The Mayo Clinic, data mapping and building a successful advanced data analytics program
In 2010, the Mayo Clinic’s Medical Director for Quality, Dr. Stephen Swensen, and Administrator for Quality, Mr. James Dilling, realized that for the Mayo Clinic to successfully apply data analytics to better manage risk and facilitate positive patient outcomes, they would first need to have a better understanding of its data, and the disparate collection sources used to collect and analyze it.
Quality measurement, a key component to improve healthcare, has traditionally relied on administrative data and time-consuming manual chart abstraction. This was no exception to Mayo Clinic. With the greatly increasing number of externally reported measures and internal quality initiatives, Mayo’s quality organization was challenged with easing the manual work effort burden placed on staff. The Quality Management Services (QMS) department had more than doubled its chart abstraction staff to focus primarily on manual metric creation. For the effort to be successful, Mayo’s leadership agreed that automating quality measures would provide the only viable way to free up staff time, allowing their focus to remain more on important quality improvement and analytic work rather than wasting precious time on manual measure creation.