Bharat Serums

Data in Business AnalyticsPerspective for Indian Healthcare Market

Debashis Basu Partner and Leader Enterprise Intelligence and Analytics EY India

September 7, 2013

Page #1May 22, 2008Presentation titlePage #Challenges with Data Analytics in HealthcareData available in healthcare can be segregated along the following lines Structured Data : EMR systems, Claims systems, Revenue cycle systems Unstructured Data : Doctor notes, Images

Focus has been on the "volume" end of analytics, namely Data Management and Governance Descriptive analytics, while Advanced Analytics and Predictive Modelling usage is limitedMost Hospitals are understaffed for the most basic reporting and analytical needs4th International Conference on Transforming Healthcare with IT - 6th 7th Sep. 2013 Hyderabad, IndiaPage #Structured data (external): Public data (CMS), benchmark data, syndicated data Unstructured data (external): social media

May 22, 2008Presentation titlePage #Emerging markets/India Specific ChallengesLack of country wide hospital KPI data No adequate survey-based data No administrative reporting system that provide basic hospital service statisticsHealthcare organizations are wary of technology integration due to cost burden caused by requirement of IT infrastructure and technical expertise

4th International Conference on Transforming Healthcare with IT - 6th 7th Sep. 2013 Hyderabad, IndiaPage #types of out-patient visits and in-patient admission, bed utilization rates, bed days, occupancy rates, and average length of stay, etc.The availability of quality data on morbidity patterns and patient safety is also grossly inadequate.

In all, this scenario, limits the ability to design innovative health insurance products and effective patient safety programs in the hospitals

May 22, 2008Presentation titlePage #Silver lining for Data Analytics for Indian Healthcare providersAccording to Gartner, India's healthcare providers plan to spend US$ 1.05 billion on IT products and services in 2013As the health care industry moves to electronic health records, the storage of data is increasingly going to be on the cloud. 4th International Conference on Transforming Healthcare with IT - 6th 7th Sep. 2013 Hyderabad, IndiaPage #types of out-patient visits and in-patient admission, bed utilization rates, bed days, occupancy rates, and average length of stay, etc.The availability of quality data on morbidity patterns and patient safety is also grossly inadequate.

In all, this scenario, limits the ability to design innovative health insurance products and effective patient safety programs in the hospitals

May 22, 2008Presentation titlePage #The healthcare business intelligence / EPM landscapeHealthcare decision support is usually workflow-specificProvided within functional systems of enterprise HCIT vendorsAnd is not cross-application or cross-enterpriseEnterprise-level BI solutions in healthcare are scarceEnterprise software vendors (McKesson, Siemens, Cerner, GE, Eclipsys, Epic) Offer data warehouses and OLAP tools specific to their applicationsBut are not an effective enterprise solution, particularly for revenue cycleTechnology vendors (BEA, Cognos, Business Objects, Hyperion, Qulikview Microsoft) Offer tools to create BI/EPM solutions but must be custom-developed Are costly to implement and maintain most hospitals & physicians cant afford themFunctional SystemsData WarehouseBusiness IntelligencePerformance Management4th International Conference on Transforming Healthcare with IT - 6th 7th Sep. 2013 Hyderabad, IndiaPage #The healthcare business intelligence / EPM landscapePure healthcare BI companies (limited number - Avega, Precision.BI, MedeAnalytics, Craneware, Advisory Board, Premier, Thompson Reuters, Healthcare Management Council, CareMedic)Provide subscription-based solutionsBut technology is not leading edgeThey are usually retrospective reporting and benchmarking servicesRather than EPM

The industry still lacks an affordable healthcare-specific EPM solution that can be easily implementedFunctional SystemsData WarehouseBusiness IntelligencePerformance Management4th International Conference on Transforming Healthcare with IT - 6th 7th Sep. 2013 Hyderabad, IndiaPage #Key Problems Inefficiency & lack of visibility

Assignment & Transfer Delays

Limited Capacity Intelligence Unmonitored bed turnaround Delayed visibility of empty beds Unseen capacity

Delayed Discharges Transport delays Equipment/pharmacy req Test results

My housekeeping staff finds out about discharged patients by checking a handwritten log.My surgeries are being canceled for want of an inpatient bedWe are having difficulty in tracking quality of care. Our CMS scores are low and we are not getting full reimbursementsPatients are being sent to other hospitalswe cant find roomNews State of NY cut Medicaid reimbursements to hospitals by 8%. For a mid-size hospital, this is an impact of about $20M in revenue loss. The only way for hospitals to deal with this cut is to be more efficient in their services using technologies that make them address this, cut operational costs & increase productivity

4th International Conference on Transforming Healthcare with IT - 6th 7th Sep. 2013 Hyderabad, IndiaPage #Integrating Information Across Silos in Real time

Predictive Early Warning

Drill Down Visibility

Root Cause AnalysisClinical &QualityOperational& FinancialIT & SecurityHealth MetricsHISADTRadiology (PACS)Order EntryBed ManagementPharmacy4th International Conference on Transforming Healthcare with IT - 6th 7th Sep. 2013 Hyderabad, IndiaPage #Hospital EPM Solutions Landscape

4th International Conference on Transforming Healthcare with IT - 6th 7th Sep. 2013 Hyderabad, IndiaPage #Benefits - Increased Admissions & ROI Gain for HospitalsExecutive ObjectivesCXOs are looking for ways to increase patient throughput Increasing throughput is increasing the number of admits at a hospitalThrough making processes in the hospital more efficientRoadmap to improved bed utilizationBy optimizing latency between discharge & occupancyBy creating visibility at the time of admissionsBy improving the discharge processEstimated Increased Admissions & RevenueAn average 400 bed hospital can expect the following benefitsPerformance LevelConservativeModerateAggressiveBed Turns Gained per Year3.125.3210Admissions Gained90515422899Revenue Opportunity$4,070,658$6,940,993 $13,046,980Saving Just 2 Hours between discharge to admission can lead to an extra capacity of 6 bed days (increase of 1 bed turn) 4th International Conference on Transforming Healthcare with IT - 6th 7th Sep. 2013 Hyderabad, IndiaPage #Illustrative out comeBed Turnaround Time20% reduction in Bed Assignment Time (request to assignment)15-30% reduction in Bed Occupancy Time (request to occupied)30-40% reduction in Bed Occupancy Time for evening and nightBed Occupancy & Capacity Improvement8-10% improvement in bed occupancy (inpatient conversions)10-13% improvement in ED Admissions (improved bed utilization)8-10% improvement in ED utilization (better resource management)Nursing & Clinical25-40% reduction in outpatient conversions 30% reduction in outpatient conversions for interventional radiology20% reduction in overall outpatient conversions3% improvement in early discharges (before 2:00 PM as) % of total

ACTUAL PERFORMANCE25% Improvement in Bed Requested vs. Bed AssignedACTUAL PERFORMANCE10% Improvement in Inpatient Conversions4th International Conference on Transforming Healthcare with IT - 6th 7th Sep. 2013 Hyderabad, IndiaPage #This document contains confidential material proprietary to Ernst & Young Private Limited ("EY). The tools, material, ideas and concepts contained herein are proprietary and are to be used solely and exclusively to evaluate the capabilities of EY to provide assistance to COMPANY.. The contents of this proposal are intended for the use of MSM and may not be distributed to third parties. This document does not constitute an agreement between EY and Company. Any services EY may provide to MSM will be governed by the terms of a separate written agreement signed by both Company and EY. This document is based on information provided to us by MSM, which we have not verified. Accordingly, we are not responsible for any inaccuracies in that information. Furthermore, changes in MSM definition of requirements will necessarily affect the document set forth herein.If company decides not to proceed with the project, selects another consulting firm, or decides to conduct the project itself, we request return of any printed copies of this document together with the assurances that no photocopies of this document have been made.ERNST & YOUNG LLP5th Floor, Bock B2 Nirlon Knowledge Park, Off Western Express Highway, Goregaon (East), Mumbai 400 063www.ey.com/india 2013 Ernst & Young. All rights reserved

Thank youPage #May 22, 2008Presentation titlePage #