Dulin Michael F, Lovin Carol A, Wright Jean A
Michael F. Dulin, MD, PhD, was chief clinical officer for analytics and outcomes research, Carolinas HealthCare System in Charlotte, North Carolina, at the time this article was written. He is now the population health research adviser, College of Health and Human Services, University of North Carolina Charlotte. Carol A. Lovin is executive vice president and chief strategy officer at Carolinas HealthCare System. Jean A. Wright, MD, is chief innovation officer at Carolinas HealthCare System.
Front Health Serv Manage. 2016 Summer;32(4):3-14.
The use of big data to transform care delivery is rapidly becoming a reality. To deliver on the promise of value-based care, providers must know the key drivers of wellness at the patient and community levels, as well as understand resource constraints and opportunities to improve efficiency in the healthcare system itself. Data are the linchpin. By gathering the right data and finding innovative ways to glean knowledge, we can improve clinical care, advance the health of our communities, improve the lives of our patients, and operate more efficiently. At Carolinas HealthCare System-one of the nation's largest healthcare systems, with nearly 12 million patient encounters annually at more than 900 care locations-we have made substantial investments to establish a centralized data and analytics infrastructure that is transforming the way we deliver care across the continuum. Although the impetus and vision for our program have evolved over the past decade, our efforts coalesced into a strategic, centralized initiative with the launch of the Dickson Advanced Analytics (DA2) group in 2012. DA2 has yielded significant gains in our ability to use data, not only for reporting purposes and understanding our business but also for predicting outcomes and informing action.While these efforts have been successful, the path has not been easy. Effectively harnessing big data requires navigating myriad technological, cultural, operational, and other hurdles. Building a program that is feasible, effective, and sustainable takes concerted effort and a rigorous process of continuous self-evaluation and strategic adaptation.
利用大数据改变医疗服务的提供方式正迅速成为现实。为了实现基于价值的医疗承诺，医疗服务提供者必须了解患者和社区层面健康的关键驱动因素，同时理解资源限制以及提高医疗系统自身效率的机会。数据是关键。通过收集正确的数据并找到创新的方法来获取知识，我们可以改善临床护理、促进社区健康、改善患者生活并提高运营效率。在卡罗莱纳医疗系统——美国最大的医疗系统之一，每年在900多个医疗机构有近1200万次患者就诊——我们已投入大量资金建立了一个集中的数据和分析基础设施，正在改变我们在整个连续过程中提供护理的方式。尽管在过去十年中我们项目的动力和愿景不断演变，但在2012年成立迪克森高级分析（DA2）小组后，我们的努力凝聚成了一项战略集中的倡议。DA2不仅在我们使用数据进行报告和理解业务方面取得了显著进展，还在预测结果和为行动提供信息方面成效显著。虽然这些努力取得了成功，但道路并不平坦。有效利用大数据需要克服无数技术、文化、运营和其他障碍。建立一个可行、有效且可持续的项目需要共同努力以及严格的持续自我评估和战略调整过程。
