CHI Predictive Analytics in Action

Our Consulting Philosophy

CHI Analytics participates with organization administrators and clinical managers respectfully and in a spirit of collaboration and reciprocity. It recognizes the indispensable roles of finance and operations professionals for organizational improvement. It respects their expertise, dedication, experience, and visions for organizational change. It becomes a team player by contributing to a consensus on needs, priorities, and action feasibility. CHI intentionally builds organization staff capacity so that it can assume recommended analytical technology. Health organization ownership of analytical technology is the ideal – while of course CHI remains available as coach and consultant to resolve emerging obstacles.

Applying Results

Within this overarching philosophy, CHI returns results with recommendations in these seven domains:

  • Building and Sustaining a Competitive Lead – Which data are emerging as indicators of relative weakness vis-à-vis peer health organizations? Which indicate areas of strength? What are the root causes of these indicators and what research evidence or other information will contribute to greater efficiency?
  • Growing the Practice, Clinic, Hospital – Given its successes with care quality, patient engagement, health status, and cost management, what is the health organization’s most resilient service position in the market? Where is it challenged and will require investments to compete in the health services marketplace?
  • Outcomes Risk Management – Where do analytics point to risks for performance underachievement with care quality, patient engagement, health status, and costs of care goals? If root causes driving risk are modified, what results can be expected?
  • Improving Services, Programs, and Policies – As compared separately and all together with the full set organization’s Triple Aim goals, is performance improving, showing no change, or regressing?
  • Elevating Patient Engagement and Satisfaction – Patient-centered care is now an ultimate standard of organization performance. Their engagement and satisfaction are essential prerequisites to achieving other health outcomes. What are the characteristics of patients who are participating in their health with less than ideal motivation and success? What elements of their reticence may yield most easily to clinical support and education?
  • Nurturing a Learning Organization – Where can CHI contribute to the health organization’s mastery of the fiscal, operational, and human psychology factors that are influencing its day-to-day experience and its outcomes?
  • Planning for Action – The many elements of health care reform easily present many more action options than can be addressed by any health organization. How can CHI Analytics be tailored to support administrative and clinical management in selecting and timing action on options?