Data Driven Decisions (continued)

Reading Time: 3 minutes

Data-driven decisions as a driver for change

As part of its long-term strategy, WMHS had simultaneously implemented both a new electronic health record (EHR) system and analytics infrastructure to help leverage data for better informed decisions. This is where the ingenuity comes into play. Succeeding in the TPR program hinged on improving performance on quality measures, such as hospitalization rates, readmissions, emergency department utilization and preventable conditions. However, the feedback loop for these consisted of reports from the state that only became available on a monthly basis, rather than as needed.

WMHS realized that it needed to replicate these measurements in a way that made the results available in time to react. So essentially, immediately. It used the analytics system to approximate the measures as closely as possible using EHR data, and integrate the results on a daily basis with patient encounter-level detail. Having access to this enriched data set was the equivalent to turning on the lights in an otherwise pitch-dark room. Opportunities for improvement became clearly evident. But one of the most intriguing parts of the story is that the most important insights didn’t come from sophisticated predictive algorithms. They came from front-line care providers who understood the fundamental processes and goals of healthcare at the most intimate level. Armed with meaningful information, they were readily able to pinpoint the greatest opportunities.

Data-driven decisions through the provider’s lens

Tracey Davidson, a WMHS registered nurse and quality manager, embodies what data-driven decision making in healthcare is all about.  Though she isn’t a technologist by training, Tracey does have an aptitude for connecting data with the possibilities of making things better. Her observations led the way on a variety of improvement projects, which were largely responsible for WMHS’s impressive ascent to the top of Maryland’s quality measure charts.

One such initiative focused on improving care for discharged patients. Data from analytical models suggested that if patients received follow-up care within a few days of discharge, the probability of readmission decreased significantly. However, access to primary care providers wasn’t always available in that timeframe. Thus, WMHS formed a new team to work proactively to ensure patients had access to the appropriate care in an outpatient setting. As a result, readmissions rates have stayed below the state average while patients receive care in a more convenient community setting.

As a fitting conclusion to the story, WMHS has defied the “regression to the mean” phenomenon by not only sustaining performance levels, but also continuing to improve year-after-year. Another testament to the power of current, accessible and relevant data.

Takeaways

So what are the takeaways around what makes data-driven decisions work at a practical level? Judging from WMHS’s experience there are a few that rise to the top:

• Motivation from aggressive — and likely uncomfortable — goals that everyone can rally around helps to inspire transformational change.
• Supportive leadership is critical to encouraging new approaches and guiding progress.
• Ingenuity and curiosity to look at things from different perspectives using new data exposes possibilities that weren’t previously apparent.
• It doesn’t need to be complicated. In fact, distilling information down to a form that’s intuitive and accessible broadens opportunities for more people to contribute to the change.

<  1  2  >

Next steps

• Read the rest of the Western Maryland story
• Learn how Western Maryland’s pharmacy used Diver to reduce acetaminophen costs by 78%
• View the video below to hear from Western Maryland’s business intelligence director on the progress the organization has made with Diver