This blog is totally independent, unpaid and has only three major objectives.
The first is to inform readers of news and happenings in the e-Health domain, both here in Australia and world-wide.
The second is to provide commentary on e-Health in Australia and to foster improvement where I can.
The third is to encourage discussion of the matters raised in the blog so hopefully readers can get a balanced view of what is really happening and what successes are being achieved.
Wednesday, March 01, 2017
A Reminder That One Of The Things That Is Necessary For Success With Health IT Is Workflow Support.
ORLANDO — Health IT vendors are still missing the mark when it comes to answering the needs of America’s burnt-out physicians.
“This is not about putting our hands up and saying stop innovation,” said Michael Hodgkins, MD, vice president and chief medical information officer at the American Medical Association. “It is simply about the need to focus on evidence, accuracy, how it’s integrated with our EHRs and how it’s integrated within our practice.”
It’s not necessarily news that broad dissatisfaction is darkening the mood in the physician community. According to Hodgkins, who delivered his remarks at HIMSS17 on Tuesday, physicians are spending twice the amount of time on deskwork and EHR maintenance, including 38 hours a month spent on EHRs after work hours, than they are treating patients.
The AMA probed that dissatisfaction in a recent survey and found with issues, there are really only a handful that plagues them. Physicians want to provide high-quality care, but EHR work seems to get in the way of that, he said. At the same time, practice sustainability and changing reimbursement models that favor scale and shift risk to the providers is leading many practices to merge or sell out altogether.
Throw in the more than 200,000 healthcare platforms and apps that are competing for not only physician buy-in, but consumer use as well, and that can further overwhelm physicians.
“What I tell physicians is just wait,” he said. “If you think the impact of the electronic health record has been significant, what do we expect from the impact of the proliferation of mobile apps, many which are unproven?”
Hodgkins said physician input is often not being sought before these platforms are built, and the result can be dangerous.
The point here is that, in countries where most billing is based on fee for service (Aus, US), that time is genuinely money and that the use of any system by clinicians is going to be seen through the prism of how much time use costs vs. how much is saved through efficiencies delivered vs. the positive clinical impact of use.
While this trade off will be an individual thing the better the integration of functionality with clinical workflow, and the better support the system offers, the more likely success will be achieved.
It would be good to see analysis of just how well we are managing in this area both with and without the myHR. Does anyone know of any research into the matter?
I wonder is this position being advertised by the ADHA going to address this issue?
Director Community Partnerships and Insights - Australian Digital Health Agency
Brisbane or Sydney based with a national remit
Understanding of the full spectrum of health consumers
The Clinical and Consumer Engagement and Clinical Governance Division provides clinical input to the strategy and design of the national digital health systems, driving system usability and clinical outcomes, based on extensive engagement with health providers and health consumers. As such this Division is the prime external face of the Agency.
Reporting to the General Manager Community, Clinical Partnerships and Insights, the Director Community Partnerships and Insights supports the development and delivery of the Agency's consumer engagement and consultation strategy, enabling a flow of critical data reflecting stakeholder needs to shape the Agency's strategy, design and delivery initiatives.
Translating stakeholder feedback and insights into work plan deliverables will require analytical and knowledge management skills within a systems thinking framework, through which you will identify patterns, translate qualitative into quantitative data, identify likely outcomes, and produce quality written reports. Project management skills, including a strong grasp of project governance structures, are essential.
You will be familiar with the processes of government (either from within or from working with), will understand and be comfortable operating in a political environment, and will have the capacity to listen, assuage concerns, provide clear guidance, and sensitively manage corporate reputational risks.