The document discusses tools and tactics for next-generation population health engagement and management using data analytics. It outlines the need to move beyond episodic patient data to a broader understanding of individuals' social and lifestyle factors. As data volumes grow exponentially, the key is focusing on business use cases, enhancing data ecosystems, applying advanced analytics to deliver insights, redesigning processes based on insights, and managing change. The overall goal is reducing costs, improving population health and patient experience through informed healthcare decisions.

1. TAMING THE DATA TSUNAMI:
1
Tools, Tactics and New Trials for
Next-Gen Population Health
Engagement That Drives Change
Minimal Data Necessary
Value Of Streaming
Value Of Diverse Data

2. 2
Triple
Aim
Reduce cost
of care
Improve
Population
Health
Improve
Patient
experience
TRIPLE AIM
IN HEALTHCARE

3. 3
“America’s first priority must be to eliminate avoidable suffering, mortality, and waste in its uniquely costly health care system…
delaying payment reform is not an option.”
(Harvard Business Review, Oct 4, 2017)
“Kaiser Permanente CEO: Health Care Must Mean More Than
Coverage”
“Delivering better health for all means transforming an industry so when someone needs health care, it is delivered in a 21st
century way that combines technology with the personal touch.” - Bernard J. Tyson, Chairman and CEO of Kaiser Permanente
(TIME Magazine, Sep 22, 2017)
“UnitedHealth, Aetna, Anthem Near 50% Value-Based Care Spending”
“The nation’s largest health insurers say they are paying out almost half of their reimbursements via value-based care models
sweeping the U.S. medical system.”
(Forbes, Feb 2, 2017)
“U.S. Health Care Reform Can’t Wait for Quality Measures to Be
Perfect”
VALUE - THE IMPORTANCE AND URGENCY

4. PATIENTS VERSUS
PEOPLE
4
Episodic patient data is limited to medical observation.
Lab / Procedure Results
Medical History
Prescriptions
Medical Claims
$

5. 5
The shift to value-based care,
prevention, and population health
requires a broader understanding of
the person’s life outside of the care
setting.
Economic Stability
Persona Characteristics
Fitness and Activity
Community
Education
Neighborhood and Environment
Transportation
Lab / Procedure Results
Medical History
Prescriptions
Medical Claims$
PATIENTS VERSUS PEOPLE

6. 6
Traditional Data:
history, labs, and
visit notes
Traditional data
+ Images
Traditional data
+ Images +
SDOH+ Fitness
Traditional data +
Images + SDOH
+ Fitness +
Interaction
amount of
new data
generated per
patient per
year
Traditional data
+ Images +
SDOH
THE RESULTING DATA TSUNAMI

7. HOW BIG IS HEALTHCARE DATA?
7
New patient data in
the US would
create a stack of
paper 1,000 miles
high every year.
1,000 miles
250 miles
International
Space Station
340 miles
Hubble Telescope
35,000 ft (6.6 miles)
Commercial Airplane

8. ...And…
Less than
3%
Of data produced worldwide will be analyzed by 2025
* Source: The Data Age 2025 White Paper by IDC

9. STEPS FOR SUCCESSFUL
DATA ANALYTICS TRANSFORMATION
9
Business Focused use case
Data Ecosystem
Analytics/Insights
Workflow Redesign
Change Management/Adoption

10. 10
Step 1: Business-focused Use Case
• Align payment / reimbursement models by proactively
monitoring value-based performance metrics and enabling
informed contract negotiations
• Improve outcomes, experience and cost by openly sharing
provider performance metrics and creating a focus on
improvement
• Adjust service levels and align offerings to minimize the total
cost of care and maximize lifetime total value of patient /
member relationships
BUSINESS CASE EXAMPLES

11. 11
The data lake approach allows healthcare organizations to capture and make data available for analysis
without necessarily knowing ahead of time how it will need to be used in the future.
Touch-it, take-it
Data should flow
Keep all the changes
Schema on demand
Monitor usage
Document uses
DATA LAKE PRINCIPLES
Step 2: Data Ecosystem
SWIMMING IN THE DATA LAKE

12. DATA MUST FLOW
12
In order for healthcare organizations to impact business outcomes, front-line decisions need to be supported
by analytics based on knowledge of past experiences and information about present conditions.
$
Medical and Claims give you a history
of past conditions and diseases that
can lead to future needs.
Social Determinants of Health
provide a context for health
management and support risk factors.
Medical Expertise and Knowledge
provides a framework for interpretation
and decision support.
Monitoring from medical
devices, mHealth apps, and
fitness trackers provide detailed
information about what a person
is experiencing right now.
Step 2: Data Ecosystem

13. DATA + RELATIONSHIPS = INSIGHT
13
“The value of a network equals the net value added to each user’s transactions conducted
through that network, summed over all users.”
-- Beckstrom’s Law
The possible combinations of
information that could mean
something are exponentially
greater than the raw data.
Step 3: Analytics and Insights

14. 14
Apply several interventions and track
their effect on a large population.
Deliver incentives (like coupons) and
information (as charts) to users and
administrators online.
Gather input from as many sources
as are available on a daily basis.
Create heuristic models and
interventions.
1
2
3
4
Step 3: Analytics and Insights
POP-HEALTH V1

15. DROWNING IN A DATA LAKE
15
We have virtually unlimited amounts of data at our fingertips at all times... But what I have sensed is an enormous
frustration with the unexpected costs of knowing too much, of being inundated with information.
We have come to confuse information with understanding. -- Malcom Gladwell
200 million data points per person annually
7 different source devices
5 different user personas
10,000 wellness articles
8,000 business rules
DATA VOLUMES
Step 3: Analytics and Insights

16. POP-HEALTH V2
16
A long-term pilot program and 2+
years of intensive analysis later…
Combine:
1. Real-time data from a minimum
number of sources
2. Business rules learned from
experience and analytical modeling
3. Acceptance and efficacy of previous
interventions
To Deliver:
1. Nudges that effectively encourage
positive behavior
2. Positive health outcomes and
experience
Step 4: Process Redesign

17. ACHIEVING POSITIVE RESULTS
17
To achieve positive results with people, it’s more
important to know who that person is than to know the
minutia of every step they take.
Needed data (steps, activity, heartrate, sleep)
can come from most smart phones.
Has to be personal and contextual
Keep messages valuable and fresh
Apply user personas to tone and content
Personalize communication timing
INTERVENTION
Step 4: Process Redesign

18. 18
•Share data insights to explain why we need to make the change
Communicate
“Why Change?”
•Get fingerprints of folks in the redesign of the new process so that they
have a sense of ownershipGet folks involved
•What gets measured gets done - Develop metrics to measure change
regularly (weekly, monthly, quarterly, annually)Develop metrics
•Ensure incentives are aligned to implement changeAlign Incentives
•Redesign process might need new skills – provide training and support
employees for them to be successful in implementing change
Provide Support
CHANGE MANAGEMENT/ADOPTION
Step 5: Change Management / Adoption

19. KEY TAKEAWAYS
Focus on use cases that will produce business value
Enhance Data Eco System
Apply Advanced Analytics techniques to deliver insights
Insights to actions – Redesign processes and workflows
Manage change to sustain and deliver business value

20. Amitech’s expertise lies at the intersection of big
data, predictive analytics and cloud-based,
enterprise solutions for the healthcare industry.
Visit us online at amitechsolutions.com to
learn more about how our work is changing the
landscape of healthcare and discuss how we can
help you solve your most complex data and IT
challenges.
INFORMED
HEALTHCARE
FOR BETTER
HEALTH.
Paul Boal
Vice President, Delivery
paul.boal@amitechsolutions.com
Amit Bhagat
CEO
amit.bhagat@amitechsolutions.com