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Angela Copeland

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  • OS03 - Realignment in Health Care (ID 2)

    • Event: e-Health 2017 Virtual Meeting
    • Type: Oral Session
    • Track: Clinical and Executive
    • Presentations: 1
    • Coordinates: 6/05/2017, 04:00 PM - 05:30 PM, Room 202AB
    • OS03.05 - Towards Actionable Insights - CCO’s Journey to Date (ID 88)

      Angela Copeland, Analytics & Informatics, Cancer Care Ontario; Toronto/CA

      • Abstract
      • Slides

      Purpose/Objectives: As the Ontario government’s advisor on the province’s cancer and renal systems, as well as access to care for key health services, CCO drives continuous improvement in disease prevention and screening, the delivery of care and the patient experience for chronic diseases. We also encourage and support the broader improvement of Ontario’s health systems by driving quality, accountability, innovation and value. To support decision-making and drive quality improvement, we acquire, collect, analyze and report on data. We are the custodian of over 75+ data holdings with 127,000+ columns that translates to over 250TB of data across production and supportive non-production environments. CCO has extensive expertise in the translation of large data sets into meaningful information that is translated into knowledge on health system performance and enables directed improvement initiatives. CCO is committed to the delivery of actionable insights to inform clinical and business decision-making around the planning, delivery, management and measurement of healthcare. To date, CCO has applied disparate approaches to the implementation and management of its data and analytics assets, practices, and technology that enable information generation and utilization. Without a solid foundation, CCO’s capability to realize value from its assets and enable transformation to respond and deliver on Provincial strategies will be strained. To ensure success in the future, a defined data and analytics strategic path has been set to mitigate identified risks, exploit the value of the data, generate insights that enable informed decision-making and enable CCO’s evolution as an evidence-based thought leader.

      Methodology/Approach: In early 2016, a comprehensive “Discovery and Direction” phase was completed. The approach included: • The evaluation of the current state and the defining of a future state with respect to: o Data assets o Analytics & data management practices o Architecture & Technology o Analysis of requirements, risks, new opportunities, and partnerships • An Environmental Scan • Identification of key initiatives along with risks and interdependencies required to meet future state • The completion of an analytics pilot using an agile approach and big data. The phase concluded with the development of a 4 year 11.2M Data & Analytics Strategy and action plan. Phase 2 “Strengthening our Foundation” is now underway.

      Finding/Results: Through all of this work, we have identified the following key learnings: • Vision needs to be business outcome driven • A collaborative enterprise approach is key to success • Data must be recognized and managed as a strategic asset. • Analytics needs to be fostered as core competency of the organization • Balanced, lean governance embedded in practice should be applied • Focus on the journey not the destination

      Conclusion/Implications/Recommendations: Based on these findings, CCO has developed a Data & Analytics Strategy action plan that is now being operationalized. Our presentation will share key elements of our learnings to date, our action plan, and our priorities from a ‘people, process and technology’ perspective. Additionally, we will share key learnings from the analytics pilot that was conducted.

      140 Character Summary: CCO is implementing a Data & Analytics Strategy to become an insights-driven organization. We will share key elements of our learnings, action plan, and priorities.

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