Interview with Health Catalyst Senior Vice President Value Architect Leslie Falk

On June 15, 2022, Health Catalyst achieved a milestone as the total number of published customer case studies reached 300. Upon publishingthe 300^thcasestudy, Health Catalyst recorded a total of $1.5 billion in validated measurable improvements.

除了这一量化的经济价值外，这一成就突出了其他可衡量的改善，如工作积极影响的生命数量(540万)和消除护理差距的数量(290万)。

Instrumental to the quantification and documentation of how Health Catalyst and its customers are driving massive, measurable healthcare improvements is the company’s Value Architect Team.

We sat down with Health Catalyst Senior Vice President Value Architect, Leslie Falk, to learn more about her team’s work and the significance of the company’s recent accomplishment.

什么是价值架构?

Health Catalyst的价值架构围绕世界杯葡萄牙vs加纳即时走地量化价值的目标，并确保Health Catalyst实现我们的使命，成为大规模、可衡量的改进的催化剂。

At Health Catalyst, we have a unique and world-class Value Architect engine that no other organization has.

世界杯葡萄牙vs加纳即时走地Health Catalyst的卓越运营引擎由关键组件组成，如解决方案、人员配备、客户入职、项目管理和可衡量的改进。

Health Catalyst develops a solution tailored to meet client objectives, creates a detailed implementation timeline, and outlines resource needs. Core team resources are assigned, and subject matter experts and improvement specialists are engaged. Health Catalyst offers flexible US and global staffing models.

Our client onboarding component identifies the most important delivery priorities, provides a detailed onboarding process that includes checks and metrics, and offers weekly delivery tracking and monitoring.

Health Catalyst identifies the targeted improvements through SMART Goals, establishes baselines and measures actual results achieved. The dedicated Value Architect team helps identify the highest opportunities upfront, validates and quantifies the improvements, and helps organizations communicate their improvements internally and externally, including the development of case studies.

Tell us about your team.

Our Value Architect team has three primary functions that interrelate with one another.

这些功能包括由Scott Wyckoff领导的财务价值分析;由希瑟·斯库诺弗领导的可衡量的改进;以及由Arynn Oyler领导的项目管理。

Scott leads out on opportunity analysis (OA) for prospects and clients, working with OA Center of Excellence partners across our business units. The team continually builds and tests additional tools to facilitate quick opportunity analysis based on our experience with existing clients. He also assists Heather and her team with economic valuation and measurable improvement analytics.

Heather的团队(Carla Brim, Melissa Selzler和Gary Darley)与ProServices团队合作，为客户项目制定SMART目标和价值成就计划;跟踪、确认和沟通可测量的改进;发展案例研究;2022年世界杯预赛分组与Health Catalyst沟通和世界杯葡萄牙vs加纳即时走地营销团队合作，在销售和外部活动(如公共关系和活动)中利用案例研究。2022年世界杯预赛分组

Arynn leads the development of internal and external case study materials for clients, publishes case studies, and, with the entire Value Architect team, partners with the Health Catalyst Communications team to develop the Healthcare Analytics Summit (HAS) nomination process. The Value Architect team reviews and selects the nominations for HAS breakouts and showcases, including custom invitations and declination cohorts and invitation and showcase display copy.

Arynn leads the presentation manager, session, and speaker training and helps lead HAS retrospectives with presenters and hosts. The Value Architect team plays speaker and session host roles—along with other Health Catalyst partners. And, in partnership with Chantal Augusto and the Content team—develop the breakout presentations.

What value does your team bring to Health Catalyst customers?

从我们与客户建立关系之初，我们关注的不是安装技术，而是我们的客户能获得什么价值。

The Value Architect works with our clients to help prioritize their highest opportunities, validate and quantify their results, and communicate the value internally and externally.

我们的团队帮助客户传达他们所交付给组织的可衡量价值，以及他们所服务的内部(资源资金和团队认可)和外部，以促进他们的组织。

In addition to this, our team just launched our Improvement Readiness Assessment (IRA).

Despite many improvement initiatives, research finds that organizations find it difficult to achieve and sustain improvements. The IRA is designed to help individuals and organizations assess (and reassess on an ongoing basis) how ready they are to drive improvements at scale. The assessment content was developed using a modified Delphi nominal group methodology. A panel of 11 subject matter experts—including internal clients, external industry analysts, and external prospects—consisting of analytics, clinical, operations, and C-level experts evaluated the content validity.

The IRA assesses 22 competencies across five areas: leadership, culture, and governance; analytics; best practice; adoption; and financial alignment.

What is the significance of the 300^thcase study?

This 300^th公布的案例研究共提供了15亿美元，有效改善了可衡量的状况，对540万人的生活产生了积极影响，弥合了290万护理缺口。

2013年，我们开始跟踪所有可衡量的改进，并在案例研究中记录我们的进展。2022年世界杯预赛分组从一开始，这个过程就一直被设计用来验证、量化和沟通结果，而不是专注于营销活动。

When we began publishing case studies, we didn’t look at it like it was a marketing tool. We’re looked at developing these case studies from an improvement science perspective. That said, you need to have realized results and validate those results.

通过我们建立的引擎，并与我们的专业服务同事合作，我们分析并识别机会，确保SMART目标到位，衡量绩效，验证、量化改进，并发布结果。

对于正在考虑实施或扩大使用数据分析来改善健康结果的医疗保健组织，您有什么建议?

医疗保健数据是复杂的——每个人都有很多数据，但能够以一种集成的内聚方式将这些数据汇集在一起是至关重要的。整合数据的方式，使您能够了解结果是什么，您当前的基线是什么，您的结果是什么，结果如何影响您的财务表现，您的临床结果和质量，这些都是如何相互关联的，以及如何确定可行动的机会，是进行改进的当务之急。

Integrated data along with our accelerators and other tools help identify where there is true opportunity and how you go about achieving those improvements.

Health Catalyst has an established process for being successful in driving improvements. We identify the baseline and then offer an action plan. There are SMART goals that we’re going to implement and steps we will take to achieve the projected value, track that value, and continue to make improvements.

一些组织和技术供应商，考虑如何进入并销售技术。这不是健康催化剂想的。世界杯葡萄牙vs加纳即时走地Healt世界杯葡萄牙vs加纳即时走地h Catalyst所考虑的是我们的组织如何能够帮助您推动大规模的、可衡量的改进，以实现您的使命和战略目标。

What are some of the measurable improvements you’ve seen health systems achieve along this journey that have resonated the most with you?

One case of standout improvement would be TheUniversity of Kansas Health System(UKHS). The health system recognized it could improve performance efforts across its entire organization by leveraging data and analytics and an adaptive problem-solving approach to drive improvement.

据记录，在2021年底，UKHS开始开发和应用一种适应性的方法来解决问题，并开发一种战略绩效改进系统。组织应用了一种解决问题的方法，以确保它确定关键的利益相关者，尽早并经常地让他们参与进来。

The UKHS defined success at the outset of problem-solving operations, leveraging data from the Health Catalyst® Data Operating System (DOS™) platform and a robust suite of analytics applications to understand, assist with, and evaluate improvement opportunities.

The UKHS links problems and possible solutions to the broader organizational vision and targets, leveraging its data and improvement resources to develop a clear and consistent understanding of the desired target performance from all stakeholders.

改进工作在整个组织中是一致的，临床医生积极参与改进工作。

The UKHS’s adaptive approach to problem-solving led to all 21 clinical departments having annual growth and improvement plans in place, and the organization generated $4.7 million in cost savings. In addition, the organization saw the following results:

• A 3.9-percent relative reduction in readmission rates over 12 months.
• 0.69 On Examination (O/E) mortality rate for patients admitted to the hospital.
• 获得医疗服务的机会增加了20个点。
• 11-point increase in overall rating of provider.
• 医生沟通质量提高10点。
• In just one year, the zero harm initiatives improved care while reducing harm and costs.
• $1.8 million in cost savings, the results of a:
  • 0.63 Standard Infection Ration (SIR) for catheter-associated bloodstream infections.
  • 0.83 SIR for hospital-onset Clostridioides difficile.
  • 0.96 SIR for catheter-associated urinary tract infections.
  • $600,000 in savings from five value-based improvement pilot projects in one year.

其他取得显著改善的客户包括Allina Health、Community Health Network、Carle Health、MemorialCare和德州儿童医院。