Community Health Network - December 2020

COMMUNITY HEALTH NETWORK

DIGITAL REPORT 2020

Driving Healthcare Innovation Through Data and Analytics IN ASSOCIATION WITH

Driving Healthcare Innovation Through Data and Analytics

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www.e c o mmunit y . com

COMMUNITY HEALTH NETWORK

Community Health Network (CHNw) provides convenient access to exceptional healthcare services, driving innovation through data and analytics

C

ommunity Health Network, headquartered in Indianapolis, can truly call itself a leader in healthcare services. Their Chief

Analytics Officer, Patrick McGill, MD tells us they 04

have one of the highest physician engagement scores in the region, and their patient satisfaction scores also rank amongst the top.

Another key aspect that sets them apart from other healthcare providers is their strategic focus on data analytics. Whereas many healthcare organisations are lagging in this area, McGill says they believe this is the pathway to future success.

McGill first came to work here as a family doctor around 10 years ago. When the organisation installed Epic as their electronic medical record (EMR), he was asked to work on some of its optimization. This led to a series of roles including Medical Director of Physician Informatics, leading training and strategic initiatives around Epic; Senior VP for Clinical Strategy, and two years ago he stepped into the position of Chief Analytics Officer.

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COMMUNITY HEALTH NETWORK

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“One of the decisions the Board of Directors made when they created the role of Chief Analytics Officer was that it had to be a physician,” says

costs. But, as with any big change, it’s not an easy process.

Community took the approach of transforming just two areas initially.

McGill. “When you try and make data

“One is the patient-facing area

analytics a strategic asset, having a

to allow patients to have the same

physician lead the analytics and infor-

experience with healthcare as if

mation technology departments really

they were shopping or paying bills

puts a different focus on these areas.”

online,” McGill explains. “We focused

With his background as a physician,

on things like receiving appointment

McGill understands the need to drive

reminders, scheduling appointments

the digital transformation of the busi-

online and communications between

ness as a way of ultimately improving

providers and patients. Secondly,

patient outcomes while reducing

we focused on operational areas

E X E C U T I V E P R O FILE :

Patrick McGill, MD Title: EVP, Chief Analytics Officer

Industry: Healthcare

Company: Community Health Network

Location: Indiana

Dr. Patrick McGill serves as the Executive Vice President and Chief Analytics Officer for Community Health Network. In addition to serving on the Network Executive Leadership Team, he leads the Office of Network Analytics, Information Technology, Business Process Management and Clinical Informatics. Most recently, he served as the Senior Vice President for Clinical Strategy, overseeing programs to reduce clinical variation, strategies for growth and the transition towards value-based care. Prior, he served as the Vice President of Clinical Transformation. Additionally, Dr. McGill has special interests in clinical data and analytics, patient safety, population health, office workflow efficiency and waste reduction. Dr. McGill is a certified Green belt in Lean/Six Sigma. Born and raised outside of Atlanta, GA, Dr. McGill attended the University of Georgia in Athens, GA graduating Magna Cum Laude with a Bachelor of Science in Chemistry. He received his medical degree from the Medical College of Georgia in Augusta, GA and completed his Family Medicine residency at Ball Memorial Hospital in Muncie, IN. Prior to joining Community Physician Network in 2010, he practiced Family Medicine in Pendleton, IN. He is board certified in Family Medicine and continues to see patients at South Indy Family Practice.

www.e c o mmunit y . com

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“ Our brand promise is exceptional care, simply delivered, and one of our values is patients first” — Patrick McGill, EVP, Chief Analytics Officer

years. A good example is the da Vinci Surgical System, a robot-assisted system that helps surgeons perform delicate procedures.

“They’ve been very successful,” says McGill. “They have been found to reduce surgery time, improve outcomes, shorten the length of a hospital stay after surgery, and patients recover faster.”

McGill explains that there is still a

that don’t directly impact patient

degree of suspicion of AI in health-

care which we could align our busi-

care. “A lot of the time I feel that AI

ness processes. Things like billing,

is slow to be adopted in the care of

IT operations, and, moving forward, some HR functions like the onboarding of new employees, which we can streamline and automate.

“If we can show people that we’re moving forward as a digital enterprise, it’ll drive the organization forward and achieve the goals that we want, but still preserve that doctor-patient and provider-patient relationship that’s so sacred. We don’t want to disrupt that relationship – we want to enhance it.”

The organization has been deploying state-of-the-art technology to assist the workforce for a number of www.c www.e o mpacny o mmunit we bsit e. y . com

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COMMUNITY HEALTH NETWORK

“ We’re building the analytic platform to understand the patient journey and the clinical journey” — Patrick McGill, EVP, Chief Analytics Officer

patients because physicians, nurses and pharmacists really want to understand what’s in the black box of AI,” he says. “If they don’t understand it and they can’t explain it, then they don’t want to adopt it.

“While easing into the realm of digitalization, we’ve tried to leverage AI tools to help augment their knowledge, so servicing algorithms where patients might be at a higher risk of a fall, to alert the clinician to take some extra precautions with this patient, or

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in areas where the patient might be

CHNw Safety Message CLICK TO WATCH

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11 faster to deteriorate, to alert the clini-

receive test results or to pay their

cian that they’re at risk of becoming

bills, it’s about achieving a true con-

sicker. It’s about using AI to augment

sumer-driven experience.

their decision-making versus telling

“Leveraging things like Mychart

them what they need to do. We’ve had

within Epic as a communications

some success leveraging predictive

platform, and our partnership with

models and AI in that fashion, versus

CipherHealth that helps us provide

being more prescriptive.”

text-based outreach or post-dis-

In terms of how analytics and AI

charge follow ups when patients leave

can benefit patients, McGill explains

hospital, these types of partnerships

that they provide ease of use and

are key in creating this kind of patient-

convenience. “We’re trying to drive

centric, frictionless experience.”

a patient-centric frictionless experi-

As well as Epic and CipherHealth,

ence, whether that’s to schedule

CHNw has several other important

appointments or consultations, to

strategic partners. Health Catalyst www.e c o mmunit y . com

has been a key clinical partner for six

prescribing process, and automates

years, helping to drive them towards

insurance authorization within the EMR

being a data-led organization, while

workflow. CHNw has piloted and will

guiding them on an improvement

be launching CoverMyMed’s Real-time

methodology, reducing unnecessary

Benefit solution across the enterprise.

clinical variation and improving patient

This tool allows providers to see patient

safety. By using the Health Catalyst

cost at the point of prescribing.

DOS operating system enterprise data

They are also partners with phar-

warehouse, CHNw has made tremen-

maceutical company Eli Lilly, who

dous gains in operational and clinical

they work with on patient educa-

efficiency. Over the last three years,

tion specifically for diabetes, and

they have removed more than than

Stanson Health (part of Premier,

$35mn of waste from the system.

Inc), who have provided a tool that’s

Additionally, software created

by CoverMyMeds improves the

embedded into the EMR that ensures appropriate care is given.

“ A lot of the time I feel that AI is slow to be adopted in the care of patients because physicians, nurses and pharmacists really want to understand what’s in the black box of AI” — Patrick McGill, EVP, Chief Analytics Officer

“It delivers curated content and rules into the EMR silently, searches through the algorithms, and can actually look through the patient chart, searching their history, medications, problem lists and past visits,” explains McGill. “It can make recommendations, for example, if a patient comes in with acute back pain, and the recommendation is don’t have an MRI, when I try to order an MRI it will give me an alert to maybe refer them to physical therapy instead. Better quality outcomes with lower costs.”

www.e c o mmunit y . com

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COMMUNITY HEALTH NETWORK

1956

Year founded

$2.5bn+ Revenue in US dollars

15,000 14

Number of employees

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COMMUNITY HEALTH NETWORK

He says a particular area of success with this tool has been with reducing unnecessary lab testing.

“We really strive for partners to help solve some of our problems” he says.

In terms of looking ahead, McGill explains that they’ve paused looking at their five-year strategy given the disruption and pace of change caused by Covid-19, and instead look at their more immediate future.

“I see us continuing to accelerate. Along with our partners, we’ve 16

built the foundation for a true digital transformation,” says McGill. “We’re building the analytics to understand

“ We’re trying to drive a patient-centric frictionless experience, whether that’s to schedule appointments, to receive test results or to pay their bills, it’s about achieving a true consumer-driven experience” — Patrick McGill, EVP, Chief Analytics Officer

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the patient journey and the caregiver

reliable housing, continuing to focus

journey, so we will have the ability to

on those things, and leveraging digital

understand that and strive for a fric-

tools as much as we possibly can to

tionless experience.”

achieve those goals and outcomes.

“I’m not sure you ever get to where

“Our brand promise is Exceptional

you want to be because there’s

Care, Simply Delivered, and one of our

always continuous process improve-

values is Patients First,” McGill adds.

ment. But I do think that our goal is to

“When you put those two together,

continue to focus on the patient and

along with the culture at Community,

on our caregivers, on equity, whether

that’s what drives people to come to

that’s race and social equity, health

work here every day.”

equity, outcomes, social determinants of health like food insecurity and www.e c o mmunit y . com

COMMUNITY HEALTH NETWORK 1500 N RITTER AVE 46219 T +800 777 7775 www.ecommunity.com

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