了3600人。
• 11,000 more days patients were able to stay at home.

Session 32 – Jeopardy—Special Healthcare Improvement & Financial Success Edition

Thomas D. Burton, MBA, Cofounder and Strategic Advisor, Health Catalyst

Tom Burton利用他内心的Alex Trebek，带领三个幸运的医疗保健选手——首席信息官，首席财务官和首席分析官(或者他们的模仿者)——通过一场教育性的，jeopardy式的游戏。参赛者的目标是证明他们了解在医院数量和收入减少的环境下维持组织所需的关键转变。

Using categories that reflect the five necessary types of transformation, Tom presented their core principles—in the form of questions, naturally—to help audience members gauge their organization’s proximity to the ideal state:

• 信息分布:所有数据源集成;测量和改善数据质量;内部和外部都实现了信息分发的自动化;and self-service analytics.
• Governance: Prioritization informed by advanced opportunity analysis for both improvement governance and data governance.
• 成本管理:深入理解由活动驱动并与临床结果相关的精确成本。
• Improvement: Organized around clinical programs and supporting service front-line value-added work processes; systematically eliminating waste in all three categories.
• Business model: Increased number of value-based contracts combined with more appropriate clinical utilization to reduce costs to employers/communities and improve system margins.

These transformations—all which education can enable—allow organizations to adopt quality as a business strategy, accelerating the shift to value-based care and enabling providers to do the right thing for the patient while also improving the bottom line. Acknowledging that it’s not a fast or simple journey, host Burton explained that it’s nevertheless worth it. Organizations that successfully transform can double or triple their operating margins, despite lower revenues.

双关语的粉丝们知道选手“Cat A. Lyst”赢得了比赛不会感到惊讶。

Session 33 – Three Worlds Come Together: How Healthcare Organizations, Public Health, and Research Intersected to Fight COVID-19

Nancy D. Lin, Vice President, Real World Insights & Evidence, Health Catalyst

Carla Rodriguez-Watson, PhD, MPH, Director of Research, Reagan-Udall Foundation for the FDA

COVID-19治疗方法、诊断方法和疫苗方面快速发展的用例需要证据。为此，Carla Rodriguez-Watson博士、公共卫生硕士和Nancy D. Lin描述了国家利益相关者协作社区如何聚集起来分享见解、比较结果和解决关键挑战。该协商会使用真实世界数据(RWD)和真实世界证据(RWE)回答有关COVID-19诊断和治疗的问题。

尽管投入了大量资金并实现了数字化，但医疗保健部门还没有获得足够的数据用于监测、供应链和监管决策——大流行鲜明地暴露了这一现实。作为回应，FDA的里根-尤德尔基金会和癌症研究之友开发了COVID-19证据加速器，以召集RWD医疗生态系统。这些数据和分析合作伙伴已准备好紧急解决COVID-19在治疗、诊断和疫苗工作流程中的问题。

证据加速计划的目标包括并行运行多项分析以快速解决多个问题，通过参与的数据合作伙伴已经收集的数据解决与COVID-19相关的关键问题，根据公共分析计划进行部署，并报告结果以供展示。使用并行分析方法，加速器可以回答的潜在问题包括COVID-19患者的一般结果模式、血清学测试的现实表现以及COVID-19治疗的现实安全性。在用例中，值得注意的挑战包括缺乏标准术语和数据管理，这将通过标准化、映射、招募本地合作伙伴专业知识和透明度来解决。

Awards and Closing Remarks

Captain Paul Horstmeier welcomed attendees back for the final gathering at the close of the multicity HAS 21Virtual冒险。霍斯特迈耶邀请与会者做一个简短的调查，以便让明年的峰会更加精彩，他还提醒与会者要赢得CME的赞誉。随后，Horstmeier宣布了各种赛事比赛的获胜者，以及评分最高的赛事，以及2021年年度飞轮奖得主——christianacare，因为它使用数据和AI降低了败血症死亡率，并节省了数百万美元的成本。

Dan Burton took the stage to close the 2021 summit, offering a heartfelt thanks to everyone involved and reminding attendees about the value of taking a multi-domain analytics approach (even when it comes to basketball). Dan likened the process of transforming care to the small-town basketball team competing for the state championship in the movieHoosiers.Just as the players felt overwhelmed walking into a huge stadium, so do healthcare organizations when facing an unpredictable future. However, the coach reminded the players of the foundational principles, to not get distracted by the big stadium and flashy lights, and so did Burton. Some things will always remain the same no matter what we face, he said, such as our desire to make healthcare better through data and analytics.

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