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Seven actions to making healthcare data count

kpmg.com/healthcare

2© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

Healthcare providers are sitting on a vast resource of valuable data which could transform the quality of care they provide – if only they could distill the insights they need in a given time. Organizations will only truly profit from big data if they look beyond the silos and share information that is accurate, timely and useful with whoever needs it.

Introduction

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In our latest healthcare IT magazine, Healthcare 3.0, we explore how in developed economies, healthcare providers are driven by common goals to become more efficient, reduce costs, improve patient experience and healthcare outcomes and innovate the way they provide care through digital information.

4© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

In some countries meaningful use performance is being incentivized with financial rewards and/or penalties based on outcome and process metrics

Compliance means not only digitizing content, but also sharing and using it for the affordable, demonstrable benefit of patients.

By converting records to electronic format, healthcare providers are sitting on a gold mine of data assets.

Used in innovative ways, contextual data can support executive level decisions or deliver timely insights to clinicians and patients – thereby helping to deliver better health care services and outcomes.

Tough targets for information use1

5© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

Patient, help heal thyself2

Activate patients, help them monitor and manage their conditions

Because patients are empowered with their health information, decision support tools and personalized health education, in-person and virtual online care sessions with their health providers are more productive. Engaged patients are more informed, collaborative and adherent to medical treatment options resulting in more affordable and better healthcare outcomes.

6© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

Everyday transactional healthcare data can be turned into timely intelligence and insight

Share throughout the healthcare sector and with the life sciences industry so it can inform clinical research, and the creation and accelerated delivery of new drugs and treatments.

If all parties are to embrace projects positively alignment from stakeholders across the organization (and beyond) needs to occur.

Appropriate governance that includes key stakeholders, needs to deliver tangible, measurable value from their operational data.

Advancing clinical research3

7© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

Creating order from chaos4

All of the data stored – or accessible – needs to be in a standard format that can be understood by other systems.

Unlock substantial latent value from existing data by creating a consistent platform for information management capable of crossing functional and organizational boundaries.

Consolidating it so that it can be better visualized, analyzed and shared as context specific insights should not require significant incremental investments.

8© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

So many big data initiatives in healthcare are still at the ‘advanced pilot’ stage

The healthcare sector is 10-15 years behind the curve in its automation, digitization and exploitation of data assets.

Turning data into something of value is a tougher task for healthcare organizations, than it has been for companies in the retail and financial services sectors.

Healthcare providers need to translate data into something meaningful that will help them identify and track high-value variations or gaps in care and deliver better quality outcomes.

Understanding the practical challenges

5

9© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

Staying focused6

Approaching initiatives selectively and incrementally helps keep projects focused on specific use cases and groups of users.

Allow individual frontline users to find the information they need to support self-service queries.

Interactive dashboards need to be distillable and interpreted at a glance.

‘Thought flow’– presenting information in the right way at the right time to the right person to support the right decisions.

10© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

The hardest part with any new IT-enabled change initiative is getting started.

Define the criteria early on so that the right measures are built into policies, IT strategies and systems.

Pinpoint who all the beneficiaries of the new improvements will be, so that healthcare organizations can begin to form appropriate partnerships.

Logistical issues7

11© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

Assess Your Clinical Intelligence Program

By helping organizations clarify their status in relation to each point in the maturity index, a clear roadmap for improvement that is aligned with the organization’s strategic ambitions and goals can be identified.

1. Governance

2. Digital Data

3. Uniting Data

4. Adding Value

5. Supporting Clinicians

6. Empowering Patients

See Healthcare 3.0 for full maturity index

For more information or to download the full magazine:kpmg.com/healthcarehealthcare@kpmg.com

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© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has anyauthority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International.The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.