[eBook] Transforming Health: Enabling Integrated Care

TRANSFORMING

HEALTHEnabling integrated Care

EMEA Market StudyConnect people, processes, and information where it counts – at the point of need

2

EMC asked IDC Health Insights to analyze the future of information sharing in the health sector.

The goal was to better understand the business drivers

influencing IT investments in hospitals, regional and national

government healthcare entities.

This eBook provides an overview of the findings, showing the

commonalities and differences of how the integrated care delivery

model is being adopted in Western Europe, the Middle East and Africa

find short, medium and long-term strategies to enable integrated care.

You can download the full report here.

International Data Corporation (IDC) is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications and consumer technology markets. IDC helps IT professionals, business executives, and the investment community make fact-based decisions on technology purchases and business strategy. More than 1000 IDC analysts provide global, regional, and local expertise on technology and industry opportunities and trends in over 110 countries worldwide.

Learn more at www.idc.com

EMC is a global leader in enabling businesses and service providers to transform their operations and deliver information technology as a service (ITaaS). Fundamental to this transformation is cloud computing. Through innovative products and services, EMC accelerates the journey to cloud computing, helping IT departments to store, manage, protect and analyze their most valuable asset — information — in a more agile, trusted and cost-efficient way.

Learn more at www.emc.com

https://sso.emc.com/sso/login.htm?CTAuthMode=BASIC&siteLocale=en_US

http://www.idc.com

www.emc.com

3

REPORT METHODOLOGY

188 Hospital executives

from a telephones survey (IT & non-IT)

12 Government interviews

with executives in charge of eHealth programs at both national & regional levels

IDC’s Continuous MONITORING

of the healthcare sector IT trends in Europe,

Middle-East and Africa

25 United Kingdom

35 Turkey

28 Germany

35 Saudi Arabia

27 France

38 South Africa

WESTERN EUROPE

MIDDLE-EAST & AFRICA

INTEGRATED CAREAt The Nexus of the Health Value Chain

“A re-orientated healthcare system will ensure the future sustainability of service delivery. ”

5

THE HOSPITAL CENTRIC SYSTEM

Traditionally the center of gravity of the healthcare system is the general hospital, which still accounts for

This hospital-centric system deals efficiently and effectively with acute episodes, such as serious infections, or surgeries. These conditions require providing several days of acute care for a relatively small number of very ill patients.

Integrated Care At The Nexus Of The Health Value Chain

This system, however, does not deal efficiently and effectively with noncomunicable diseases (NCDs) that require continuous care for a large number of patients whose conditions are less acute but are often associated with long-term disabilities and premature deaths.

40%+ of healthcare expenditure, in many developed countries.

6

Source: Lancet scientific magazine in 2012

THE HOSPITAL CENTRIC SYSTEM

World Health Organization studies indicate that NCDs are an: “invisible epidemic...“ and “The burden is growing - the number of people, families and communities afflicted is increasing. Common, modifiable risk factors underlie the major NCDs. They include tobacco, harmful use of alcohol, unhealthy diet, insufficient physical activity, overweight/obesity, raised blood pressure, raised blood sugar and raised cholesterol.”

In fact, the World Health Organization (WHO) estimates that: “Nearly 80% of NCD deaths - 29 million - occur in low- and middle-income countries” and “More than 90% of NCD deaths that occur before the age of 60, happen in low-and middle-income countries”. As a result, NCDs rose to the top of the healthcare policy agenda in emerging countries, because their impact on younger age people are a serious drag on economic development. A trend that is confirmed by this IDC-EMC study, as hospital executives in Turkey, Saudi Arabia and South Africa indicated that prevention and control of NCDs is as important, if not more important than other broad healthcare policy goals, such as increasing access to services. (See Figure 1)

POLICY OBJECTIVES IN MIDDLE-EASTERN AND AFRICAN HOSPITALS

Source: IDC 2013

#.##

#.##

#.##

#.##

Prevention and control of non-communicable disease initiatives

Increase access to healthcare services

Accreditation of programs and clinical patients

Promotion of evidence-based clinical practice

Figure 1

In the U.K., the number

of people with three

or more long-term

conditions is predicted

to rise

1.9M

2.9M

2008

2018

Large Ageing

population

More Long-term conditions

additional expenditure by 2018. £5B

will have a significant impact on health and social care and may require


1 5----------------------------------------------------- IMPORTANCE ---------------------------------------------------

7

TRANSITIONING TO A SUSTAINABLE SERVICE DELIVERY MODEL


An integrated care delivery model can

INCREASE PATIENT SAFETY

HELP CONTROL COSTS

Lessening the impact of risk factors

through their mapping and prevention campaigns

Strengthening primary healthcare early-detection

and treatment capabilities to reduce the risk of acute episodes

at later stages

Re-orienting the overall health system to

address the needs of people affected by NCDs

+

8

TRANSITIONING TO A SUSTAINABLE SERVICE DELIVERY MODEL

The re-orientated healthcare system will ensure the future sustainability of service delivery

by coordinating all actors across the value chain, including hospitals, primary

care, community care, private clinics, public health authorities, payers,

life-science organization and, last but not least, patients.

Hospitals Primary Care Professional

Community & Social Care

Life Science Research Organizations

Day Hospital Clinics & Labs


PatientsPayers Governments & Public Education Institutions

INFORMATIONIS THE CONNECTIVE TISSUE

“Patient information needs to be reliable, complete, and relevant to the context in which it will be used.”

10

#1

ENABLE INFORMATION SHARING WITH INTEGRATED RECORDS

Information is the connective tissue for integrated care that increases patient safety - The level of coordination and collaboration required by integrated care delivery across the health value chain is a step-change, particularly for hospitals that have been at the center of the delivery system for over a century.

The need to coordinate among hospitals and other stakeholders will spur some consolidation but the vast majority of integrated care delivery will have to be enabled by cross-enterprise information sharing, through the creation of integrated patient records.

When complemented by appropriate organizational processes and incentives, information technologies provide healthcare decision makers the meaningful and timely insights to make planning, management and service delivery decisions that improve patient safety and satisfaction, while controlling costs, across the end-to-end patient experience.

In fact, patient care and satisfaction are the top business priorities for the hospital executives interviewed as part of this study. Taking precedence over regulatory compliance, and sensitive data protection. (See Figure 2)

Hospital executives also feel patient safety outweighs cost controls.

Source: IDC, 2013

Information Is The Connective Tissue

Patient care and satisfaction enchancement

4.14.4

Sensitive data protection 4.04.3

Regulatory compliance 3.94.3

Clinical performance improvement

3.94.3

Organization contribution to business goals

3.84.1

Increase staff satisfaction 3.84.0

Reducing operational costs 3.84.0

Communication and external relations improvement

3.84.0

Procurement efficiency 3.83.9

Multi-channel strategies to suport patient services

3.64.1

Organizational restructuring and consolidation activities

3.73.8

EMEA HOSPITAL SECTOR

BUSINESS PRIORITIESOrganizational restructuring and M&A activities are not a business priority while patient care and satisfaction are at the top of the list.

Figure 2

Western Europe Middle East & Africa

1 5------------------------ IMPORTANCE ----------------------

11

THE VALUE OF INFORMATION INSIGHTSInsights extracted from integrated patient records will be precious in a wide-variety of use cases, from hospital administrative processes, to clinical decision support, to collaboration of university hospitals with life-science research organization.

Administrative information sharing can drive value for money in anti-fraud, and resource optimization.

Clinical information sharing can help doctors apply the latest findings of medical research, thus providing personalized and evidence based care services. This will enable providing better care for patient current conditions and efficiently preventing complications and new disease developments.

Life-science research organizations can improve clinical trial design and results analysis, speeding up research times, results accuracy and bench-to-bedside translation.


12


BIG DATA ADOPTION DRIVERS

Figure 3

Volume Variety Velocity

3.45

3.91

3.55

3.68

3.60

3.83


INTEGRATED CARE INFORMATION MANAGEMENT CHALLENGES

Integrated care is not an entirely new business model. And so

are the related information technologies that support it, such as telemedicine, electronic health

records and clinical decision support systems. Pilot initiatives,

particularly in Western Europe, North America and Australia have

been running, for the past ten years; and in emerging countries,

for the past three or four years. However, full-blown transformation has been hindered by a number of business and technical challenges.


Governance modelsThe transformation from traditional service delivery, to integrated care implies profound change in the governance of national healthcare systems and in the organization of individual providers. The fact that “organizational restructuring and consolidation” activities rank very low, among top business priorities, confirms the difficulty of driving change. (Link to Figure 2)

Big dataIn many healthcare organizations, the BI/DW technology stack cannot leverage clinical documentation that is by nature unstructured. This has thwarted efforts by providers to create highly structured data warehouses common to other industries. Clinical data is also extensive, inconsistent and multidimensional, creating issues for warehouse designers. These BI architectures, and the scalability of the underlying infrastructure, will be challenged further by the increase in data volume, velocity and variety. (See Figure 3)

Regulatory complianceIn jurisdictions where cultural and religious considerations are carefully considered, lack of data privacy legislation has slowed down information integration. However, advances in IT security tools and information assurance management policies and practices permit further progress.

Cultural changeWithin any given healthcare organization, the technical rationality of IT professionals and suppliers often collides with managerial rationality of hospital managers and the medical rationality that puts clinical care at its center. Effective change management during an implementation project becomes essential to educate staff about the potential benefits and risks to their daily routine, as well as their involvement in ensuring patient safety.

1

5

------

------

--- IM

PORT

ANCE

-----

-----

13


INTEGRATED CARE: INFORMATION MANAGEMENT CHALLENGES


2014 ICT BUDGET OUTLOOK

Figure 5

Increase Same Decrease

Positive Outlook

UK Germany France Turkey SaudiArabia

South Africa

12%

32%

56%

4%

43%

46%

48%

37%

7%

14%

65%

12%

46%

38%

17%

66%

29%

BudgetNational healthcare services are mostly seeing a positive budget outlook from survey respondents. (See Figure 5)

However, a large share of hospital ICT budgets are committed to maintaining and running legacy systems and infrastructure, (See Figure 6) leaving a small share of funding to radically innovate existing solutions.

Data qualityAs care becomes patient centric, volume, speed, granularity, and variety of patient data will become more susceptible to risks of errors. Patient information needs to be reliable, complete, and relevant to the context in which it will be used, so that clinicians, administrators and patients can not only trust it, but so that it positively increase quality and outcomes. The time aspect, however, should not be neglected, as the rate in which individuals are affected by chronic diseases will change slowly as populations continue to grow.

Maturity of ICT service deliveryWestern European countries have achieved a relatively high level of maturity of their ICT infrastructure and now must free up resources from maintenance budgets to continuously improve through consolidation, shared services and cloud computing. Emerging countries, on the other hand, suffer less from legacy maintenance issues, but rather have experienced hindrances finding skilled workers. (See Figure 4)

Siloed legacy architecturesTo build an integrated patient record, information currently sitting in fragmented administrative and departmental systems must be pulled together. A top priority to survey respondents. (See Figure 4) This demand is expected to increase as more patient histories are digitized and must be combined with medical images, pathology tests and administrative patient information in order to provide optimal clinical and care management.


2014 ICT BUDGET BREAKDOWN

Figure 6


Upgrade Innovate Compliance Maintain

19%

12%18%

23%

15%

20%

39%

54%


IT ORGANIZATION PRIORITIES

Figure 4


Integrated and secure access to data and

applications

4.184.39

Align IT projects and build flexible IT systems to

support strategic business

4.064.23

Improve quality of IT skills within the organization

4.014.28

Proven data privacy protection

4.134.56

Speed and cost of regulatory compliance adaptation

4.014.20

Improve IT governance3.93

4.25

Lower costs of IT3.90

3.57

1 5------------ IMPORTANCE ----------

DOCUMENTLIFECYCLE MANAGEMENT

“IT solutions strongly contribute to building the solutions needed for integrated patient records.”

15

Coherent archiving, retention, and disposal and most importantly, integrated access and interpretation of data can give administrative and

clinical decision makers valuable insights for effectively planning, managing and operating business processes.

AN INFORMATION-CENTRIC INTEGRATED CARE MODEL

Solutions that support structured and unstructured information capture, archival and access across multiple EMR, EHR, COPE and departmental applications by decoupling the data from the business logic.

Document LifeCycle Management

Document l

ife c

ycle Cloud com

puting

Big d

ata & analytics

SOLUTIONS

16



CLOUD COMPUTING INVESTMENT DRIVERS

Figure 9


Cost efficient 3.62

4.05

Helps deploy applications faster

3.604.00

Improves access from various devices

and locations

3.864.19

Scalable3.58

4.28

Helps establish standard processes

3.624.14

Innovate and expand the business

3.740.00

1 5------------ IMPORTANCE ----------EMEA HOSPITAL SECTOR

DOCUMENT LIFE-CYCLE MANAGEMENT 12 MONTH INVESTMENT PLANS

Figure 7

Invest in a new solution

Maintain or enchance exisiting solution


South Africa

60% 57%

4%

89%

7%

23%

15%

94%

6%11%

16%


BI/ ANALYTICS 12 MONTH INVESTMENT PLANS

Figure 8

Invest in a new solution

Maintain or enchance exisiting solution


South Africa

61%

63%

7%

15%

11%

94%

18%

26%

16%

56%

7%

The overall adoption of big data solutions in the EMEA healthcare market is still small due to limited market maturity. However traditional BI solutions are increasingly being used to run analysis beyond simple financial data reporting, such as complications management, readmission management and disease progression. Further investments are expected.

Document life cycle solutionssupport structured and unstructured information capture, archival and access across multiple EMR, EHR, CPOE and departmental applications by decoupling the data from the business logic. See Figure 7

These solutions, such as the EMC Documentum Integrated Patient Record solution suite, should rely on coherent archiving infrastructure that can provide reliability, redundancy and security, while orchestrating different tiers of storage to reduce the cost of managing increasing volumes of data.

Big data and analyticsbeyond volume, variety and velocity—will enhance patient safety and satisfaction. Big data will also enable better coordination to manage population health, and support new business models to make healthcare services more financially sustainable. See Figure 8

Cloud computing solutions help deploy applications faster, offer access from multiple locations and devices and offer scalability to deal with the increasing volume of information that needs to be archived and retained for longer periods of time as part of a coherent archiving strategy that relies on hybrid storage infrastructures. See figure 9

AN INFORMATION-CENTRIC INTEGRATED CARE MODEL

17

INTEGRATED CARE DELIVERY: A PATIENT INFORMATION MANAGEMENT STRATEGY FRAMEWORK

The adoption of technology alone will not deliver the expected results. With a consistent strategy and implementation approach, the ecosystem of healthcare providers can overcome business and technology challenges to share patient information effectively and efficiently.


It is important to note, that most hospital IT and non-IT executives will not be able to define and control all variables. Countries that launched eHealth strategies as early as 2004, such as Turkey, or later adopting countries, such as Saudi Arabia that launched its first national eHealth strategy in 2010, have to deal with legacy governance arrangements, legacy business processes and technologies, changing budget and political priorities.


PATIENT INFORMATION MANAGEGMENT STRATEGY FRAMEWORK

Figure 10

OUTCOMES/GOALS OF INTEGRATED CARE

INTEGRATED CARE GEOGRAPHICAL SCOPE

PATIENT DATA OWNERSHIP & MANAGEMENT

SCOPE OF PATIENT DATA REPOSITORY

Patient saftey and satisfaction

Cost effective allocation of healthcare expenditure

Regulatory compliance

SOFTWARE SOURCING APPROACH Best-of-breed End-to-end suite Best-of-suite

INFORMATION INTEGRATION

APPROACH

Point-to-point application integration

Service oriented architecture that updates a consolidated

dataset real time

Federated architecture, based on a master-patient index, that updates information from source systems

International National Regional Community of providers

National/regional department of health

Individual hospital/ healthcare provider Patient Third-party

PATIENT DATA MODEL Proprietary – application specific Open – Compliant with international standards

BUSINESS LOGIC/ FUNCTIONAL CAPABILITIES

Data capture, archival, retention, access, reporting and auditing Big data/analytics Clinical

workflowsAdministrative

workflows

Patient administrative data Patient pathologies Patient medical tests Patient treatments

and prescribed drugs

USER ACCESS INTERFACE/ CHANNEL

Healthcare provider portal

Desktop application UI

Department of health portal Third-party portal Native mobile

apps

BUSINESS STRATEGY

INFORMATION GOVERNANCE

ENTERPRISE ARCHITECTURE

18


OUTCOMES OF INTEGRATED CAREThe strategic business outcomes of integrated care management and delivery are usually a combination of patient safety, cost-effectiveness and regulatory compliance.


2014 BUDGET EXPECTED TO BE ALLOCATED TO REGULATORY COMPLIANCE

Figure 11

13.8%16.5% 16.6% 18.6%

28.1%

16.2%


No plans to invest in new solution

Maintain current solution

Plans to invest or upgrade in 12 mos

Patient safety and satisfaction The top priority for the vast majority of hospital executives. In an

integrated care setting, outcomes are the result of effective coordination, collaboration and communication among multiple stakeholders. This helps prevent patient health deteriorating, and in cases where it does, apply the most appropriate treatment.

Cost-effective allocation of healthcare expenditure A top objective for national and regional health policy-makers that want to free

up resources to broaden citizen access to health services. A more cost effective allocation of resources can result in a balanced flow of patients between hospitals and other healthcare providers, and by proxy, reduces waiting times and shortens hospital stays, which improves patient experience.

Regulatory complianceFrom an information management perspective, it is interesting to notice (See Figure 11) that the hospital executives that have already adopted document life-cycle

management solutions and plan to maintain them in 2014 are also those that expect to allocate the largest share of ICT budget to regulatory compliance initiatives. (Link Figure 4)

This is a clear indication that document life-cycle management solutions have been deployed to make sure that the increasingly complicated data privacy and retention laws and policies are applied consistently and in an automated manner across multiple business systems. In the future, this strong basis of securely and coherently archived patient data could be leveraged to generate higher business value in terms of patient safety and cost effectiveness.

19


International eHealth initiatives have been promoted over the years by the European Commission to ensure the free and safe flow of workers and tourists. However, beyond a standard European Health Insurance Card for patient identification and access to A&E services, EU member states have achieved little in terms of cross-border information sharing so far.

National eHealth strategies, which include building integrated patient records, have been launched in countries such as the U.K., France and Saudi Arabia. These initiatives, however, still face challenges that need to be addressed, such as change management requirements.

INTEGRATED CARE GEOGRAPHIC SCOPE

The challenges that national programs encounter in supporting integrated care and integrated patient records indicates that a purely top-down national approach is not viable. As a result, policy-makers are breaking down national programs into community-level pilots and regional-level projects that are more sustainable in the long-term.

Region-wide integrated health and eHealth programs have been the prevalent model in countries like Germany, Spain, Italy and the Nordics. In large regions with many patients and hospitals, the governance challenges are still big, but more manageable than at the national level. Decisions regarding data standards, procurement and program implementation can be managed through pilots and escalation mechanisms, built to reconcile points of view at the regional level, where the overall budget is held.

Community healthcare providers revolve around one or a small group of hospitals that act as a small ecosystem. This is also the geographic scope of most patients’ mobility. The majority of patient interaction with healthcare providers takes place in the area where they live.

20


Patient Data ModelThe European Union and the United States government set up a Cooperation Initiative to promote interoperability of Electronic Health Records, so that:

• Individual patients can be empowered

• Clinical outcomes can be improved

• Individual patient safety and population health can be improved

Historically, patient data have been tightly coupled with application logic through proprietary data models, which made integration difficult. To achieve more open data models that ensure semantic interoperability, syntactic interoperability and patient mediated data exchange requires more than making software compliant with international standards. It will requires reconciling approaches with more loosely coupled architectures that combine structured and unstructured data management tools. Something that is very hard to deploy and manage at a national or regional level.

Patient Data Ownership & GovernanceAccording to European Union legislations, the patient is the legal owner of his clinical and administrative data. However, national and regional departments of health, individual hospitals, or GPs end up managing patient records and are responsible for an integrated care ecosystem. The gap of health and regulatory compliance literacy is still too wide to expect patients take full ownership of an integrated patient record.

However, more involvement from the patient will be necessary to ensure full orchestration, as not even GPs have a full view of clinical treatments, tests and prescriptions particularly over a long-period of time. Patient participation is also necessary because pieces of clinical and administrative information are held by third-parties, such as private clinics, employers and private health insurance companies.

Scope Of Patient Data RepositoryWhen dealing with integrated patient information management, the business objectives have an impact on the scope of the patient repository. For instance, if the objective is to ensure free access to A&E services, access to basic administrative and clinical data is sufficient.

But the more comprehensive the business objectives, the wider the set of data that should be archived and made available for analysis. This covers health information such as:

• Patient administrative data: identity, address, reimbursement entitlement, etc.

• Patient history of pathologies and acute episodes

• Patient history of medical tests

• Patient history of medical treatment and prescribed drugs

21


BUSINESS LOGIC & FUNCTIONAL CAPABILITIES

The business objectives of integrated care management and delivery programs influence the evolution of business logic because initiatives that are purely focused on regulatory compliance can be satisfied with solutions that provide data capture, archival, retention, access, reporting and auditing capabilities.

Big data and analytics enable integrated care ecosystems to extract value from integrated patient records to apply optimal treatment and give the right incentives to providers that need to collaborate through more granular measurement of outcomes.

Clinical Workflow Capabilities

CPOE & Electronic Prescribing

Administrative Workflow Capabilities

PAS admission-discharge-transfer functionalities to track reimbursement patterns

In order to orchestrate clinical

pathways across the health value chain,

clinical and administrative workflow

capabilities are required.

22


USER ACCESS / INTERFACE

Access to patient information is increasingly moving away from pure desktop application specific UIs and

being made available through portals and native mobile apps.

Increasingly, native mobile apps for healthcare professionals and patients

provide the same granularity and real-time consistency but with user-friendly access to information than

legacy application UIs. The shift in usability enabled by mobile apps could bridge some

of the patient information integration gap, particularly in clinical data

consumption use cases.

23


SOFTWARE SOURCING APPROACH

Hospital clinical information system architectures have historically used best-of-breed applications for electronic patient record, departmental systems, CPOE, medical imaging and laboratories. These fragmented architectures and proprietary data models have typically focused on leading-edge business capabilities for a small group of administrative or clinical users, which did not favor building a consistently integrated patient record, not even within individual hospitals.

True end-to-end suites, including all administrative and clinical processes could solve the patient data integration issue and would ensure consistent management of the platform. But at this stage of market maturity, there are no real end-to-end suites that can satisfy all clinical and administrative users. Rather, they are loosely coupled modules offered by the same software provider. Sometimes they are running with different UIs and on different database, application server, and operating system versions that force users to customize code and build add-ons that jeopardize the out-of-the-box consistency.

A best-of- suite approach provides a more sustainable model with core data and business capabilities that are sitting in one suite of products with ancillary capabilities and data being supported by other systems. It is in a best-of-suite scenario that solutions like document life-cycle management and vendor neutral archive can add value by not only automating regulatory compliance, but stitching together structured and unstructured data to create integrated patient records. (See Figure 12)

WESTERN EUROPE HOSPITAL SECTOR

INTERDEPENDENCE BETWEEN INVESTMENTS IN DOCUMENT LIFE-CYCLE AND OTHER SOLUTIONS

Figure 12

No plans to invest

Maintain current solution

Plans to invest in next 12 months

No plans to invest

Maintain Current

Plans to invest in next 12 months

Hospital executives that plan to invest in document life-cycle management solutions in the next 12 months are also more likely to invest in EHR, particularly in Western Europe.

EHR21%44%35%

21%39%39%

50%17%33%

DOCUMENT LIFECYCLE

This investment forms the architectural foundation for federated access across the health value-chain and in vendor neutral archives, which is a key piece to complete the patient data repository with medical images coming from different PACS solutions.

VNA

21%38%41%

26%12%62%

33%28% 39%

24


INFORMATION INTEGRATION APPROACH

Software sourcing approaches, the relative openness of data models and the scope of integration are all factors that influence the way

patient data integration can be addressed. Though, in a highly

fragmented environment, point-to-point application connectors will be

necessary to make sense of data.

Alternatively, a community of providers, each with a consistent set of data residing in

end-to-end suites, could build a service-oriented architecture that can consolidate data.

With a set of best-of-suite environments, an HIE federated

architecture based on a master-patient index can be built to offer

access to information that is extracted from source systems.

ESSENTIAL GUIDANCE

“Hospital executives should collaborate on a roadmap that includes more loosely integrated data architectures.”

26

INTEGRATING PATIENT INFORMATION: WHAT’S NEXT?

The integrated care management and delivery

model will

INCREASE PATIENT SAFETY & SATISFACTION

as demanded by hospital and other provider executives.

Essential Guidance

Integrating patient information in a secure manner will provide the connective tissue for collaboration across the health value chain, so that patients can be attended more promptly, treatments applied more

appropriately, and unnecessary and costly intervention eliminated. To fully leverage information for improved patient outcomes, while complying with patient data regulation, federated architectures must be leveraged.

KEEP COSTS UNDER CONTROL

as mandated by policymakers and payers.

+

27

Hospital executives should collaborate with other stakeholders across

the value chain on a roadmap that includes more loosely integrated data

architectures to combine clinical and administrative applications with:

Essential Guidance

Document life-cycle solutions

to integrate structured and unstructured information, while applying regulatory

requirements consistently.

Big data & analytics solutions

to extract insights from data sets of large volume, variety and velocity.

Cloud computing solutions

to ensure flexibility and scalability.

INTEGRATING PATIENT INFORMATION: WHAT’S NEXT?

28

WHAT SHOULD HOSPITAL EXECUTIVES DO?

Essential Guidance

The short-term. Use the information management framework to

evaluate your assets (technologies, standards and patient data), processes (clinical, administrative, and

governance, risk and compliance related) and skills to discover untapped opportunities in patient data

integration and analysis. For instance, document management tools applied only to automate patient data retention compliance could be used to improve

safety of medical orders. Start to experiment with document life-cycle management, big data and cloud

computing to build collaborative pilots that involve other stakeholders along the health value-chain.

The medium-term. Design a roadmap for integrated care service delivery

and integrated patient record initiatives, which identify gaps relative to existing assets, processes and skills.

Combine the gap assessments with early evaluation of pilot projects in terms of business model sustainability

to attract budget and scale them to include a larger number of stakeholders, medical specialties and

patients.

The long-term. Optimize clinical and administrative workflow by

leveraging an integrated patient record to improve the appropriateness of care. Consolidate benefits by clearly communicating changes and how they impact

the long-term goals. This allows new practices in patient data archiving, retention, access and analysis to be industrialized and new resources freed-up for new

programs.

Visit our blog to be a part of the conversation.

Learn more about this study online

http://sparkblog.emc.com

http://www.emc.com/integratedcare

[eBook] Transforming Health: Enabling Integrated Care

Health & Medicine

Transcript of [eBook] Transforming Health: Enabling Integrated Care