1. Session #31: Data Governance in Healthcare
Joseph Pollman Executive Director, Business Knowledge Management, Community Health Network
Rich Pollack, MS CHCIO, FHIMSS Vice President and Chief Information Officer, VCU Health System
Chris Harper Director of Business Architecture and Analytics, University of Kansas Medical Center
Facilitator:
Dale Sanders
Executive Vice President, Health Catalyst

2. First, raise your hand…
Is there a data governance function currently in operation at your organization?
Randle McMurphy

3. Sanders’ Philosophy
You can’t “cause” data governance to happen by implanting a top-down, complex system to execute it. It will be rejected as a foreign body by the immune system of the organization. “Quality is not an act. It is a habit”– Aristotle To a large degree, the economic model of US healthcare still makes data governance and quality optional.

4. Poll Question #1
Rate your organization’s cultural appreciation for the value of data to the future of healthcare:
It’s very low. Our data culture is Neanderthal, and our data amounts to scratch marks on cave walls.
It’s low, but the appreciation is growing. We just don’t know what or how to govern it.
We are on the fence. We talk about it as if it were important, but our actions speak softly.
We’ve made the transition. We get it. We are developing a strategy right now to address data quality, analytics, and the use of that data to improve care quality and lower costs.
We rock. We are the intelligentsia of data. In fact, we shouldn’t be seen around ingrates like you. We’ve been data driven for years!
Follow up group participation
1Would you like to participate in a follow up group on this topic that would meet 2-3 times next year to share progress, challenges and best practices? (Yes, No)

5. KUH Overview The University of Kansas Hospital (AMC)
12 U.S. News Best Hospital Specialty Ranking
Top 10 Consistent UHC Quality Leadership Award
By the Numbers
759 Licensed Beds (Med&Surg)
33,164 Admissions
54,682 Emergency Visits
1,151,536 Outpatient Visits

6. KUH Data Governance Frame
Data Governance Executive Group – Decision making body
Data Advisory Group – Recommendation making body
Data Governance Support Team – Dedicated resource
Working Groups – Investigation and “solutioning” body

7. KUH Data Governance Objective
Information governance – Jointly design and optimize information assets in alignment with the organization’s strategies and goals
Quality – Enable decision making that data is complete, timely, and accurate
Usability – Approve creation of enterprise analytics applications, as well as creating data standardization, data dictionaries, data education, and metadata repository
Availability – Approve implementation of analytical infrastructure for clinical, operational, and administrative needs

8. KUH Current Focus
Approving the next development work for KUH EDW and Analytic Applications
Identifying and cleaning Epic provider data quality opportunities (particularly SER)
Creating “source of truth” with multiple EMRs through Clinical Integration
Supporting LEAN initiatives
Education and training the data harvesters and data consumers
“Data Governance is a marathon not a sprint.”

9. Lessons Learned from KUH
Partner with the “right” team or teams (data harvesters vs. data consumers)
Be patient and take time onboarding the right team leader and members
Identify a “burning platform” to start
Focus on “continual improvement” and not an IT project
Aim for transparency instead of gatekeeping

10. Community Health Network
Fully Integrated Health System
Central Indiana Not-for-Profit
200+ sites of care
Acute care, urgent care, surgery centers, physician practices, home health, behavioral health, and employer health
TPA & MSO
Key statistics – Acute Care and Physician Care
7 acute care hospitals & 1 rehab hospital
Staffed beds – 1,200
Admissions – 53,400
ER visits – 243,000
2000 physician on staff, 500 employed
700,000 office visits – employed physicians
12,000 employees
Grown organically and through M&A/Affiliation

11. Community Health Network
Operating System Environment – Partial List
EMR
Epic
Cerner
Meditech
CPSI
Centricity
Analytic Environment – Partial List
Health Catalyst
Oracle ERP – HR, Supply Chain, GL
Epic – Healthy Planet
Primaria Health - MSO
Clarabridge – Patient Experience
McKesson HPM
NRC Picker – CAHP Surveys
Optum – Impact Pro, Impact Intelligence, and Humedica

12. Community Health Network
Community Knowledge Connect
Governance Committee
BI Platform
Data Governance
Data Governance Oversight Committee
Data Governance
Department
Operational Support
Work Group A
Work Group B
Data
Owners
Data
Stewards
SMEs

13. What Are We Working On? Deploying Discovery Applications
New Decision Support System
Data Bus Initiatives
Product Line Reporting
Inlier Variance Management Projects
Starting Master Date Elements Definitions
Data Veracity Issues

14. Lessons Learned It takes a lot of time!
It is a significant Team Effort
Data Governance is both a ‘Local’ and ‘Enterprise’ initiative
Make sure to connect them
A Data Governance Platform is essential
Dictionary
Technical
Non-technical
Document Business Policy & Rules
Consolidate, map, and validate source data
You have to discover ‘Your way’ - it will evolve

15. Poll Question #2
Do you think your healthcare organization would benefit from having a Chief Data Officer?
Definitely not; that’s overkill. We don’t need yet another Chief in the organization.
Maybe, but not right now. We have more important issues of leadership to address.
Yes, sort of. This should be an additional responsibility of the CIO or other C-level executive.
Yes, we could definitely benefit from having a CDO and there is growing cultural awareness that it is a unique skill set, not currently among our executive team.
Yes; we already have one and she’s running circles around you ingrates. You’d be wise to get out of her way.

16. Introduction to VCUHS Mission
The Virginia Commonwealth University Health System is an urban, comprehensive academic medical center in central Virginia established to preserve and restore health for all people, to seek the cause and cure of diseases through innovative research, and to educate those who serve humanity
Top Recognitions
In July 2015, U.S. News & World Report ranked VCU Medical Center as the best hospital in Virginia and the Richmond Metro area
2014 McKesson-AHA Quest for Quality Prize Recipient
Numbers for FY 2015
865 beds (including children’s and community hospitals)
700 physician practice plan
10,000 employees
Adjusted Discharges- 62,045
Emergency Department Visits- 89,549
Outpatient Clinic Visits- 631,874
Virginia Premier Health Plan Member Months- 2,276,423

17. Data Governance - Structure
Data Governance Executive Committee
Chief Operation Officer (Chair)
Data Management Committee
Data Architect(Co-Chair) ,
Director of Analytics(Co-Chair)
Data Steward Workgroup
Patient Access Systems Manager (Chair)
EDW Steering:
CIO (Co-Chair)
CRIO (Co-Chair)
Major IT Systems, e.g., Cerner, Lawson, IDX, etc.

18. Data Governance - Structure
Broad Strategy
Executive/
Executive Steering Committee
Provides Leadership, Direction, Funding, & Resources for Data Governance Program
EDW Steering Committee
Established to Implement a Robust, Extensible Platform for Analytics
Strategic & Tactical
Data Management Committee
Executes Data Governance program
Reviews and approves new data standards
Communicates Data Governance initiatives to health system
Operational
& Technical
Data Stewardship & Working Committee
Identifies need to establish data standards
Documents and implements standards across the health system
Reviews data quality reports
Maintains the metadata dictionary

19. Current List of Initiatives for Data Governance
Develop and Publish a Data Dictionary
Publish a System Data Source Map
Assign Data Stewards to Key Organizational Data Element
Create a Tracking Mechanism for Data Integrity Issues
Manage RFP Process for Selecting a New EDW Vendor
4/7/2019

20. Lessons Learned from VCUHS
Try to find quick wins with tangible goal setting.
Keep members engaged and interested by distributing responsibilities and deliverables.
Develop a top to bottom communication plan.
The pace of early stage Data Governance implementation is directly related to the resources assigned who have time to dedicate to the process. If possible, enlist a skilled Project Manager to keep the groups on task.
Like quality or safety, Data Governance is not something that can be “completed” but rather an enterprise wide mentality shift which needs dedicated resources to promote and educate.

21. Don’t Let This Happen To Your Data Governance Strategy 

22. Analytic Insights
Questions &
Answers A

23. Choose one thing…
Write down one thing will you do differently after hearing this presentation
Follow up group participation
1Would you like to participate in a follow up group on this topic that would meet 2-3 times next year to share progress, challenges and best practices? (Yes, No)

24. Thank You Follow up group participation
1Would you like to participate in a follow up group on this topic that would meet 2-3 times next year to share progress, challenges and best practices? (Yes, No)

25. Session Feedback Survey
On a scale of 1-5, how satisfied were you overall with this session?
Not at all satisfied
Somewhat satisfied
Moderately satisfied
Very satisfied
Extremely satisfied
Follow up group participation
1Would you like to participate in a follow up group on this topic that would meet 2-3 times next year to share progress, challenges and best practices? (Yes, No)
What feedback or suggestions do you have?

26. Upcoming Speakers
3:20 PM – 4:10 PM
Building Creative and Innovative Organizations Ed Catmull, Co-Founder of Pixar, President of Pixar and Walt Disney Animation Studios
4:10 PM – 4:30 PM
Final Polls and Summit Winners
4:30 PM – 5:00 PM
Closing Remarks Dan Burton, Chief Executive Officer, Health Catalyst
Location
Grand Ballroom
Grand Ballroom
Follow up group participation
1Would you like to participate in a follow up group on this topic that would meet 2-3 times next year to share progress, challenges and best practices? (Yes, No)
Grand Ballroom