Question 1

To unify all analytics talent and resources into one group that serve
CHS.
To make use of the rapid increase in computing power and decreases
in data storage cost by building predictive models incorporating
complex, clinical, financial, demographic and claims data.
To keep up with the competitors who are shifting toward consumer
centric healthcare by creating targeted communications strategies for
different patient segment
To keep up with the threat of new entrants like Apple and Google who
are using portable devices to monitor EMR data
 ACAs passage mandated the compensation tcustomeds rmined by
the quality of services so they had to predict exactly what the
customeds needed
CHS needed to determine a distributed data system and create a
corporate data warehouse to coalesce analytics personnel working in
small groups throughout the organization
To improve the governance structure, data access and data quality
To shift the organization away from an acecdotal culture to an
evidence based one
Question 2
By novermer 2014, DA achieved three key results it collected and
handled vast amount of data, created a data governance structure
and a system of evidence based organization
Created created models including hundreds of different patient
variable
Provided business lines with tools and education that some analytics
could be performed independently and DA could reserve capacity for
more complex questions
However, their capacity was strained by demand for analytics services
 Launched a project to reduce unneccesary emergency department
utilization in Charlotte
Mapped underserved communities
Launched readmission predictive risk model in 2013 to help the
clinical teams in CHS hospitals identify high risk patients
Created advanced illness management group to help patients with
complex medical conditions avoid hospital stays
Created a segmentation model that grouped patients into one of the
seven distinct segments so that each group receive care and
communication tailored to their specific needs.
Question 3
Entry of consumer tech companies into the healthcare space with
enhanced deliverables
Threat from the tech giants as they could potentially enter the field
by acquiring an EMR Company
They were expert in analytics with great adoption rate of consumers
Dulin was concerned about what role DA could play
The internal demands of DA were much bigger than their current
capacity
 Due to high internal demands, Dulins ability to test DAs capabilities
in the external marketplace were constrained, though the
investments for technological infrastructure were mounting
Dulin pondered which of the existing pilots might be extended
Another key focus for DA was ensuring insights translated into action
through the creation of user-friendly reports
Engaging with clinicians to ensure that data from the predictive
models improved their workflow would be a core focus of DA and
Dulin in the coming years
Question 4
Humana and UnitedHealth were increasingly using analytics to focus
on a consumer-centric healthcare
Google and Apple were also looking to enter into the healthcare
industry
They announced advanced features
Apple even partnered with several EMR companies to make medical
records and lab results available to consumers on their I-phones