Transforming Care Delivery with Data

1. The Information-Powered Health System
Transforming Care Delivery with Data

2. Conflict of Interest Disclosure
David Katz, MD, JD
• Salary: Yes
• Royalty: NA
• Receipt of Intellectual Property Rights/Patent Holder: NA
• Consulting Fees (e.g., advisory boards): NA
• Fees for Non-CME Services Received Directly from a
Commercial Interest or their Agents (e.g., speakers’ bureau):
NA
• Contracted Research:NA
• Ownership Interest (stocks, stock options or other ownership
interest excluding diversified mutual funds): Stock Holder
• Other: NA

3. Road Map for Discussion
1 Health IT Takes Center Stage
2 Transforming Care Delivery with Data
• Meeting the Meaningful Use Mandate
• Building the Foundation for Analytics
• Delivering Information-Powered Care
3 Migrating to a New Business Model

4. 1. Health IT Takes Center Stage

5. Market Force #1 – The New Health IT Mandate
A Massive Infusion of “Obama Bucks”
Health IT Funding in Stimulus Bill Designed to Accelerate EHR Adoption
Breakdown of Health IT Funding in 2009 HITECH Act1
$2 B $36 B
$34 B
Provider EHR Office of the National Total
Incentives Coordinator for Health IT
Hospital Health Information
Incentives Exchange Grants
Physician IT Support for
Incentives Critical Access
Facilities
1 Health Information Technology for Economic Source: American Reinvestment and Recovery Act, 2009;
and Clinical Health Act. Innovations Center interviews and analysis.

6. Market Force #2 – Payment Reform
Health IT Only One Piece of the Larger Reform Agenda
Timing and Impact of Health Reform Proposals
Expanding Coverage Promoting Efficiency Reducing Demand
Capitation
Comparative
Effectiveness
Stimulus IT
Incentives Disease
Management
Outcome- Medical
Based Homes
Penalties
Impact Episode-
on Based
Bundled
Provider Payments
Payments
Business
At-Risk
Quality
Bonuses
Reduced DSH
Employer Payments
Mandate
Public
Individual Plan
Mandate
Time
Source: IT Insights interviews and analysis.

7. IT Backbone Essential to Transforming Care Delivery
Evolutionary Path of Payment Models
Extensive
Capitation/
Shared Savings
Episodic
Level of
Bundling
Clinical IT
Integration
Pay for
Performance
Minimal
Hospital Care Continuum
Span of Accountability
Source: Innovations Center interviews and analysis.

8. 2. Transforming Care Delivery with Data
• Meeting the Meaningful Use Mandate
• Building the Foundation for Analytics
• Delivering Information-Powered Care

9. The Information-Powered Health System
I. Meeting the II. Building the III. Delivering
Meaningful Use Foundation for Information-
Mandate Analytics Powered Care
Preventing
Disease
Elevating
Care at the
Bedside
Synthesizing
Clinical Data
Exchanging Supporting
Hospital Data Across the Chronic Care
Performance Continuum Management
Reinforcing Ensuring Upskilling the
Core Clinical Data Quality Analytics
Systems Team
Maximizing
CPOE
Utilization
Time
Source: Innovations Center interviews and analysis.

10. Meeting the Meaningful Use Mandate
Unbundling the Mandates for Inpatient EHR Systems
Four Key Challenges to Achieving Meaningful Use Compliance
Installing the Full Suite of Inpatient Systems Looking Beyond Our Four Walls
I. Clearing the Hurdle for II. Securing CPOE III. Integrating Across IV. Connecting Patients
Core Clinical Systems Adoption the Continuum to Providers
Source: Innovations Center interviews and analysis.

11. Meaningful Use Mandate #1
Clearing the Hurdle for Core Clinical Systems
Looming Penalties Accelerating Replacement of Outmoded IT Systems
Common Concerns in Achieving Meaningful Use Compliance
Lacking Key Components Certification in Question Insufficient Legacy Systems
• Clinical system missing some • Homegrown system • Legacy systems lack
or all ancillary systems functionalities insufficient to integration capabilities to
meet meaningful use aggregate data for reporting
• Documentation system
lacking, unable to interface • Core system unable to gain • Older software lacking
with existing systems CCHIT1 certification necessary functionality
• Central data repository not • System architecture • Vendor no longer supports
present or without incompatible with needed upgrades, is out of business
interoperability functionalities components
1 Certifying Commission for Health Information Technology. Source Innovations Center interviews and analysis.

12. Meaningful Use Mandate #2
Securing CPOE Adoption
Few Hospitals with CPOE, Even Fewer with Strong Utilization
Percentage of Hospitals Percentage of Orders Entered by
with CPOE in Place Physicians in Hospitals with CPOE
Third Quarter 2009 n = 199
57%
27%
11%
8% 8%
20% or Less 30% - 50% 60% - 80% 90+%
Entered by Entered by Entered by Entered by
Physicians Physicians Physicians Physicians
Source: HIMSS Analytics EMR Adoption Model, August 2009; College of Health Information
Management Executives, “Summary of CHIME Member Survey on Adoption of CPOE,”
July 2009, available at www.cio-chime.org; Innovations Center interviews and analysis.

13. Rethinking Traditional Staffing to Ensure Successful Adoption
Hospitals Leveraging Informaticists to Ease Transition to Digital Medicine
Key Components of CPOE Process Redesign Success at Hollop University Health System1
Hired Chief Medical Recruited Team Incented Physicians
1 2 3
Information Officer of Informaticists to Actively Participate
Addition of physician Informaticists serve as liaison Existing program providing
executive builds between clinical, IT staff compensation to clinicians who
credibility with physicians ensuring system compatibility work on quality improvement
and other clinical leaders with true care delivery process expanded to include contribution
to designing digital care pathways
Case in Brief
Hollop University Health System
• Eight-hospital health system located in the Midwest
• Leadership identified conversion of care processes from paper to digital as a key challenge
• Added new staff, provided incentives for physician participation to address problems with
conversion
1 Pseudonym. Source: Innovation Center interviews and analysis.

14. Meaningful Use Mandate #3
Integrating Providers Across the Continuum
Two-Way Data Flow the New Standard for Hospital-Physician Connectivity
“An Antiquated Approach” “The Basic Option” “The Emerging Baseline”
Bi-directional
Exchange
Provider Portal Patient health
Value records updated in
Fax Transmission acute care and
ambulatory settings
Physicians provided
with read-only
Medical records, access to inpatient
diagnostic results EHR
faxed to providers
Level of Integration
Source: Innovations Center interviews and analysis.

15. Building Virtual Integrated Networks
Health Systems Leveraging Integration Engines to Facilitate Data Exchange
Array of Provider-Led Integration Initiatives
Seven-hospital Spectrum
42-hospital Catholic
Health using Medicity Novo
Healthcare West
Three-hospital Exempla Grid solution to connect with
funding multiple
Healthcare linking to independent practices
regional integration
ambulatory EHRs using
initiatives
Medicity Novo Grid
20-hospital UPMC1
partnering with dbMotion to
300-bed Silver Cross integrate clinic-based EHRs
Hospital installed
500-bed Hoag Mirth integration
Memorial creating engine to integrate
network with over lab data for physician
1,000 independent offices
practices
Source: Howard, AJ, “The Hospital as the Network Hub,” Health Data Management,
1 University of Pittsburgh Medical Center. August 2008; Innovations Center interviews and analysis.

16. Meaningful Use Mandate #4
Connecting Patients to Providers
Next-Generation PHRs Beginning to Emerge
Key Features of Milliways Regional Hospital1 Personal Health Record
EMR Driven Easy Portability Branding Value
PHR is updated with Patient can authorize PHR is accessed via
information from access to record for hospital-branded
the hospital’s EMR any physician with website, building
access to HealthVault greater patient loyalty
Case in Brief
Milliways Regional Hospital
• 2,500-bed hospital located in the Southwest
• Developed PHR in partnership with Microsoft HealthVault
• Piloted with cardiac surgery patients, ultimately to be offered to all hospital patients
1 Pseudonym. Source: Innovations Center interviews and analysis.

17. Banking on Clinical IT to Elevate Performance
Maximizing Leveraging Clinical
Administrative Systems Information Systems
Potential
Revenue Cycle Performance
Management Gap
Impact on Staffing
Performance Productivity
Supply Chain
Management
IT Sophistication
Source: Innovations Center interviews and analysis.

18. The Information-Powered Health System
I. Meeting the II. Building the III. Delivering
Meaningful Use Foundation for Information-
Mandate Analytics Powered Care
Preventing
Disease
Elevating
Care at the
Bedside
Synthesizing
Clinical Data
Exchanging Supporting
Hospital Data Across the Chronic Care
Performance Continuum Management
Reinforcing Ensuring Upskilling the
Core Clinical Data Quality Analytics
Systems Team
Maximizing
CPOE
Utilization
Time
Source: Innovations Center interviews and analysis.

19. Technical Hurdles Hindering Analysis
Common Challenges to Developing a Robust Analytics Platform
Inconsistent Data Quality Siloed Information Systems Time-Consuming Reporting
“Jonathan Smith”
ICU CIS1 ADT
“Jon Smith”
Pharm Billing
Registration PENDING COMPLETE
“Smith, Jon H.”
Pharmacy
Data not consistently Data locked in disparate Report generation technically
documented, lack of systems, unable to challenging, limiting widespread
standardized definitions aggregate for analysis adoption of analytics
1 Clinical information systems. Source: Innovations Center interviews and analysis.

20. Establishing the Data Quality Baseline
Build a Dedicated Data Management Infrastructure
Committees Tackle Nettlesome Data Quality Issues
Enterprise Data
Steering Committee
• Ensures alignment of data
management efforts
• Supervises data committees
and workgroups
Data Quality Metric Management Systems Integration
Committee Committee Committee
• Conducts data quality audits • Constructs data dictionary • Manages data extraction,
• Evaluates structured • Defines enterprise metrics transformation, and
documentation • Supervises core measure loading
• Supervises data stewards workgroup • Supervises data
warehouse workgroup
Case in Brief
Zellerbach Health System1
• 400-bed hospital located in the Northeast
• Identified need for comprehensive data management strategy to improve
reliability and usefulness of clinical data
1 Pseudonym. Source: Innovations Center interviews and analysis.

21. Aggregating Data for Meaningful Analysis
Divergent Approaches to Pooling Clinical Data
Data Warehousing Strategy Data Mart Strategy
Central repository to support diverse analyses Discrete solutions to analyze specific questions
Ancillaries ADT CIS1 Ancillaries ADT CIS1
Enterprise Data Diabetes Pneumonia
Surgery
Warehouse Data Mart Data Mart
Data Mart
1 Clinical information systems. Source: Innovations Center interviews and analysis.

22. Significant Cost Differential Between Approaches
Data Mart the Low-Cost Option, but Not Without Limitations
Data Infrastructure Costs Potential Drawbacks to Data Mart Strategy
Average 300-Bed Hospital
Data Specificity
$1.5 M Requires greater understanding
of specific data elements
needed for desired analysis
Analytical Scope
$190K -
$560K Limits scope of analysis to
$70K - $450 K data elements defined
$295K during development
Pattern Recognition
Technology Labor Fails to identify dependent
relationships extending beyond
the scope of the mart
Data Marts Data Warehouse
Source: Innovations Center interviews and analysis.

23. Push Analytics to the Front Line
Success Dependent on Ensuring Accessible Information for Key Decision Makers
Normalizing the Data Creating Effective Analytical Tools
Role-Based Critical
Dashboards Alerts
Data
Repository
Source Drill-Down Pre-programmed
Systems Reports Queries
Expanding Data Access
Technical Staff Clinical Leaders
Source: Innovations Center interviews and analysis.

24. No Shortage of Vendor Solutions
Representative Vendor Offerings
Business Objects
Integrated enterprise data warehouse platform that includes query, analysis,
dashboard, and predictive analytics capabilities; provides performance
management tools related to financial consolidation, spend analytics, and
business planning
Compass Tools
Web-based BI tools providing robust data collection, real-time decision
support, advanced analytical capabilities, and dedicated advisor support;
includes financial, operational, and clinical analytical solutions
PowerInsight
Enterprise data warehouse built on the Cerner Millennium data model that
includes Web-based dashboards with enterprise-wide view of performance
measures; includes 600 predefined performance measures across four topic
areas: clinical, regulatory, operational, and financial
Source: Cerner, available at http://www.cerner.com, accessed June 23, 2009;
SAP, available at http://www.sap.com, accessed June 23, 2009;
Innovations Center interviews and analysis.

25. Organizational Hurdles Hindering Analytics
Common Challenges to Staffing the Analytics Effort
Widening Skills Gap Redundant Unfocused
Analytical Efforts Analytical Initiatives
Staff Skills



 MRSA MRSA
 Report Report
Lack of clinical expertise or Lack of staff cooperation or Ad hoc analytical efforts
background limits analytical integration results in limit impact, potential
sophistication of clinical redundant, potentially misalignment with strategic
data sources contradictory analyses priorities
Source: Innovations Center interviews and analysis.

26. Cultivating Internal Analytics Expertise
Requiring More Advanced Analytical Expertise
Range of Informatics Specialists
Implementation- Analytics-
Focused Focused
Health Informaticist Medical Informaticist Bioinformaticist
EBM
Role Intermediary between Internal “developer” of Clinical expert who
clinicians and IT team in analytic tools that improve leverages genetic data to
development of clinical IT the clinical decision-making improve disease
systems process detection and prevention
Background • Physician • Physician • Physician
• Nurse • Nurse • Biostatistician
• Computer programmer • Computer programmer
Training Master’s degree in clinical Master’s degree in clinical Master’s degree, PhD in
informatics informatics bioinformatics
Typical • Deploy EHR systems • Build decision support • DNA sequencing
Projects • Develop CPOE systems tools • Genetic modeling
• Develop evidence-based
care systems
Source: Innovations Center interviews and analysis.

27. Taking Staff Competencies to the Next Level
Data and Information Management Enhancement (DIME) Program Overview
Walking in Their Shoes Elevating Communication Competencies
• Shadow physicians, business leaders for • Participate in Toastmasters to improve
eight half days to better understand communication and presentation skills
clinical operations across care continuum • Train with communications coach on
• Identify how users interact with systems conveying complex analyses and
and analytical needs improving active listening skills to better
understand, identify client needs
Case in Brief
Kaiser Permanente Northwest
• Integrated delivery system based in Portland, Oregon
• Developed robust skills training for analytical staff to foster internal development of
advanced analytical talent
Source: Innovations Center interviews and analysis.

28. Upskilling the Analytics Team
Supplementing Baseline Analytical Skills with Advanced Training
Ongoing Analytics Training at Kaiser Permanente Northwest
Advanced Technical Training Professional Engagement
Σ
n
Learn advanced business Participate in professional
(x1 – μ)2
intelligence tools, societies, conferences; attend
n
k=1 simulation modeling vendor-sponsored user summits
Ongoing Development
Continuing Education
Attend doctoral courses in
Individual Develop annual individual
Development
dynamic simulation modeling at Plan
development plan for ongoing
local university skills advancement
Source: Innovations Center interviews and analysis.

29. Consolidating Clinical Improvement Expertise
Overcoming Organizational Silos
Previous Organizational Model Reorganized Department Structure
CNO CIO COO Clinical Improvement
Department
Provide advanced analytical
services for entire system
Serve as internal consultants
on process improvement,
Quality Clinical Performance
Lean redesign
Improvement Informatics Acceleration
Deliver quality
improvement education
sessions to staff
Case in Brief
Haas Health1
• Five-hospital health system located in the West
• Reorganized departments to reduce duplication and leverage synergies
• between staff to enhance performance improvement efforts
1 Pseudonym. Source: Innovations Center interviews and analysis.

30. Creating a One-Stop Clinical Improvement Shop
Benefits of an Integrated Model
Acting as the Single Source of Truth for Data
• Consistent data collection, analysis
methodology ensures data reliability,
validity
Clinical • Specialized informaticists ensure
Informaticists high-quality analysis
Increasing Impact of Analytical Initiatives
Performance Quality • Adept staff able to quickly translate
Acceleration Staff Improvement Staff findings into actionable improvement
• Continual monitoring, refinement of
process ensures sustained gains
Source: Innovations Center interviews and analysis.

31. The Information-Powered Health System
I. Meeting the II. Building the III. Delivering
Meaningful Use Foundation for Information-
Mandate Analytics Powered Care
Preventing
Disease
Treating
Disease
Synthesizing
Clinical Data
Exchanging Managing
Hospital Data Across the Disease
Performance Continuum
Reinforcing Ensuring Upskilling the
Core Clinical Data Quality Analytics
Team
Systems
Maximizing
CPOE
Utilization
Time
Source: Innovations Center interviews and analysis.

32. Treating Disease
Combating Pneumonia with Analytics
Vanderbilt Developing Next-Generation Treatment Algorithms
Data Aggregation Automated Algorithms Staff Alerts
Ms.Wu VAP
Bundle
EHR vs.
Pulls data from nurse Identifies gaps in documented Displays overdue
documentation, CPOE, care against recommended treatments in color-coded
and respiratory therapy VAP1 management bundle dashboard on ICU computer
systems into EHR screensaver and EHR
Case in Brief
Vanderbilt Medical Center
• 600-bed academic medical center located in Nashville, Tennessee
• Developed automated electronic dashboard to display real-time patient status for
compliance with evidence-based ventilator management bundle
Source: Starmer J, et al., “A Real-Time Ventilator Management Dashboard: Toward Hardwiring
Compliance with Evidence-based Guidelines,” American Medical Informatics Association Annual
1 Ventilator-associated pneumonia. Symposium Proceedings Archive, 2008; Innovations Center interviews and analysis.

33. Automating Best Practice Yields Impressive Results
VAP Dashboard Pilot Results Next Areas of Focus at Vanderbilt
October 2007 – August 2008
VAP Rate Estimated Cost
Reduction Reduction
Catheter
Patient Falls
Associated UTIs1
(41%)
($1.9 - $3.5 M)
Blood Stream
Pressure Ulcers Infections
Source: Govern P, “ICU Teams Drastically Reduce Vent-Related
Pneumonia Rates,” Reporter, February 13, 2009;
1 Urinary tract infections. Innovations Center interviews and analysis.

34. Managing Disease
Supporting the Front Lines of Care
Health Information Exchange Supports Analytical Platform for Care Management
Care Management Proactive Patient
Decision Support Outreach
Bowles Health
• Disease registry to manage Information • Notifications to remind
chronically ill population Exchange1 overdue, non-compliant
• Treatment alerts to patients
maximize patient visits • Patient education, self-
• Quality reporting tools to management tools to
identify opportunities for increase compliance
PMS2 EHR Lab eRX
improvement • Health coaching to
reinforce care plan
Case in Brief
Bowles Health Information Exhange
• Not-for-profit health information exchange located in the East
• Leverages claims data mining software to generate customized disease dashboards for
participating physicians, enhance outreach to chronically-ill patients
1 Pseudonym.
2 Practice management system. Source: Innovations Center interviews and analysis.

35. Pinpointing Gaps in the Chronic Care Continuum
Data Mining Tool Facilitates Tracking of Chronically Ill Patients
Member Hospitals Data Mining Infrastructure Sample Reports
Readmissions
Report
Regional
Claims Master
Database Patient ED Utilization
Index Report
Chronic Care
Continuum Gap
Assessment
Project in Brief
Dallas Fort-Worth Regional Enterprise Master Patient Index
• First-of-its-kind regional patient index created by the Dallas-Fort Worth Hospital Council
Education and Research Foundation using QuadraMed software
• Facilitates tracking of readmissions patterns, ED utilization, and other service utilization
by specific patients across 75 hospitals in the North Texas region
Source: Dallas-Fort Worth Hospital Council;
Innovations Center interviews and analysis.

36. Next-Generation Remote Monitoring
Wiring the Patient Home to Continuously Monitor Patient Health
Hallway sensors
monitor gait and
mobility
Sensors capture
variations in mobility
Computer kiosk
assesses cognitive
function
Case in Brief
Oregon Center for Aging and Technology (ORCATECH)
• Part of the Oregon Health & Sciences University located in Portland, Oregon
• Established in 2004 to provide an infrastructure for developing technologies to support
independent aging
• Partners with senior living communities to provide living laboratories for testing
home-care technologies
Source: Oregon Center for Aging and Technology (ORCATECH), available at www.orcatech.org,
accessed August 11, 2009; Kaye J, “Technology and the Aging Brain: New Approaches to
Understanding Change,” ORCATECH; Innovations Center interviews and analysis.

37. Detecting the Subtle Signs of Cognitive Decline
Collecting Data on Daily Routines Analyzing the Data to Assess Risk
Indications of
Normal Aging
Daily Computer Early Warning
Long-Term Change
Mobility Use Signs
Algorithm
Evidence of
Cognitive Decline1
Medication Sleep
Adherence Patterns
Study in Brief
• ORCATECH research funded by National Institute on Aging and Intel Corporation2
• Leveraging longitudinal data generated by home-based seniors to detect early onset of
dementia, Alzheimer's disease
1 For example, potential dementia or Alzheimer’s disease. Source: ORCATECH, “Algorithms for Long-Term Change,”
2 Research funded by National Institute on Aging grants available http://www.orcatech.org, accessed August 11,
AG024978, AG024059, AG008017. 2009; Innovations Center interviews and analysis.

38. Preventing Disease
Unearthing Latent Risks with Predictive Modeling
CMM1 Identifies At-Risk Patients in (Near) Real-Time
Rad ADT
Automated algorithm If proper care
CMM pulls patient data to outstanding, alert sent
generate list of those at to pharmacy, nursing
risk for pneumonia unit to assess patient
Lab Rx
Patient Admission Risk Assessment System Verification Clinical Alert
CMM
Rx
CMM validates findings
Elderly patient by querying pharmacy
admitted for to check if appropriate
hip fracture medications dispensed
Case in Brief
Sutter Medical Center, Sacramento
• 306-bed hospital located in Sacramento, California
• Developed Core Measure Manager (CMM) to identify at-risk pneumonia patients
Source: Niemi K, et al., “Implementation and Evaluation of Electronic Clinical Decision Support for Compliance with
Pneumonia and Heart Failure Quality Indicators,” American Journal of Health-System Pharmacy, 2006 (66)
1 Core measure manager. 4: 389-397; Innovations Center interviews and analysis.

39. Seeking to Eradicate Heart Disease
Tolman Health1 Leverages EHR for Community-Wide CV Prevention Effort
Generating the health profile of a community… …to improve targeting of interventions
Advanced Diagnostics
Calcium CT
Scoring Angiography
Primary/Secondary Prevention Efforts
Remote Genetic Medical Weight Medication
Monitoring Data Information History Management Management
Classes
Case in Brief
Tolman Health System
• Five-hospital health system located in the Midwest
• Partnering with public health agency, community organizations on wide-scale
cardiovascular disease prevention initiative for a local community
1 Pseudonym. Source: Innovations Center interviews and analysis.

40. 3. Migrating to a New Business Model

41. Shouldering the Cost, Sharing the Benefits
Distribution of Ongoing IT Costs by Stakeholder Distribution of Net Benefits by Stakeholder
Payers and Other
3%
Stakeholders Payers and Other
Stakeholders
39% 61%
Health Care
97%
Providers
Health Care
Providers
Source: Walker J, “The Value of Health Care Information Exchange and Interoperability,”
Health Affairs, January 19, 2005; Innovations Center interviews and analysis.

42. Leveraging IT to Develop New Product Lines
Striking into the Insurer’s Domain
Wellness Services Distinguished by Robust Analytical Foundation
Differentiating on Data-Driven Approach Continuously Refining Risk Stratification
Claims Pharm
Electronic care
management system
HRAs1 CIS2
n
Σk=1
(x1 – μ)2
n
Proprietary algorithms for
medication management
Data Data mining infrastructure,
Mart predictive modeling software
Case in Brief
Clarian Healthy Results
• Separate subsidiary within Clarian Health, an integrated delivery network based in
Indianapolis, Indiana
• Developed corporate employee wellness division based on the data-driven success of
own internal wellness program
1 Health risk assessments.
2 Clinical information systems. Source: Innovations Center interviews and analysis.

43. Delivering ROI to Employers
Clarian’s Healthy Results Division Reining in Employee Health Costs
Total Contracts and Covered Lives Medical Claims Expense Growth
Healthy Results Contracting Success Representative Client Results
30,000
8.0%
6.1%
4,500
13
4
Total Contracts Covered Lives Pre-Contract Year One
2008 2009
Source: Innovations Center interviews and analysis.

44. Pursuing Risk-Based Contracting
Making the Case for a Capitated Contract
Health System Highlights IT-Driven Care Management Capabilities
Health IT Assets Hospitalizations per 1,000
Diabetic Patients
Chronic Disease
Management System
370
Remote Monitoring, 315
Telehealth
Physician Performance 2005 2007
Monitoring
Case in Brief
Sproul Health Network1
• Three-hospital health system located in the Midwest
• Demonstrated success in using health IT for population health management
• Supporting system efforts to transform business model and negotiate capitated contracts
1 Pseudonym. Source: Innovations Center interviews and analysis.

45. Realizing the Clinical and Strategic Value of IT
Advanced
Analytics
Impact
on Care Patient-Provider
Delivery Connectivity
Integrated
Information
Exchange
Point of Care
Decision Support
IT Investment
Source: Innovations Center interviews and analysis.