Verato Maturity Assessment

What data sources are included in your organization’s source(s) of truth?

Disparate sources for data: We have a wide array of disparate sources, with little to no effort to reconcile.

Data outside core system: We have information originating outside of our core clinical data system that is not included in the single source of truth.

Data is not an enterprise-wide source of truth: Our single source of truth is only setup to enable specific service lines (e.g., level of care, specialty, etc.), and not the entire enterprise.

Data single source of truth is not throughout tech stack: Our single source of truth reconciles data from select/specific tools or systems, but not the full technology stack.

Data single source of truth covers service lines and tech stack: Our single source of truth reconciles data from all service lines and tools/systems.

What type(s) of data has your organization focused on identifying and actualizing to date?

Patient/member data only: We are exclusively focused on identifying and mastering patient/member data, and have not tried to master other data types.

Patient/member and provider data: We are focused on identifying and mastering patient/member and provider data only.

Patient/member, provider, and consumer data: In addition to patient/member and provider data, we have successfully identified and mastered consumer data (e.g. data for persons who are not yet patients or members who we are trying to engage with via marketing and other digital channels).

Patient/member, provider, consumer, and location data: We have successfully identified and mastered location data in addition to patient/member, provider, and consumer data.

All relevant types of identity data: We have successfully identified and mastered all relevant types of data.

How quickly and efficiently is your organization able to turn data into assets?

Extremely slow and ineffective: Our end users must access different systems through unique portals and logins, but data and systems are not integrated.

Slow and inefficient: We are capable of onboarding data, data sources, and systems in a non-documented and/or time-consuming process, taking months (if not years) to complete.

Resource heavy: We are capable of onboarding data, data sources, and systems in a non-documented way, but can pull in resources to complete this task in weeks or months (not years).

Efficient but resource constrained: We can onboard data, sources, and systems in a documented and efficient process, but are unable to pull in necessary resources to expedite these efforts.

Rapid and methodical: We can onboard data, sources, and systems in an efficient manner while also pulling in additional resources, turning identity data integration into a competitive advantage.

How reactive vs. proactive and manual vs. automated is your organization when it comes to reconciling data discrepancies?

Only manual: Additional resources (e.g. a 3rd-party vendor) are required to reconcile data discrepancies.

Highly manual: We have MPI, MDM or EMPI tools (e.g. our EHR’s identity management capability), but these often require manual intervention.

Occasionally manual: We have MDM or EMPI tools that only sometimes require manual intervention.

Mostly automated: We have a purpose-built-for-healthcare solution that automatically resolves most potential discrepancies and can delay action based on clinical workflows and needs.

Automated and differentiated: Our purpose-built-for-healthcare solution can catch discrepancies at the source, preventing issues and/or resolving them at the point of integration (e.g. during patient registration).

How effective is your organization when it comes to efficiently and appropriately provisioning data access or data governance?

Nonexistent or outsourced: We lack policies and procedures related to data governance or have completely outsourced this data governance.

Significantly limited: Our governance policies are owned by many groups within our organization. Our policies are dated (>1 year old), hard to find (no central repository), and unclear (multiple versions, incomplete).

Maintained but inaccessible: Our governance policies are owned by many different stakeholders, are hard to find, and are unclear — but they are up to date (<1 year old).

Robust and centralized: Our governance policies are owned by a centralized governance team. Our policies are up to date (<1 year old), easy to find (central repository), and clear (easy to follow).

Leading: Our governance policies are up-to-date, easy to find, clear, and centralized. We have policies and procedures not just for internal sources, but also for external data sources with varying levels of trust.

Does your organization trust the quality of data across internal and external sources, and is it confident in sharing it with all key stakeholders?

Pervasive lack of trust: Our organization lacks trust in our data, and/or has highly disconnected sources of data we are unable to reconcile.

Trust in specific internal data sources: Our organization trusts specific internal systems and data (e.g. our EHR) to derive insights.

Trust in internal data sources to share with stakeholders: Our organization trusts data from all internal systems to derive insights and is confident in sharing this data with stakeholders to enable use cases.

Trust in internal data sources for enabling providers and patients: Our organization trusts data from all internal systems to derive insights, and is confident in sharing this data with providers to enable both providers AND patients.

Trust in internal and external data sources for enabling providers, patients and other end users: Our organization trusts data from all sources inside and outside the enterprise to derive insights and is confident in sharing this data with both providers, patients and external stakeholders like payers.

Your organization is at Step 1 – ‘Exploring’

Your organization has begun initially exploring identity data management strategies, and a few small steps can drive significant value. Learn more by accessing your full report — which includes insights and tangible next steps on leveraging identity data management to power your strategic initiatives.

Access your full report below.

Your organization is at Step 2 – ‘Doing’

Your organization is beginning to execute on an identity data management plan, and a few small steps can drive significant value. Learn more by accessing your full report — which includes insights and tangible next steps on leveraging identity data management to power your strategic initiatives.

Access your full report below

Your organization is at Step 3 – ‘Becoming’

Your organization’s identity data management plan is showing some results, but manual processes are still abundant, and a few small steps can drive significant value. Learn more by accessing your full report — which includes insights and tangible next steps on leveraging identity data management to power your strategic initiatives.

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Your organization is at Step 4 – ‘Being’

Your organization’s identity data management plan addresses a wide variety of data types and is demonstrating impact across departments, yet a few small steps can still drive significant value. Learn more by accessing your full report — which includes insights and tangible next steps on leveraging identity data management to power your strategic initiatives.

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Your organization is at Step 5 – ‘Actualizing’

our organization’s identity data management plan is realized, and your culture revolves around identity data management, yet a few small steps can still drive significant value. Learn more by accessing your full report — which includes insights and tangible next steps on leveraging identity data management to power your strategic initiatives.

Access your full report below

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Rank the following initiatives based on their strategic importance to your organization.

Your organization is at Step 1 – ‘Exploring’

Your organization is at Step 2 – ‘Doing’

Your organization is at Step 3 – ‘Becoming’

Your organization is at Step 4 – ‘Being’

Your organization is at Step 5 – ‘Actualizing’