The Australian General Practice, Practice Incentive Program (PIP) has been in operation since 2001. In this program accredited General Practices are provided with financial incentives to reach various performance targets. The PIP grew out of the Better Practice Program in response to a series of recommendations made by the General Practice Strategy Review Group (GPSRG) that reported to the Government in March 1998.
Payments are made on the basis of a factor termed the Standardised Whole Patient Equivalent (SWPE) which is an estimate of the level of practice complexity and activity based on information gathered by Medicare Australia during its payment processing for Medicare funded services.
The typical General Practice will be about 800 – 1600 SWPEs per full time doctor – e.g. a 4 man practice will have a SWPE of about 4000. The statistically average FTE GP sees 1,000 SWPEs annually according to Medicare Australia.
The overall program is by no means trivial having cost $250+ Million in 2005/06.
One component of the PIP focuses on the deployment and use of Information Technology in General Practice.
The IM/IT PIP program used to cover three areas until it recently was updated – with different requirements for payment eligibility – in November, 2006.
In the earlier version the payments were as follows:
Tier 1 - Providing data to the Australian Government - $3.0 per SWPE
Tier 2 - Use of bona fide electronic prescribing software to generate the majority of scripts in the practice - $2.0 per SWPE
Tier 3 - The practice has on site and uses a computer/s connected to a modem to send and/or receive clinical information - $2.0 per SWPE
Thus to receive $7000 a year per practitioner a practice essentially had to fill in a few practice profile forms, utilise prescription printing software that could be obtained very cheaply or free from HCN Ltd and have a modem to pick up results electronically from a local pathology provider.
Given the economic life of a PC is about three years this amounts to a very substantial payment for a PC and a printer. Even if a networked environment for three to four practitioners was deployed $60,000 - $80,000 would be more than enough to fully fund the system, its installation and a considerable profit!
It should also be remembered that prescription printing – and most especially repeat prescription printing - is one GP computing function that has been demonstrated to save GPs time and thus money. Despite this we (the public) paid them to start using it!
Under the new payment scheme the criteria have been updated.
For Tier 1 the practice has to record electronically the allergies of a majority of their active patients and to have in place adequate internet and anti-virus security measures. This gets the first $4.0 per SWPE.
For Tier 2 the practice must record major diagnoses and current medications in the patient’s electronic record. This generates an addition $3.0 per SWPE.
On the basis that there are a little over 4000 practices are signed up for the IM/IT PIP payments, and that they have an average of three practitioners each, this is costing approximately $84 Million per annum. A non trivial sum I would suggest.
What is actually going on here is that the Government via Medicare Australia is paying GPs to undertake the most basic parts of electronic patient record keeping and setting the expectations so low that only minimal benefits are likely to flow.
Were there requirements to actually code diagnoses and medication so useful practice statistics could be generated and issues such as tracking ADE’s for newly introduced medicines could be undertaken there would possibly be some real value.
Additionally coding would enable basic clinical decision support relating diagnosis and treatment to be achieved – a major benefit.
Also it seems the software requirements of the present program could be, clumsily, met using a simple spreadsheet or database program with no ability to be improved and extended to deliver more benefit. That there is no requirement for certification of the functionality and safety of the software used by GPs to obtain PIP payments is appalling and a major policy failure.
For the money to be claimed there should be quality, functionally rich software supporting advanced clinical support insisted upon and used. Anything less is really risible.
As a concerned citizen I believe we should all expect more certainty of benefit for our GP computing money.
When we combine these funds with other Commonwealth funding of programs such as Broadband for Health (BfH), which is funded to as much as $40 Million per annum, as well as other smaller initiatives such as the Eastern Goldfield's Project, we really have the federal Government throwing a lot of money at GPs in an amazingly profligate fashion.
It seems to me, just as there is a need for strategic clarity from NEHTA, there is an equally strong case for the same from DoHA in terms of clear objectives and evaluation of the expenditure.
Simple, relatively inexpensive, proven to be effective, initiatives such as replicating the NSW Health Department’s Clinical Information Access Program (CIAP) nationally for GPs and specialists would be likely candidates for investment as would the sponsorship of the development of quality, certified clinical systems for clinical use.
I wonder, has a business case to justify all this spending ever been developed or has there ever been a retrospective review of the impact of the spending?
To quote Mr Abbott from a press release of December 2005 which was based on a speech entitled: Better records make better doctors
A speech by Minister for Health and Ageing, Tony Abbott, to the Australian Medical Association E-Health Forum, Canberra, 8 December 2005.
“Five years ago, the Health Ministers' Council first committed all Australian governments to the development of an integrated IT-based health record system. Over the past decade, the Commonwealth Government has paid some $600 million in IT-linked GP Practice Incentive Payments. Over the past 18 months, the government has committed $60 million to the Broadband for Health initiative, designed to ensure that every general practice and pharmacy has access to business-grade connectivity. So far, the government has committed more than $110 million to developing HealthConnect, including $9 million in half-funding the National Electronic Health Transition Authority which aims to standardise usage and facilitate inter-operability of federal, state and private health IT systems.”
See: http://www.health.gov.au/internet/ministers/publishing.nsf/Content/health
-mediarel-yr2005-ta-abbsp081205.htm?OpenDocument&yr=2005&mth=12
This is almost $780 Million in all over the decade. I wonder what benefits we have really received for all this investment?
I am sure any other program of this scale would have to have been rigorously evaluated. Has anyone seen the report?
David.
Thursday, December 07, 2006
Wednesday, December 06, 2006
The Children of HealthConnect – How are They Going – Part 2?
This is the second article on the children of the now defunct Federal HealthConnect program. It covers initiatives that are branded as HealthConnect in Tasmania and the Northern Territory (NT).
Northern Territory.
There are essentially two projects under development in the NT, with the initial Shared Electronic Record being in abeyance either permanently or until NEHTA develops and publishes implementable standards some time in 2008 (on the current plans).
HealthConnect NT does not appear to have its own project web site.
The Northern Territory Department of Health and Community Services (DHCS) is responsible for implementing HealthConnect and other leading e-Health initiatives in the Territory.
Project 1 is the Point to Point (P2P) service, a secure electronic communication network between health professionals across approximately 200 potential sites in the Top End commencing in Darwin and Katherine.
The HealthConnect funded Point to Point (P2P) Service is based at the Top End Division of General Practice in the Northern Territory started in September 2005. The technology used is secure e-mail using Argus as the e-mail client
As of June 2006 approximately 50 practices have been connected to a range of specialists. It is planned to gradually extend the network to also cover ancillary services, pathology and radiology etc as well.
Further extension to more remote areas is planned for 2007.
Project 2, which will involve electronic prescription transfer, is being planned to start in mid 2007 according to the ArgusConnect CEO in a recent e-mail.
As far as this all goes it is a distinctly good thing to improve communications between practitioners in the NT.
There are however a range of practical and strategic issues with all this.
First Argus is a software product that, while having the GP client being ‘open source’ has only a limited guarantee of long term supported commercial viability. That is not to say failure is guaranteed but rather that it is possible and this needs to be factored into decisions to adopt Argus. (As the user base grows this risk will hopefully drop).
Second the utility of the product is very much dependent on the network effect (i.e. it becomes more useful the more users there are – much like the telephone). The competition in this market segment makes reaching critical mass by no means certain.
Third the choice by Argus to make their client software free continues a trend that at least some would suggest has had a severely distorting effect on the growth of the clinical software market in Australia.
Fourth the need for a centralised directory for e-mail addresses etc to contact other Argus users introduces the ‘single point of failure’ issue that Argus competitors are said to have, albeit in a less acute form.
Fifth the choice of communication standards adopted by Argus – while practical at present – may prove to be somewhat limiting in the future.
With this said, this seems to me to be a worthwhile initiative that should be watched closely as it evolves and at some point evaluated to see just what level of value is being received for the costs involved and how the total costs of ownership and operation compare with the alternatives.
It does also need to be said that, although branded HealthConnect, this project bears scant resemblance to the 2004/5 Business Architecture (Version 1.9) envisaged for HealthConnect originally.
Tasmania.
For some reason, seemingly associated with a certain Tasmanian Senator, there have always seemed to funds available for speculative technology ventures – especially of the electronic kind. Tasmania’s long path to success was chronicled in the Launceston Examiner last year.
“LGH Launches New System
By Alison Andrews, Tuesday, 4 October 2005, Courtesy of the Launceston Examiner.
The days of doctors' notes are numbered with the launch of HealthConnect at the Launceston General Hospital yesterday.
The national health information network has been three years in the making and will mean that LGH doctors will be able to send a note about patients to their local general practitioners electronically rather than in traditional paper form.
The system was trialled in Southern Tasmania three years ago, concentrating on people with chronic diabetes, while the LGH was a test site for an associated initiative, MediConnect.
This offered secure electronic information between hospitals, doctors and pharmacies to help improve quality and safety in the handling of medicines.
The new system, to electronically link hospitals and GPs, will start in Tasmania at the LGH, and next month will include the launch of HealthConnect's admissions and discharge notification project, said the services' director Mary Blackwood.
"That will allow immediate notice of a patient's admission and discharge," Mrs Blackwood said.
HealthConnect is a national initiative supported by the Federal Government. Tasmania and South Australia are the first two states to introduce the new communication system.
Launceston GP Jennifer Barker welcomed its launch.
"GPs are always busy and it is good to know that we are moving beyond the trials to the implementation stage," she said.”
This exciting innovation is the so called Electronic Notification of Hospital Events (ENHE) project, where a fax or e-mail is sent to a GP, with the patient’s permission, to let them know their patient has been admitted or discharged from Hospital. No clinical information is sent – just an administrative notification.
Flush with the success of this awesomely complex project a new project has been commenced. This time the discharge notification will also have the discharge medications listed. The scale of the advance has meant the project is now termed the Patient Discharge Medication Record pilot (PDMR).
To quote the project site “The PDMR that is sent to the GP will contain comprehensive medication details, and will have a multi-disciplinary focus, allowing notes from doctors, allied health, and nursing staff to be added.” This project is at present just a future and no time line or additional information has been made available as yet. We will wait and see!
HealthConnect Tasmania is also involved in projects that have nurses communicate warfarin test results to GPs so they can adjust dosage, a GP Assist Call Centre to divert calls from the public to the right information source, and the use of laptops for the ambulance staff to record their transport details (a copy of an already operational Melbourne system).
The recently published 2006/07 Health Connect Tasmania work plan (dated 22/11/2006) bring tears to the eyes in terms of vagueness and obfuscation – as virtually all HealthConnect documentation has done since the end of 2004.
HealthConnect Tasmania Work Program 2006-07
In 2006-07 the HealthConnect Tasmania work program is progressing in three key areas:
• HealthConnect Tasmania Core Activities, including: eHealth promotion and communications, eHealth governance and evaluation, eHealth policy, planning and support, and eHealth core systems and services;
• HealthConnect Tasmania Partnerships which is largely the management and expansion of the HealthConnect Tasmania Outposted Officers program within key stakeholder organisations; and
• HealthConnect Tasmania Sponsored Projects, a program of projects which are collectively progressing the national outcome, “enabling health care providers to have access to a broader range of information through standardised secure electronic communication”.
It is hard to know just why this was published when the period affected is already half over. Typically plans are finalised and published before they commence. It is even harder to know just what all this actually means!
Again we find the HealthConnect banner being used to fund and sponsor conducting trivial, non-standardised, repetitive and utterly non-innovative projects. The lack of strategic direction and national value is really appalling and very sad.
As a final note, it is clear the HealthConnect web site, while updated regularly, has not been reviewed for content currency in a while. It is still – as of early December 2006 - extolling the virtues of the Medicare Smartcard – oblivious to the fact this has apparently been abandoned in favour of Joe Hockey’s Access Card months ago.
Overall these two posts have described a dramatic fall back and withdrawal of the Federal Government from old HealthConnect the vision and a sad collection of trivially simple, non-standardised, non-scalable projects which seem to have little intrinsic value and which lead essentially no-where. The $128 Million of funding supposedly spent on all this could surely have been much better spent than this.
The NT Point to Point Project (using Argus) is the only slightly bright light, despite its possible flaws, on a very dark landscape.
David.
Northern Territory.
There are essentially two projects under development in the NT, with the initial Shared Electronic Record being in abeyance either permanently or until NEHTA develops and publishes implementable standards some time in 2008 (on the current plans).
HealthConnect NT does not appear to have its own project web site.
The Northern Territory Department of Health and Community Services (DHCS) is responsible for implementing HealthConnect and other leading e-Health initiatives in the Territory.
Project 1 is the Point to Point (P2P) service, a secure electronic communication network between health professionals across approximately 200 potential sites in the Top End commencing in Darwin and Katherine.
The HealthConnect funded Point to Point (P2P) Service is based at the Top End Division of General Practice in the Northern Territory started in September 2005. The technology used is secure e-mail using Argus as the e-mail client
As of June 2006 approximately 50 practices have been connected to a range of specialists. It is planned to gradually extend the network to also cover ancillary services, pathology and radiology etc as well.
Further extension to more remote areas is planned for 2007.
Project 2, which will involve electronic prescription transfer, is being planned to start in mid 2007 according to the ArgusConnect CEO in a recent e-mail.
As far as this all goes it is a distinctly good thing to improve communications between practitioners in the NT.
There are however a range of practical and strategic issues with all this.
First Argus is a software product that, while having the GP client being ‘open source’ has only a limited guarantee of long term supported commercial viability. That is not to say failure is guaranteed but rather that it is possible and this needs to be factored into decisions to adopt Argus. (As the user base grows this risk will hopefully drop).
Second the utility of the product is very much dependent on the network effect (i.e. it becomes more useful the more users there are – much like the telephone). The competition in this market segment makes reaching critical mass by no means certain.
Third the choice by Argus to make their client software free continues a trend that at least some would suggest has had a severely distorting effect on the growth of the clinical software market in Australia.
Fourth the need for a centralised directory for e-mail addresses etc to contact other Argus users introduces the ‘single point of failure’ issue that Argus competitors are said to have, albeit in a less acute form.
Fifth the choice of communication standards adopted by Argus – while practical at present – may prove to be somewhat limiting in the future.
With this said, this seems to me to be a worthwhile initiative that should be watched closely as it evolves and at some point evaluated to see just what level of value is being received for the costs involved and how the total costs of ownership and operation compare with the alternatives.
It does also need to be said that, although branded HealthConnect, this project bears scant resemblance to the 2004/5 Business Architecture (Version 1.9) envisaged for HealthConnect originally.
Tasmania.
For some reason, seemingly associated with a certain Tasmanian Senator, there have always seemed to funds available for speculative technology ventures – especially of the electronic kind. Tasmania’s long path to success was chronicled in the Launceston Examiner last year.
“LGH Launches New System
By Alison Andrews, Tuesday, 4 October 2005, Courtesy of the Launceston Examiner.
The days of doctors' notes are numbered with the launch of HealthConnect at the Launceston General Hospital yesterday.
The national health information network has been three years in the making and will mean that LGH doctors will be able to send a note about patients to their local general practitioners electronically rather than in traditional paper form.
The system was trialled in Southern Tasmania three years ago, concentrating on people with chronic diabetes, while the LGH was a test site for an associated initiative, MediConnect.
This offered secure electronic information between hospitals, doctors and pharmacies to help improve quality and safety in the handling of medicines.
The new system, to electronically link hospitals and GPs, will start in Tasmania at the LGH, and next month will include the launch of HealthConnect's admissions and discharge notification project, said the services' director Mary Blackwood.
"That will allow immediate notice of a patient's admission and discharge," Mrs Blackwood said.
HealthConnect is a national initiative supported by the Federal Government. Tasmania and South Australia are the first two states to introduce the new communication system.
Launceston GP Jennifer Barker welcomed its launch.
"GPs are always busy and it is good to know that we are moving beyond the trials to the implementation stage," she said.”
This exciting innovation is the so called Electronic Notification of Hospital Events (ENHE) project, where a fax or e-mail is sent to a GP, with the patient’s permission, to let them know their patient has been admitted or discharged from Hospital. No clinical information is sent – just an administrative notification.
Flush with the success of this awesomely complex project a new project has been commenced. This time the discharge notification will also have the discharge medications listed. The scale of the advance has meant the project is now termed the Patient Discharge Medication Record pilot (PDMR).
To quote the project site “The PDMR that is sent to the GP will contain comprehensive medication details, and will have a multi-disciplinary focus, allowing notes from doctors, allied health, and nursing staff to be added.” This project is at present just a future and no time line or additional information has been made available as yet. We will wait and see!
HealthConnect Tasmania is also involved in projects that have nurses communicate warfarin test results to GPs so they can adjust dosage, a GP Assist Call Centre to divert calls from the public to the right information source, and the use of laptops for the ambulance staff to record their transport details (a copy of an already operational Melbourne system).
The recently published 2006/07 Health Connect Tasmania work plan (dated 22/11/2006) bring tears to the eyes in terms of vagueness and obfuscation – as virtually all HealthConnect documentation has done since the end of 2004.
HealthConnect Tasmania Work Program 2006-07
In 2006-07 the HealthConnect Tasmania work program is progressing in three key areas:
• HealthConnect Tasmania Core Activities, including: eHealth promotion and communications, eHealth governance and evaluation, eHealth policy, planning and support, and eHealth core systems and services;
• HealthConnect Tasmania Partnerships which is largely the management and expansion of the HealthConnect Tasmania Outposted Officers program within key stakeholder organisations; and
• HealthConnect Tasmania Sponsored Projects, a program of projects which are collectively progressing the national outcome, “enabling health care providers to have access to a broader range of information through standardised secure electronic communication”.
It is hard to know just why this was published when the period affected is already half over. Typically plans are finalised and published before they commence. It is even harder to know just what all this actually means!
Again we find the HealthConnect banner being used to fund and sponsor conducting trivial, non-standardised, repetitive and utterly non-innovative projects. The lack of strategic direction and national value is really appalling and very sad.
As a final note, it is clear the HealthConnect web site, while updated regularly, has not been reviewed for content currency in a while. It is still – as of early December 2006 - extolling the virtues of the Medicare Smartcard – oblivious to the fact this has apparently been abandoned in favour of Joe Hockey’s Access Card months ago.
Overall these two posts have described a dramatic fall back and withdrawal of the Federal Government from old HealthConnect the vision and a sad collection of trivially simple, non-standardised, non-scalable projects which seem to have little intrinsic value and which lead essentially no-where. The $128 Million of funding supposedly spent on all this could surely have been much better spent than this.
The NT Point to Point Project (using Argus) is the only slightly bright light, despite its possible flaws, on a very dark landscape.
David.
Monday, December 04, 2006
The Children of HealthConnect – How are They Going – Part 1?
It is clear, to all but the totally out of touch, that the transition of HealthConnect from a program to a “change management strategy”, which happened between late 2004 and mid 2005, after a secret and unpublished internal DoHA review, has meant the demise of the initial vision of a Shared Clinical Electronic Health Record for Australian citizens.
It is fascinating to read the three implementation plans / approaches for HealthConnect – dated November 04, June 05 and July 05. In the documentation we see the dramatic shift from a clearly serious project – a broad implementation plan for Australian E-Health - to vague ‘mumbo-jumbo’ in just seven months. This after four years and millions of dollars have been spent.
HealthConnect has three “Children” if one counts those projects which still carry the HealthConnect brand. In these posts I plan to review each of these and consider what has been achieved. An earlier post addressed the NSW HealtheLink project which no longer seems to be branded as HealthConnect on the basis of the press release announcing the initial patient recruitment in March 2006.
The first post considers South Australia. Tasmania and the NT will follow.
HealthConnect South Australia.
This series of initiatives are being delivered from the SA Health Department. The project office was established in July 2005.
The good first – the Project has a nice current web site that explains what is happening and what is planned.
HealthConnect SA is currently working on two major e-health initiatives: the Care Planning and Communication Trial and the roll-out of Broadband Security Packages to South Australian health providers.
With respect to the Broadband Security Packages it is hard to see what justifies these freebies and what distinguishes doctors from other professionals who would be happy to have free secure broadband access. With no requirements as to what is to be done with the connection it is hard to see this as anything other than a rort. I am sure lawyers, accountants and others wonder why they can’t have the same deal!
The $500 security review that comes with these packages is also questionnable. If the supposedly top 1% of the population intellectually cannot workout how to connect a PC to the Internet safely then who can?
The Care Planning and Communication Trial is a rather amazing initiative. It is planned that a service provider (Ozdocsonline) will sign up 50 practices in South Australia. It seems this will help them comply with the requirements for creation of care plans for ‘difficult patients’ which in turn will enable them to receive a higher Medicare payment for care co-ordination.
Using a web-interface to securely access a server in Sydney, the practitioner (and practice nurse) will create and store a patient record on the server in Sydney. The record will be made up of a patient clinical summary which is a MS Word Document created by a GP practice management system and ‘cut and pasted’ into the new record. The system then allows for the creation of planned actions (referrals, reviews, etc) which can recorded and also scheduled for review or action.
Having put a few of these together one can then print out a ‘care plan’ of actions for the patient. Also, where actions are required a non-secure e-mail can be sent to a specialist, podiatrist or whoever is asking them to log on-to the secure server to find out what they are required to do.
So, what do we have here?
What I see is a commercial, for profit (ie. Ozdocsonline), non-standardised and non standard, non NEHTA compliant, non guaranteed-data transportable, short term, privacy weak, functionally limited, exchange of MS word documents and a few other data elements which lacks the granularity in privacy control which is needed. Also, access to the ‘facility’ expires in 12 months unless the practitioner starts paying or moves to some non-existent prospective new system which at present does not exist.
Information held on this system does not interact with the practice management system. Unless the practice management system is regularly updated the two systems will rapidly diverge!
It is very difficult to see just what is in it for the practitioner or indeed other service providers other than the extra Medicare payment. Why go to the effort of logging on and doing all this when there are much simpler ways to go about doing the same thing?
In my view this is just the sort of non mainstream initiative which acts to prevent any real progress being made. Given that it has just started I am sure the evaluation report of early 2008 will make riveting reading – assuming it does not suffer the fate of so many other HealthConnect evaluation reports and is never published.
Also it is quite surprising to have the project established and underway prior to HealthConnect SA seeking applications from consumers interested in participating in a Consumer Reference Group to provide advice for its care planning project as of 20 November 2006. One would have thought that any well conceived and planned project would have had this Reference Group established long since and that it would have been involved in all phases from initial planning, project software selection, etc rather than confronting the Group with a fait accompli.
Independently I also hear GP consultation may not have been as robust and thorough as might have been expected.
Previous initiatives from HealthConnect SA have included development of a document on Change Management in E-Health for the GP Sector which identified that financial incentives had been a necessary but not sufficient driver of GP Health IT adoption (making a difference for patients also matters). This is hardly news given that the Practice Incentive Program and its predecessors have been shown to make a difference over the last 5-8 years.
Another initiative has been a High Level Connectivity Options Paper for HealthConnectSA which has as its most distinctive attribute the fact that it is classified!
The cover has the following statement.
“ This document has been re-classified as “C1 Low” Public Information and unrestricted access.
The complete document is classified “C3 High” Limited ‘need to know’ access and is available on application to the HealthConnect SA project office” www.healthconnectsa.org.au”
The document makes absolutely no startling conclusions and just why it is classified is really very strange. The fact that a classification system exists is a shock in itself for a health system organisation.
Overall the activity at HealthConnect SA seems to me to be either technically basic or very poorly conceived and well off the mainstream in terms of directions and standards adoption. Money is being wasted once again I suspect and I very much doubt very much of value will come of any of this longer term.
At the risk of repeating myself it is abundantly clear that the lack of any National E-Health Strategic Direction is a major contributor to the reasons why such ill conceived projects are given financial support – it should be obvious that just doing something for the sake of doing something is really not good enough.
David.
It is fascinating to read the three implementation plans / approaches for HealthConnect – dated November 04, June 05 and July 05. In the documentation we see the dramatic shift from a clearly serious project – a broad implementation plan for Australian E-Health - to vague ‘mumbo-jumbo’ in just seven months. This after four years and millions of dollars have been spent.
HealthConnect has three “Children” if one counts those projects which still carry the HealthConnect brand. In these posts I plan to review each of these and consider what has been achieved. An earlier post addressed the NSW HealtheLink project which no longer seems to be branded as HealthConnect on the basis of the press release announcing the initial patient recruitment in March 2006.
The first post considers South Australia. Tasmania and the NT will follow.
HealthConnect South Australia.
This series of initiatives are being delivered from the SA Health Department. The project office was established in July 2005.
The good first – the Project has a nice current web site that explains what is happening and what is planned.
HealthConnect SA is currently working on two major e-health initiatives: the Care Planning and Communication Trial and the roll-out of Broadband Security Packages to South Australian health providers.
With respect to the Broadband Security Packages it is hard to see what justifies these freebies and what distinguishes doctors from other professionals who would be happy to have free secure broadband access. With no requirements as to what is to be done with the connection it is hard to see this as anything other than a rort. I am sure lawyers, accountants and others wonder why they can’t have the same deal!
The $500 security review that comes with these packages is also questionnable. If the supposedly top 1% of the population intellectually cannot workout how to connect a PC to the Internet safely then who can?
The Care Planning and Communication Trial is a rather amazing initiative. It is planned that a service provider (Ozdocsonline) will sign up 50 practices in South Australia. It seems this will help them comply with the requirements for creation of care plans for ‘difficult patients’ which in turn will enable them to receive a higher Medicare payment for care co-ordination.
Using a web-interface to securely access a server in Sydney, the practitioner (and practice nurse) will create and store a patient record on the server in Sydney. The record will be made up of a patient clinical summary which is a MS Word Document created by a GP practice management system and ‘cut and pasted’ into the new record. The system then allows for the creation of planned actions (referrals, reviews, etc) which can recorded and also scheduled for review or action.
Having put a few of these together one can then print out a ‘care plan’ of actions for the patient. Also, where actions are required a non-secure e-mail can be sent to a specialist, podiatrist or whoever is asking them to log on-to the secure server to find out what they are required to do.
So, what do we have here?
What I see is a commercial, for profit (ie. Ozdocsonline), non-standardised and non standard, non NEHTA compliant, non guaranteed-data transportable, short term, privacy weak, functionally limited, exchange of MS word documents and a few other data elements which lacks the granularity in privacy control which is needed. Also, access to the ‘facility’ expires in 12 months unless the practitioner starts paying or moves to some non-existent prospective new system which at present does not exist.
Information held on this system does not interact with the practice management system. Unless the practice management system is regularly updated the two systems will rapidly diverge!
It is very difficult to see just what is in it for the practitioner or indeed other service providers other than the extra Medicare payment. Why go to the effort of logging on and doing all this when there are much simpler ways to go about doing the same thing?
In my view this is just the sort of non mainstream initiative which acts to prevent any real progress being made. Given that it has just started I am sure the evaluation report of early 2008 will make riveting reading – assuming it does not suffer the fate of so many other HealthConnect evaluation reports and is never published.
Also it is quite surprising to have the project established and underway prior to HealthConnect SA seeking applications from consumers interested in participating in a Consumer Reference Group to provide advice for its care planning project as of 20 November 2006. One would have thought that any well conceived and planned project would have had this Reference Group established long since and that it would have been involved in all phases from initial planning, project software selection, etc rather than confronting the Group with a fait accompli.
Independently I also hear GP consultation may not have been as robust and thorough as might have been expected.
Previous initiatives from HealthConnect SA have included development of a document on Change Management in E-Health for the GP Sector which identified that financial incentives had been a necessary but not sufficient driver of GP Health IT adoption (making a difference for patients also matters). This is hardly news given that the Practice Incentive Program and its predecessors have been shown to make a difference over the last 5-8 years.
Another initiative has been a High Level Connectivity Options Paper for HealthConnectSA which has as its most distinctive attribute the fact that it is classified!
The cover has the following statement.
“ This document has been re-classified as “C1 Low” Public Information and unrestricted access.
The complete document is classified “C3 High” Limited ‘need to know’ access and is available on application to the HealthConnect SA project office” www.healthconnectsa.org.au”
The document makes absolutely no startling conclusions and just why it is classified is really very strange. The fact that a classification system exists is a shock in itself for a health system organisation.
Overall the activity at HealthConnect SA seems to me to be either technically basic or very poorly conceived and well off the mainstream in terms of directions and standards adoption. Money is being wasted once again I suspect and I very much doubt very much of value will come of any of this longer term.
At the risk of repeating myself it is abundantly clear that the lack of any National E-Health Strategic Direction is a major contributor to the reasons why such ill conceived projects are given financial support – it should be obvious that just doing something for the sake of doing something is really not good enough.
David.
Sunday, December 03, 2006
A Few Follow-Ups from Previous Articles.
1. Isoft.
It seems the news has gone from bad to worse.
http://www.newratings.com/analyst_news/article_1434324.html
Goldman Sachs Slashes iSoft Target >IOT.LN
Thursday, November 30, 2006 11:22:48 AM ET
Dow Jones Newswires
1459 GMT [Dow Jones] Goldman Sachs cuts iSoft's (IOT.LN) price target to 55p from 80p, to reflect estimate changes in light of the company's financial restatements, revisions to its banking facilities and the renegotiation of the NHS contract. The bank says "significant financial and execution risks remain, which could potentially bring the company close to breaching its banking agreements." The new target is based on "25% probability of bankruptcy, 45% probability of a maintenance DCF value of 65p, and 30% probability of 85p." Reiterates neutral recommendation. Shares trade -2.5% at 39p. (BBL).
This can hardly be good news for those in NSW, the ACT and Victoria who have believed the iSoft promise of a long stable commercial relationship.
2. Oacis Privacy Controls.
To date I have yet to hear from John Mleczko who is the Director Projects Branch ICT Services, Department of Health, South Australia regarding my few questions on just how patient control of information is preserved and managed in South Australia’s Oacis environment. It has only been since the 23rd of November, 2006 so I am sure I will hear soon.
3 Personal Health Records
On the 29th November, iHealthBeat (www.ihealthbeat.org) reported on a major new PHR project in the following terms.
“Large Employers To Launch EHR Plan
Wal-Mart Stores, Intel, British Petroleum and other companies next week will announce a plan to provide and promote usage of portable electronic health records for their employees, the Wall Street Journal reports.
Last summer at the request of CDC, Wal-Mart and Intel joined together on the plan after meeting separately with the agency to discuss individual company efforts to reduce health costs. According to the Journal, the goal of the collaboration is to reduce health spending by having patients coordinate their own health care among hospitals, pharmacies and physicians.
The EHRs, which will be stored in a multimillion-dollar data warehouse, will be interoperable and routinely updated. Eventually, about 10 employers will collaborate on the plan, and each will contribute $1.5 million for the initiative. The companies maintain that portable EHRs will allow employees and insurers to evaluate price- and quality-performance data from millions of employees, as well as reduce medical errors, duplication of tests and administrative overhead.
In addition, physicians could use the records to measure the effectiveness of different treatments for groups of patients with chronic illnesses. The companies plan to use market pressure and incentives to encourage physicians and hospitals to participate in the program.
According to the Journal, the "employers will insist that health care providers adopt electronic records and prescribing as a condition for future business." Wal-Mart will use its purchasing power to put bar codes on products intended for use in hospitals and clinics. The companies also expect employees to select physicians who are willing to use and update their records, although employee participation is not mandatory, according to the Journal.
Meanwhile, the Patient Privacy Rights Foundation is discouraging employers from participating in the initiative until adequate privacy protections are put in place (McWilliams, Wall Street Journal, 11/29).
Clearly the majors in the US private sector see benefits in such initiatives.
4. 100 Posts
Amazingly the blog has now made it to 100 posts with this entry. A small sip of champagne I think.
Thanks to all who read and especially those who bother to comment!
David.
It seems the news has gone from bad to worse.
http://www.newratings.com/analyst_news/article_1434324.html
Goldman Sachs Slashes iSoft Target >IOT.LN
Thursday, November 30, 2006 11:22:48 AM ET
Dow Jones Newswires
1459 GMT [Dow Jones] Goldman Sachs cuts iSoft's (IOT.LN) price target to 55p from 80p, to reflect estimate changes in light of the company's financial restatements, revisions to its banking facilities and the renegotiation of the NHS contract. The bank says "significant financial and execution risks remain, which could potentially bring the company close to breaching its banking agreements." The new target is based on "25% probability of bankruptcy, 45% probability of a maintenance DCF value of 65p, and 30% probability of 85p." Reiterates neutral recommendation. Shares trade -2.5% at 39p. (BBL).
This can hardly be good news for those in NSW, the ACT and Victoria who have believed the iSoft promise of a long stable commercial relationship.
2. Oacis Privacy Controls.
To date I have yet to hear from John Mleczko who is the Director Projects Branch ICT Services, Department of Health, South Australia regarding my few questions on just how patient control of information is preserved and managed in South Australia’s Oacis environment. It has only been since the 23rd of November, 2006 so I am sure I will hear soon.
3 Personal Health Records
On the 29th November, iHealthBeat (www.ihealthbeat.org) reported on a major new PHR project in the following terms.
“Large Employers To Launch EHR Plan
Wal-Mart Stores, Intel, British Petroleum and other companies next week will announce a plan to provide and promote usage of portable electronic health records for their employees, the Wall Street Journal reports.
Last summer at the request of CDC, Wal-Mart and Intel joined together on the plan after meeting separately with the agency to discuss individual company efforts to reduce health costs. According to the Journal, the goal of the collaboration is to reduce health spending by having patients coordinate their own health care among hospitals, pharmacies and physicians.
The EHRs, which will be stored in a multimillion-dollar data warehouse, will be interoperable and routinely updated. Eventually, about 10 employers will collaborate on the plan, and each will contribute $1.5 million for the initiative. The companies maintain that portable EHRs will allow employees and insurers to evaluate price- and quality-performance data from millions of employees, as well as reduce medical errors, duplication of tests and administrative overhead.
In addition, physicians could use the records to measure the effectiveness of different treatments for groups of patients with chronic illnesses. The companies plan to use market pressure and incentives to encourage physicians and hospitals to participate in the program.
According to the Journal, the "employers will insist that health care providers adopt electronic records and prescribing as a condition for future business." Wal-Mart will use its purchasing power to put bar codes on products intended for use in hospitals and clinics. The companies also expect employees to select physicians who are willing to use and update their records, although employee participation is not mandatory, according to the Journal.
Meanwhile, the Patient Privacy Rights Foundation is discouraging employers from participating in the initiative until adequate privacy protections are put in place (McWilliams, Wall Street Journal, 11/29).
Clearly the majors in the US private sector see benefits in such initiatives.
4. 100 Posts
Amazingly the blog has now made it to 100 posts with this entry. A small sip of champagne I think.
Thanks to all who read and especially those who bother to comment!
David.
Oh Joy, An Australian Politician Who Understands E-Health!
With the political turmoil happening in the Australian Labor Party – and an election for leadership positions happening on Monday 4 December, 2006 – it seemed important to bring to the attention of my readers the views on e-Health of one of the key protagonists.
On the basis of these remarks I would be keen to see her succeed I must say – all other issues laid to one side.
----------------------------------------
AUSTRALIA'S E-HEALTH REVOLUTION: PROMISE UNFULFILLED
Remarks to the ACT Chapter of the Australian College of Health Service Executives
Date: 18 June 2006
Remarks by
Julia Gillard, MP
Shadow Minister for Health
Introduction
Thank you very much for inviting me here this evening. It’s a pleasure to be able to join you for dinner once again, to celebrate the ACT Chapter’s 30th birthday, and to hear more about the work of the Australian College of Health Service Executives.
Health issues are never out of the news. Some days we hear of health care miracles, other days we hear stories of those for whom the system failed.
But whether today’s news story is a good one or a bad one, the fact remains that our health care system is in need of reform and we need strong national leadership to make that happen.
That’s why Labor has insisted that we must be bold enough to undertake long-term reform to address the gaps, holes and duplications in the system caused by the separate Commonwealth and State funding streams and to end the bickering, cost shifting and blame game that currently passes for the national management of our health system.
As individual health executives and as members of a key professional organization, you will be players in determining what reforms are needed, and in implementing them.
Which is why I thought that tonight I would address the issues around the information and communications technologies which must underpin these reforms.
Everyone agrees that new IT systems and capabilities can transform our health care system by revolutionising the way services are delivered, health care professionals work together, resources are managed and deployed, and research and its outcomes are communicated.
There is the expectation that the use of IT to integrate patients’ health records could help prevent over-referrals and over-prescribing and help minimise medical mistakes.
There is the hope that it can ensure that patients are more involved in their own health status and health care.
And without improved and consistent national data collection, we can’t assess the full impact of changes made, we can’t know the full costs and attribute them to the right funding source, and there can’t be full accountability.
Revelations from Senate Estimates
Let’s look at where we are today.
Recent developments suggest that our national e-health strategy has stalled. To be honest, I’m tempted to say it has been an expensive failure.
Following what the Department of Health and Ageing and Medicare Australia are doing in this regard is not easy. Responsibilities have shifted, programs have changed names, and the plethora of committees and advisory groups continues to grow.
One of the advantages of the Senate Estimates process is that you can, with a little effort, find out some of the things that the Government haven’t told us.
No Smart Card to enable patient access to e-health records
In Senate Estimates this time we around we discovered that Minister Hockey made the decision in May – unannounced – to scrap the Medicare Smart Card. At the same time, in his speech to the AMA Annual General Meeting, he let drop that the proposed Access Card will not have the ability to provide access to electronic health records.
In a speech to the National Press Club back in April 2004, I outlined how a second generation Medicare Card could link together the information that currently sits scattered across the health system and enable the management of a seamless health system for patients.
I spoke about a Medicare Card that could contain basic health information, the kind which would be useful in an emergency. I talked about how this Medicare Smart Card, when used with a unique patient identifying number, could give access to a patient’s full electronic health records. And I emphasised how important it was that the patient would control who was given access to their health data.
When Tony Abbott rolled out his Medicare Smart Card, with much fanfare in July 2004, I supported it.
But Tony Abbott’s Medicare Smart Card is dead, and there is nothing on the horizon to replace it, as Joe Hockey has made clear.
The whole-of-government Access Card now being developed under Joe Hockey’s oversight will replace your current Medicare Card and you won’t be able to access Medicare rebates without it.
But Joe Hockey’s whole-of-government Access Card isn’t about access to electronic health records.
We know that of funds committed through COAG to the National e-Health Transition Authority, $45 million will be spent on a unique patient number for every Australian, but there is no information as to how this system relates to anything else the Howard Government is doing.
We don’t know how it relates to Joe Hockey’s Access Card. We don’t even know how it relates to the fact that Medicare Australia will be spending even larger sums on developing a different unique identifier for each Australian.
What we do know is that Joe Hockey’s whole-of-government Access Card won’t do the job a Medicare Smart Card was supposed to do and his plans are fraught with uncertainty and privacy concerns.
HealthConnect has disappeared
From Senate Estimates we also learned that HealthConnect no longer exists as a program, leaving only three small HealthConnect initiatives currently running in South Australia, the Northern Territory and Tasmania.
Indeed, HealthConnect has disappeared from the lexicon of the Department of Health and Ageing and there is some revisionist history at work.
HealthConnect used to be described as a “the proposed national health information network to facilitate the safe collection, storage and exchange of consumer health information between authorised health care providers.” (2003-05 Health Connect Project Plan)
Now the Secretary of the Department of Health and Ageing says: “[HealthConnect] is not actually a program. We should be clear about that: HealthConnect is not a program. There were a series of projects that were funded historically. We have moved now from the trial stage. I think I said yesterday that we have continued with a couple of projects, but we are now moving into an environment where we are looking to a national approach to e-health.”
I think we can say that, in terms of a coordinated national initiative, we are not much further advanced in this area than we were back in April 1999, when the Australian Health Ministers agreed to set up the National Health Information Management Advisory Council (NHIMAC) to “oversee new strategies for more effective health sector information management”.
This Advisory Council then commissioned a National Electronic Health Records Taskforce to report on technology and health records which was done in July 2000.
As a result of the Taskforce report, the Health Ministers agreed to support the development and implementation of HealthConnect and the Better Medication Management System. The cost of the scheme was then cited at around $440 million over 10 years.
The Better Medication Management system morphed into MediConnect and then died after two small trials in Launceston and Ballarat.
HealthConnect trials began in 2002 and as I have noted, some of these continue today, but the reality is something considerably less than we might hope for after 4 years and an investment of more than $200 million.
To date the only real legacy we have is a document released in April 2005 entitled “Lessons learned from the MediConnect and HealthConnect Trials”.
It’s not what I would call bedtime reading. The report is pretty bland and the lessons learned are not obviously stated, but I guess this paragraph sums it up:
“An electronic health record system is technically feasible, but the underlying infrastructure and connectivity ….limited the success of most trails and will be critical to the successful implementation of HealthConnect.”
What went wrong?
Hindsight is always twenty-twenty and I’m certainly willing to acknowledge that introducing new approaches to the management and delivery of health care is not an easy task.
It’s as much about changing the culture and individual behaviour as it is about the sequences of putting the infrastructure and software in place, testing it, and spending resources wisely.
But I think there are some fairly obvious mistakes and some very real missed opportunities.
1. There was no real public statement of what a major investment in e-health would achieve.
The need for a major investment in e-health has been pretty well articulated at the macro level, with some very grand promises made. But at the grass roots level – the level where acceptance and adoption of new systems and approaches is required – individuals have found it hard to see the benefits and easy to see the disadvantages.
People in Tasmania saw no value in spending the time and money to get a full birth certificate and 100 identification points to get a Medicare smart card, with the only apparent difference from the current Medicare Card being the photo on it.
Busy GPs saw no value in spending more time in writing up electronic health records when many of their colleagues did not use the same IT system or in some cases, did not use an IT system at all.
Surely the single biggest objective should have been ensuring all hospitals could communicate with each other and with GPs electronically using the same medical terminology. To achieve this big objective would have required a true partnership with the States and Territories.
But rather than a single-minded pursuit of a big objective – an objective that would potentially save lives and dollars – what we have seen over the past five years is the Howard Government spraying funds on consultancies and individual projects.
Unfortunately, it seems the Howard Government is still on that same merry-go-round with Minister Hockey’s whole of government Access Card. Privacy issues in particular have not been addressed and already there are legitimate concerns about cost management.
Unless and until these issues are addressed and there is a clear statement of intent about the Access Card, the public are entitled to remain sceptical.
I am not the first person to criticise the Howard Government’s approach to e-health as unfocussed and uncoordinated. Back in 2004, the Boston Consulting Group released a report that made the following observations about a flurry of activity in e- health:
* The average project size was small with funding spread across many priorities;
* There were many areas of overlap, due in large part to a lack of national leadership;
* Decision-making was frustratingly slow and lines of responsibility were unclear; and
* There was a real need for the adoption of common standards.
Unfortunately these messages went unheeded.
2. People need to see the advantages of e-health systems for them personally.
There are some wonderful examples out there of how e-health can make a real difference in the effective delivery of health care services, with a positive impact on peoples’ health.
The use of IT to link specialists into the diagnosis and care of cancer patients in rural areas is a great example.
At Geelong Hospital Dr Stephen Bolsin has pioneered an individual performance monitoring system that uses small hand-held computers to continuously check doctors’ clinical performance against recognised standards, leading to better medical training, fewer adverse incidents and improved safety for patients.
But at the same time, grandiose talk about smart cards and shared electronic health records from the Howard Government has left many Australians concerned that
current systems to protect privacy and ensure secure transmissions are inadequate.
3. We must create a real partnership between the Commonwealth and the States.
As a consequence of the problems outlined in the Boston Consulting Report, the States and Territories felt they had to proceed with their own efforts in e-health, and several States have made some very significant investments.
This has led to the very real fear that we will end up with a national e-health system as fragmented and disconnected as the railway system once was. That means a lot of money and resources going to waste.
There was a real opportunity to address this issue in the context of the 2003-08 Australian Health Care Agreements. Unfortunately, that opportunity was lost.
4. Basic IT systems are not there in many parts of Australia
Finally, I think we must also acknowledge that until we have a situation in Australia where everyone can have ready access to super fast and affordable broadband access, there is no possibility of driving even the simplest proposals forward nationally. That’s why Kim Beazley has committed that a Beazley Labor Government would invest in a national broadband network.
Conclusion
I think we have to face the fact that a national e-health system is at least a decade off.
We have lots of good intentions and, finally, some important agreements in place between the governments. But we have very little of the needed infrastructure,
including the basics like broadband, only the first draft of a set of standard clinical terms, no current means of accurately identifying health care providers or patients, and no systems to ensure the privacy of shared e-health records.
A lot of money has been spent and I’m concerned that goodwill and opportunities have also been wasted.
I know you wouldn’t manage your health services in this manner, but the Howard Government’s management of e-health does matter to you and does impact on your work.
To fix the problem we will need a national, collaborative approach and strong national leadership. We will also need all your skills, insights and abilities. Only then can we begin to reap the benefits of the e-health revolution.
Thank you."
------------------------------------------
It is hard to take much exception to much of what is said here. Perhaps it would be good to see a recognition of the need to develop a consensus driven National E-Health Plan and some real commitment to actual investment in the plan to operationalize it once developed.
This statement is as sound as could be hoped for and reflects a degree of understanding of the issues I have yet to see from any other National politician.
More power to her e-health arm!
David.
On the basis of these remarks I would be keen to see her succeed I must say – all other issues laid to one side.
----------------------------------------
AUSTRALIA'S E-HEALTH REVOLUTION: PROMISE UNFULFILLED
Remarks to the ACT Chapter of the Australian College of Health Service Executives
Date: 18 June 2006
Remarks by
Julia Gillard, MP
Shadow Minister for Health
Introduction
Thank you very much for inviting me here this evening. It’s a pleasure to be able to join you for dinner once again, to celebrate the ACT Chapter’s 30th birthday, and to hear more about the work of the Australian College of Health Service Executives.
Health issues are never out of the news. Some days we hear of health care miracles, other days we hear stories of those for whom the system failed.
But whether today’s news story is a good one or a bad one, the fact remains that our health care system is in need of reform and we need strong national leadership to make that happen.
That’s why Labor has insisted that we must be bold enough to undertake long-term reform to address the gaps, holes and duplications in the system caused by the separate Commonwealth and State funding streams and to end the bickering, cost shifting and blame game that currently passes for the national management of our health system.
As individual health executives and as members of a key professional organization, you will be players in determining what reforms are needed, and in implementing them.
Which is why I thought that tonight I would address the issues around the information and communications technologies which must underpin these reforms.
Everyone agrees that new IT systems and capabilities can transform our health care system by revolutionising the way services are delivered, health care professionals work together, resources are managed and deployed, and research and its outcomes are communicated.
There is the expectation that the use of IT to integrate patients’ health records could help prevent over-referrals and over-prescribing and help minimise medical mistakes.
There is the hope that it can ensure that patients are more involved in their own health status and health care.
And without improved and consistent national data collection, we can’t assess the full impact of changes made, we can’t know the full costs and attribute them to the right funding source, and there can’t be full accountability.
Revelations from Senate Estimates
Let’s look at where we are today.
Recent developments suggest that our national e-health strategy has stalled. To be honest, I’m tempted to say it has been an expensive failure.
Following what the Department of Health and Ageing and Medicare Australia are doing in this regard is not easy. Responsibilities have shifted, programs have changed names, and the plethora of committees and advisory groups continues to grow.
One of the advantages of the Senate Estimates process is that you can, with a little effort, find out some of the things that the Government haven’t told us.
No Smart Card to enable patient access to e-health records
In Senate Estimates this time we around we discovered that Minister Hockey made the decision in May – unannounced – to scrap the Medicare Smart Card. At the same time, in his speech to the AMA Annual General Meeting, he let drop that the proposed Access Card will not have the ability to provide access to electronic health records.
In a speech to the National Press Club back in April 2004, I outlined how a second generation Medicare Card could link together the information that currently sits scattered across the health system and enable the management of a seamless health system for patients.
I spoke about a Medicare Card that could contain basic health information, the kind which would be useful in an emergency. I talked about how this Medicare Smart Card, when used with a unique patient identifying number, could give access to a patient’s full electronic health records. And I emphasised how important it was that the patient would control who was given access to their health data.
When Tony Abbott rolled out his Medicare Smart Card, with much fanfare in July 2004, I supported it.
But Tony Abbott’s Medicare Smart Card is dead, and there is nothing on the horizon to replace it, as Joe Hockey has made clear.
The whole-of-government Access Card now being developed under Joe Hockey’s oversight will replace your current Medicare Card and you won’t be able to access Medicare rebates without it.
But Joe Hockey’s whole-of-government Access Card isn’t about access to electronic health records.
We know that of funds committed through COAG to the National e-Health Transition Authority, $45 million will be spent on a unique patient number for every Australian, but there is no information as to how this system relates to anything else the Howard Government is doing.
We don’t know how it relates to Joe Hockey’s Access Card. We don’t even know how it relates to the fact that Medicare Australia will be spending even larger sums on developing a different unique identifier for each Australian.
What we do know is that Joe Hockey’s whole-of-government Access Card won’t do the job a Medicare Smart Card was supposed to do and his plans are fraught with uncertainty and privacy concerns.
HealthConnect has disappeared
From Senate Estimates we also learned that HealthConnect no longer exists as a program, leaving only three small HealthConnect initiatives currently running in South Australia, the Northern Territory and Tasmania.
Indeed, HealthConnect has disappeared from the lexicon of the Department of Health and Ageing and there is some revisionist history at work.
HealthConnect used to be described as a “the proposed national health information network to facilitate the safe collection, storage and exchange of consumer health information between authorised health care providers.” (2003-05 Health Connect Project Plan)
Now the Secretary of the Department of Health and Ageing says: “[HealthConnect] is not actually a program. We should be clear about that: HealthConnect is not a program. There were a series of projects that were funded historically. We have moved now from the trial stage. I think I said yesterday that we have continued with a couple of projects, but we are now moving into an environment where we are looking to a national approach to e-health.”
I think we can say that, in terms of a coordinated national initiative, we are not much further advanced in this area than we were back in April 1999, when the Australian Health Ministers agreed to set up the National Health Information Management Advisory Council (NHIMAC) to “oversee new strategies for more effective health sector information management”.
This Advisory Council then commissioned a National Electronic Health Records Taskforce to report on technology and health records which was done in July 2000.
As a result of the Taskforce report, the Health Ministers agreed to support the development and implementation of HealthConnect and the Better Medication Management System. The cost of the scheme was then cited at around $440 million over 10 years.
The Better Medication Management system morphed into MediConnect and then died after two small trials in Launceston and Ballarat.
HealthConnect trials began in 2002 and as I have noted, some of these continue today, but the reality is something considerably less than we might hope for after 4 years and an investment of more than $200 million.
To date the only real legacy we have is a document released in April 2005 entitled “Lessons learned from the MediConnect and HealthConnect Trials”.
It’s not what I would call bedtime reading. The report is pretty bland and the lessons learned are not obviously stated, but I guess this paragraph sums it up:
“An electronic health record system is technically feasible, but the underlying infrastructure and connectivity ….limited the success of most trails and will be critical to the successful implementation of HealthConnect.”
What went wrong?
Hindsight is always twenty-twenty and I’m certainly willing to acknowledge that introducing new approaches to the management and delivery of health care is not an easy task.
It’s as much about changing the culture and individual behaviour as it is about the sequences of putting the infrastructure and software in place, testing it, and spending resources wisely.
But I think there are some fairly obvious mistakes and some very real missed opportunities.
1. There was no real public statement of what a major investment in e-health would achieve.
The need for a major investment in e-health has been pretty well articulated at the macro level, with some very grand promises made. But at the grass roots level – the level where acceptance and adoption of new systems and approaches is required – individuals have found it hard to see the benefits and easy to see the disadvantages.
People in Tasmania saw no value in spending the time and money to get a full birth certificate and 100 identification points to get a Medicare smart card, with the only apparent difference from the current Medicare Card being the photo on it.
Busy GPs saw no value in spending more time in writing up electronic health records when many of their colleagues did not use the same IT system or in some cases, did not use an IT system at all.
Surely the single biggest objective should have been ensuring all hospitals could communicate with each other and with GPs electronically using the same medical terminology. To achieve this big objective would have required a true partnership with the States and Territories.
But rather than a single-minded pursuit of a big objective – an objective that would potentially save lives and dollars – what we have seen over the past five years is the Howard Government spraying funds on consultancies and individual projects.
Unfortunately, it seems the Howard Government is still on that same merry-go-round with Minister Hockey’s whole of government Access Card. Privacy issues in particular have not been addressed and already there are legitimate concerns about cost management.
Unless and until these issues are addressed and there is a clear statement of intent about the Access Card, the public are entitled to remain sceptical.
I am not the first person to criticise the Howard Government’s approach to e-health as unfocussed and uncoordinated. Back in 2004, the Boston Consulting Group released a report that made the following observations about a flurry of activity in e- health:
* The average project size was small with funding spread across many priorities;
* There were many areas of overlap, due in large part to a lack of national leadership;
* Decision-making was frustratingly slow and lines of responsibility were unclear; and
* There was a real need for the adoption of common standards.
Unfortunately these messages went unheeded.
2. People need to see the advantages of e-health systems for them personally.
There are some wonderful examples out there of how e-health can make a real difference in the effective delivery of health care services, with a positive impact on peoples’ health.
The use of IT to link specialists into the diagnosis and care of cancer patients in rural areas is a great example.
At Geelong Hospital Dr Stephen Bolsin has pioneered an individual performance monitoring system that uses small hand-held computers to continuously check doctors’ clinical performance against recognised standards, leading to better medical training, fewer adverse incidents and improved safety for patients.
But at the same time, grandiose talk about smart cards and shared electronic health records from the Howard Government has left many Australians concerned that
current systems to protect privacy and ensure secure transmissions are inadequate.
3. We must create a real partnership between the Commonwealth and the States.
As a consequence of the problems outlined in the Boston Consulting Report, the States and Territories felt they had to proceed with their own efforts in e-health, and several States have made some very significant investments.
This has led to the very real fear that we will end up with a national e-health system as fragmented and disconnected as the railway system once was. That means a lot of money and resources going to waste.
There was a real opportunity to address this issue in the context of the 2003-08 Australian Health Care Agreements. Unfortunately, that opportunity was lost.
4. Basic IT systems are not there in many parts of Australia
Finally, I think we must also acknowledge that until we have a situation in Australia where everyone can have ready access to super fast and affordable broadband access, there is no possibility of driving even the simplest proposals forward nationally. That’s why Kim Beazley has committed that a Beazley Labor Government would invest in a national broadband network.
Conclusion
I think we have to face the fact that a national e-health system is at least a decade off.
We have lots of good intentions and, finally, some important agreements in place between the governments. But we have very little of the needed infrastructure,
including the basics like broadband, only the first draft of a set of standard clinical terms, no current means of accurately identifying health care providers or patients, and no systems to ensure the privacy of shared e-health records.
A lot of money has been spent and I’m concerned that goodwill and opportunities have also been wasted.
I know you wouldn’t manage your health services in this manner, but the Howard Government’s management of e-health does matter to you and does impact on your work.
To fix the problem we will need a national, collaborative approach and strong national leadership. We will also need all your skills, insights and abilities. Only then can we begin to reap the benefits of the e-health revolution.
Thank you."
------------------------------------------
It is hard to take much exception to much of what is said here. Perhaps it would be good to see a recognition of the need to develop a consensus driven National E-Health Plan and some real commitment to actual investment in the plan to operationalize it once developed.
This statement is as sound as could be hoped for and reflects a degree of understanding of the issues I have yet to see from any other National politician.
More power to her e-health arm!
David.
Saturday, December 02, 2006
Health IT – What is in the Way of Progress?
In the last few weeks I have been ruminating on what is in the way, and what are the roadblocks, to improved Health IT deployment and use in Australia.
There is no doubt that this is a multi-factorial issue that involves human, technical and financial aspects. If we consider the current situation there are some clear facts.
1. It is possible to build, deploy and have used computer systems that can assist with the operations, efficiency, safety and quality of hospitals. Suitable systems both from here and overseas are available to suit most of the patient management, clinical and administrative operations of both small, medium and large hospitals. The same can also be said systems to operate diagnostic laboratory and imaging services.
2. The same is true in the provision of support for General Practice and Specialist Office Practice with the market beginning to mature and evidence of significant contestability of system selection emerging. (Medical Director’s market share is no longer more than 2/3 of the market with IBA, Genie and Best Practice making some headway). Recent changes in the Commonwealth Practice Incentive Program is also ensuring more of the available functionality is actually being used.
3. Messaging of pathology and radiology results is being widely deployed via a number of providers (Argus, Medical Objects, HealthLink, Promedicus etc). Referrals to specialists are also gradually beginning to happen electronically – albeit as yet in pretty un-standardised form by and large. At present there is a great deal of prescription printing but very little, if any, in the way of prescription transmission electronically.
4. There has been considerable investment on development of a range of Standards which have facilitated the communication of pathology results at the individual test level using HL7 V2 which has made these results more usable. At present, however, a majority of results are still transmitted using the PIT format.
All this is very positive and if there could be near to complete penetration of these technologies where ever they are needed it would be a major public good.
Consideration of what has been achieved and what is known to work today leads to a recognition of there being a range of gaps.
First messaging of useful clinical content in computable, as opposed to “blob” forms is yet to be developed and needs to be as a priority.
Second the information held in many systems (both Ambulatory and Hospital) is held in forms which are not easily transferred between competing systems (leading to a level of ‘vendor lock in’) Indeed some vendors even encrypt information and them refuse to provide access keys without payment of maintenance fees – a most cynical exercise indeed.
Third the data, information and terminological standards to enable more that be most basic system inter-operation are still under development or unproven.
Fourth there is a very complex and highly contested debate about how information should be stored, versioned and structured within the EHR. Both the openEHR Foundation and HL7 have spent a very long time working in this area – especially trying to work out how to preserve the clinical meaning of patient information as it is moved from one computer system to another – and it is by no means clear if either have a practical and workable solution to the problem. This issue is in turn causing some difficulties as far as the finalisation of CEN/ISO 13606 (EHRCom) standard for the transmission and receipt of extracts of patient clinical records.
Fifth Australia’s full deployment of SNOMED CT is still years off given the need for localised subsets and other necessary enabling add-ons.
Australia at present has also not decided on the approaches it will use for clinical documents sharing in more general messages and in the shared EHR environment (CDA RII, plain XML and the CCR are all possible candidates among others I understand).
What is common in all the areas that are outstanding as not yet being easily soluble?
I would like to suggest that moving to the next level of information sharing and interoperation is an order of magnitude more complex than what has so far been achieved and that the standardisation and ontological issues that need resolution for confident forward investment to be made are not easily resolvable and may take many years of further effort for resolution and clarity to be achieved. If it were easy it would have been done by now!
My discussions with those close to and my readings of a range of sources from the key camps involved in these efforts (and in the harmonisation efforts) admit to very considerable levels of difficulty in defining a way forward – especially if consensus is to be reached. There are many strong opinions and a lot of conviction around forward paths which may not be easily harmonised.
It seems to me that this situation argues strongly for focus and investment on those things that are proven and known to work while there is continued (but lesser) investment in attempts to solve the five and ten year problems.
There is plenty to do to get the basics in place, develop the privacy and other necessary policy infrastructures and get some simple generalised messaging in place (covering referral, discharges and prescriptions) while waiting for the much more complex issues to be sorted by those capable of really ‘deep thought’.
I would suggest NEHTA would be better of sponsoring a set of proven basics as a major part of its forward work plan rather than the current laudable, but risky, push towards a form of health informatics nirvana which may prove essentially unreachable. If neither HL7 or openEHR have fully implemented scalable demonstration systems after a decade or more of development how much longer are we to wait on trust?
David.
There is no doubt that this is a multi-factorial issue that involves human, technical and financial aspects. If we consider the current situation there are some clear facts.
1. It is possible to build, deploy and have used computer systems that can assist with the operations, efficiency, safety and quality of hospitals. Suitable systems both from here and overseas are available to suit most of the patient management, clinical and administrative operations of both small, medium and large hospitals. The same can also be said systems to operate diagnostic laboratory and imaging services.
2. The same is true in the provision of support for General Practice and Specialist Office Practice with the market beginning to mature and evidence of significant contestability of system selection emerging. (Medical Director’s market share is no longer more than 2/3 of the market with IBA, Genie and Best Practice making some headway). Recent changes in the Commonwealth Practice Incentive Program is also ensuring more of the available functionality is actually being used.
3. Messaging of pathology and radiology results is being widely deployed via a number of providers (Argus, Medical Objects, HealthLink, Promedicus etc). Referrals to specialists are also gradually beginning to happen electronically – albeit as yet in pretty un-standardised form by and large. At present there is a great deal of prescription printing but very little, if any, in the way of prescription transmission electronically.
4. There has been considerable investment on development of a range of Standards which have facilitated the communication of pathology results at the individual test level using HL7 V2 which has made these results more usable. At present, however, a majority of results are still transmitted using the PIT format.
All this is very positive and if there could be near to complete penetration of these technologies where ever they are needed it would be a major public good.
Consideration of what has been achieved and what is known to work today leads to a recognition of there being a range of gaps.
First messaging of useful clinical content in computable, as opposed to “blob” forms is yet to be developed and needs to be as a priority.
Second the information held in many systems (both Ambulatory and Hospital) is held in forms which are not easily transferred between competing systems (leading to a level of ‘vendor lock in’) Indeed some vendors even encrypt information and them refuse to provide access keys without payment of maintenance fees – a most cynical exercise indeed.
Third the data, information and terminological standards to enable more that be most basic system inter-operation are still under development or unproven.
Fourth there is a very complex and highly contested debate about how information should be stored, versioned and structured within the EHR. Both the openEHR Foundation and HL7 have spent a very long time working in this area – especially trying to work out how to preserve the clinical meaning of patient information as it is moved from one computer system to another – and it is by no means clear if either have a practical and workable solution to the problem. This issue is in turn causing some difficulties as far as the finalisation of CEN/ISO 13606 (EHRCom) standard for the transmission and receipt of extracts of patient clinical records.
Fifth Australia’s full deployment of SNOMED CT is still years off given the need for localised subsets and other necessary enabling add-ons.
Australia at present has also not decided on the approaches it will use for clinical documents sharing in more general messages and in the shared EHR environment (CDA RII, plain XML and the CCR are all possible candidates among others I understand).
What is common in all the areas that are outstanding as not yet being easily soluble?
I would like to suggest that moving to the next level of information sharing and interoperation is an order of magnitude more complex than what has so far been achieved and that the standardisation and ontological issues that need resolution for confident forward investment to be made are not easily resolvable and may take many years of further effort for resolution and clarity to be achieved. If it were easy it would have been done by now!
My discussions with those close to and my readings of a range of sources from the key camps involved in these efforts (and in the harmonisation efforts) admit to very considerable levels of difficulty in defining a way forward – especially if consensus is to be reached. There are many strong opinions and a lot of conviction around forward paths which may not be easily harmonised.
It seems to me that this situation argues strongly for focus and investment on those things that are proven and known to work while there is continued (but lesser) investment in attempts to solve the five and ten year problems.
There is plenty to do to get the basics in place, develop the privacy and other necessary policy infrastructures and get some simple generalised messaging in place (covering referral, discharges and prescriptions) while waiting for the much more complex issues to be sorted by those capable of really ‘deep thought’.
I would suggest NEHTA would be better of sponsoring a set of proven basics as a major part of its forward work plan rather than the current laudable, but risky, push towards a form of health informatics nirvana which may prove essentially unreachable. If neither HL7 or openEHR have fully implemented scalable demonstration systems after a decade or more of development how much longer are we to wait on trust?
David.
Thursday, November 30, 2006
What are the Trends in Australian Hospital Information System Market?
The international research firm has recently released a report entitled Australian Hospital Information Systems Markets (Frost & Sullivan, March 2006).
The summary of the report makes some interesting points.
The first is that they see the key driver of increasing investments in Health IT as being driven by a growing demand for safer and improved healthcare noting there are ambitious plans underway in a number of states and at the Commonwealth level.
The second point they make is that there is a strategic shift in healthcare IT requirement that is expected to boost market growth. They go on to say:
“Hospitals in Australia are replacing legacy systems with sophisticated and integrated ones. Similarly, there is a strategic shift from the adoption of administrative systems to clinical systems and healthcare providers of various states and territories are looking at integrating their IT systems under programs such as the nation-wide electronic health records. Australia is slowly moving toward an integrated healthcare delivery structure, where healthcare agencies will be linked with each other, notes the analyst of this research service. Information systems are expected to play a vital role in this structure and there is likely to be an increased uptake of hospital information systems to allow seamless integration between the legacy and contemporary healthcare information systems.”
I must say that while the shift to more clinically based computing is certainly evident in most States I am less sure there could really be said to be a move towards “an integrated healthcare delivery structure” really underway as yet. As of 2006 the State / Commonwealth divides are as real and as damaging as ever in my view.
Integration between the legacy and contemporary healthcare information systems is also very much a work in progress I would suggest and is certainly not seamless.
The following would seem to be an important paragraph and I would read this as suggesting care is needed before making major investments by vendors of hospital systems in Australia.
“Nevertheless, despite these positive developments, participants must remember that there has been chronic under-investment in healthcare IT in Australia, leading to the adoption of fragmented and inefficient information systems by the healthcare providers. Further, there is also a huge level of penetration of legacy systems in Australian hospitals and migration to packaged software could pose considerable challenges.”
In the last section they say the market for clinical systems holds high growth potential. To quote:
“With hospitals replacing low-quality patient administration and financial systems with standardized and integrated solutions, the administrative HIS segment currently accounts for a majority of the market revenues. However, public and private hospitals are now showing considerable interest in clinical solutions and health departments are expected to allocate more funds for the adoption of clinical systems.
Consequently, there is growing interest in clinical systems such as radiology information systems (RIS), picture archiving and communications systems (PACS) and electronic medical records (EMR), which is expected to accelerate the growth of the overall Australian HIS markets.”
This is all true, however the next paragraph is more problematic.
“Considering the shift toward integrating the IT systems, huge contracts are expected to be awarded in the Australian HIS markets in the coming years. With the health departments of various states and territories planning numerous IT initiatives during the next few years, vendors need to enhance client relationships through better customer service and scheduled project completion, says the analyst. Also, with the increasing demand for clinical solutions, developing solutions tailored to local needs is likely to evolve as a market necessity.”
In recent times we have seen major decisions taken for clinical hospital software in the public sector in NSW, Victoria, Tasmania and South Australia. This really leaves only Qld and Western Australia to declare their hands. Qld is likely to be very conservative after the problems of the recent past (i.e. will probably follow NSW / Victorian approach if they are seen to be successful) and WA has developed its Health IT Strategy (HealthTec founded in January 2006) ) but as far as I know is probably a good way off making procurement decisions. WA does, however, need a refresh of all hospital systems sooner rather than later according to my WA correspondents.
Overall I see this report as being rather too optimistic as far as new prospects are concerned while having correctly identified the general trend to raised investments in the clinical sector. The major spending over the next few years I envisage as being focussed on implementation and integration services rather than software purchases.
Work on implementation will run for the next five to ten years so – other than Qld and WA - I suspect a quiet time will be had in the public sector for the next decade.
The private hospital sector, on the other hand, will gradually come under more pressure to provide clinical hospital systems, and I would expect this is where the major hospital market will be over the next five years in terms of new system sales.
David.
The summary of the report makes some interesting points.
The first is that they see the key driver of increasing investments in Health IT as being driven by a growing demand for safer and improved healthcare noting there are ambitious plans underway in a number of states and at the Commonwealth level.
The second point they make is that there is a strategic shift in healthcare IT requirement that is expected to boost market growth. They go on to say:
“Hospitals in Australia are replacing legacy systems with sophisticated and integrated ones. Similarly, there is a strategic shift from the adoption of administrative systems to clinical systems and healthcare providers of various states and territories are looking at integrating their IT systems under programs such as the nation-wide electronic health records. Australia is slowly moving toward an integrated healthcare delivery structure, where healthcare agencies will be linked with each other, notes the analyst of this research service. Information systems are expected to play a vital role in this structure and there is likely to be an increased uptake of hospital information systems to allow seamless integration between the legacy and contemporary healthcare information systems.”
I must say that while the shift to more clinically based computing is certainly evident in most States I am less sure there could really be said to be a move towards “an integrated healthcare delivery structure” really underway as yet. As of 2006 the State / Commonwealth divides are as real and as damaging as ever in my view.
Integration between the legacy and contemporary healthcare information systems is also very much a work in progress I would suggest and is certainly not seamless.
The following would seem to be an important paragraph and I would read this as suggesting care is needed before making major investments by vendors of hospital systems in Australia.
“Nevertheless, despite these positive developments, participants must remember that there has been chronic under-investment in healthcare IT in Australia, leading to the adoption of fragmented and inefficient information systems by the healthcare providers. Further, there is also a huge level of penetration of legacy systems in Australian hospitals and migration to packaged software could pose considerable challenges.”
In the last section they say the market for clinical systems holds high growth potential. To quote:
“With hospitals replacing low-quality patient administration and financial systems with standardized and integrated solutions, the administrative HIS segment currently accounts for a majority of the market revenues. However, public and private hospitals are now showing considerable interest in clinical solutions and health departments are expected to allocate more funds for the adoption of clinical systems.
Consequently, there is growing interest in clinical systems such as radiology information systems (RIS), picture archiving and communications systems (PACS) and electronic medical records (EMR), which is expected to accelerate the growth of the overall Australian HIS markets.”
This is all true, however the next paragraph is more problematic.
“Considering the shift toward integrating the IT systems, huge contracts are expected to be awarded in the Australian HIS markets in the coming years. With the health departments of various states and territories planning numerous IT initiatives during the next few years, vendors need to enhance client relationships through better customer service and scheduled project completion, says the analyst. Also, with the increasing demand for clinical solutions, developing solutions tailored to local needs is likely to evolve as a market necessity.”
In recent times we have seen major decisions taken for clinical hospital software in the public sector in NSW, Victoria, Tasmania and South Australia. This really leaves only Qld and Western Australia to declare their hands. Qld is likely to be very conservative after the problems of the recent past (i.e. will probably follow NSW / Victorian approach if they are seen to be successful) and WA has developed its Health IT Strategy (HealthTec founded in January 2006) ) but as far as I know is probably a good way off making procurement decisions. WA does, however, need a refresh of all hospital systems sooner rather than later according to my WA correspondents.
Overall I see this report as being rather too optimistic as far as new prospects are concerned while having correctly identified the general trend to raised investments in the clinical sector. The major spending over the next few years I envisage as being focussed on implementation and integration services rather than software purchases.
Work on implementation will run for the next five to ten years so – other than Qld and WA - I suspect a quiet time will be had in the public sector for the next decade.
The private hospital sector, on the other hand, will gradually come under more pressure to provide clinical hospital systems, and I would expect this is where the major hospital market will be over the next five years in terms of new system sales.
David.
Tuesday, November 28, 2006
Questions for Minister Abbott to Ask – How to Decide whether to Continue NEHTA.
An article by Julian Bajkowski of The Australian Financial Review on the 28th Nov 2006 suggests that the AMA is seeking to have Health Minister Tony Abbott to create legally enforceable standards that govern the sale and use of electronic health systems.
Quoting an AMA position paper obtained by The Australian Financial Review we are told that medical practitioners remain deeply concerned about various state electronic health initiatives. We are also told the AMA fears the plans, if not properly governed, will recreate rail gauge incompatibilities - various state health systems will be unable to share critical patient data at a clinical level.
This will come as no shock to any reader of this blog who will be aware that for the last eight months I have been suggesting there is a critical pressing need for the development of a consensus based National E-Health Plan, Business Case and Implementation Plan. The AMA is dead right that nationally E-Health is in one serious hole and urgent action is required to correct the situation.
As my manifesto of last Friday made clear I hope we can lift from the present rather messy base. To quote
“My view is that right now there is a lot of unfocussed, uncoordinated activity going on (some good and some bad) and that it is the time to take a step back, work out, at a national level, what is needed and how best to get there. As a nation in 2000/1 we had some good ideas with HealthConnect but we then lost the plot and momentum by early 2005. We can’t afford another wasted four years.
In the blog I hope to alert and warn where I see mistakes being made and lessons we should already have learnt being repeated. Hopefully the assumptions above will point to those things which need to be assured before investments are made.
Overall I am hoping to foster the change from a heard of cats to a sleek shoal of fish all swimming towards real, practical and achievable goals.”
The article also goes on to say – as its second main point – that the continuing funding of NEHTA beyond 2008/09 is now under review by the Health Minister. This review is timely as NEHTA has now been operational for a decent period. As I stated previously “My view is that unless there are some really useful and practical outcomes within the next six months (i.e. NEHTA having been in action for just on three years (Authorised by COAG July 2004) serious questions will start being asked. The opportunity cost of all this inactivity is really astronomical in terms of patient suffering and lives lost.”
Before continuing funding there are a number of questions I suggest Mr Abbot should ask:
1. Has NEHTA developed and articulated the consensus based National E-Health Plan, Business Case and Implementation Plan which is needed to frame all other E-Health activity and investment? If not, why not?
2. With the effective gutting of both the E-Health Implementation Branch of DoHA and the Australian Health Information Council (AHIC) should NEHTA have been more aware of the strategic gap at the core of Australian E-Health an moved promptly to address this gap?
3. Have NEHTA’s interventions and work products contributed positively to the development of the E-Health industry in Australia through the provision of clear, usable advice and technical frameworks?
4. Have clinical users of E-Health system seen a perceptible improvement in the quality and availability of satisfactory systems which interoperate and also allow for the smooth and reliable communication of clinical information?
5. Has the agenda of improving Clinical Decision Support within E-Health Systems to assist with the quality and safety of patient care seen a significant advance since NEHTA’s inception?
6. Has access to critical clinical information in life-saving and emergent situations been improved in the last 2-3 years under NEHTA’s guidance?
7. Is the present governance of NEHTA with a CEO level board and advisory committees whose membership is not made public the right way to manage a critical national effort such as the National E-Health Agenda?
8. Has NEHTA’s cross jurisdictional nature lead to a much improved alignment of the E-Health initiatives in each of the States and Territories?
9. Are the stakeholders who are involved in the delivery of E-Health products and services finding it easier or harder to make progress with NEHTA’s presence in the arena?
10. Is the value obtained for the investment in NEHTA becoming clear to the extent that funding should be continued or is a major strategic re-assessment required?
11. Should Australia have both NEHTA and Standards Australia involved in E-Health Standards setting or should this role be clearly placed in one place of the other?
12. Is it realistic for NEHTA to continue to work on a National Shared EHR when the financial, technical and human aspects of such a project remain so uncertain and problematic?
13. Why is it that NEHTA has not addressed the issues around clinical software quality and certification despite significant clinical and industry concern that guidance is important and needs careful consideration?
14. Does NEHTA have adequate clinical input given its technical importance to the health system?
It seems to me that unless most of these questions can be confidently answered in the affirmative by the Minister then a serious strategic review is virtually mandatory.
The more astute reader may notice that the emphasis in the list above is on strategic rather than technical issues. This actually offers the Minister another approach. He could formally re-constitute AHIC and provide it with a strategically trained and aware E-Health secretariat and have NEHTA then change its role to a technical delivery arm for the AHIC strategy. This would be a very, smart choice. To leave things the way they are would not be.
David.
Quoting an AMA position paper obtained by The Australian Financial Review we are told that medical practitioners remain deeply concerned about various state electronic health initiatives. We are also told the AMA fears the plans, if not properly governed, will recreate rail gauge incompatibilities - various state health systems will be unable to share critical patient data at a clinical level.
This will come as no shock to any reader of this blog who will be aware that for the last eight months I have been suggesting there is a critical pressing need for the development of a consensus based National E-Health Plan, Business Case and Implementation Plan. The AMA is dead right that nationally E-Health is in one serious hole and urgent action is required to correct the situation.
As my manifesto of last Friday made clear I hope we can lift from the present rather messy base. To quote
“My view is that right now there is a lot of unfocussed, uncoordinated activity going on (some good and some bad) and that it is the time to take a step back, work out, at a national level, what is needed and how best to get there. As a nation in 2000/1 we had some good ideas with HealthConnect but we then lost the plot and momentum by early 2005. We can’t afford another wasted four years.
In the blog I hope to alert and warn where I see mistakes being made and lessons we should already have learnt being repeated. Hopefully the assumptions above will point to those things which need to be assured before investments are made.
Overall I am hoping to foster the change from a heard of cats to a sleek shoal of fish all swimming towards real, practical and achievable goals.”
The article also goes on to say – as its second main point – that the continuing funding of NEHTA beyond 2008/09 is now under review by the Health Minister. This review is timely as NEHTA has now been operational for a decent period. As I stated previously “My view is that unless there are some really useful and practical outcomes within the next six months (i.e. NEHTA having been in action for just on three years (Authorised by COAG July 2004) serious questions will start being asked. The opportunity cost of all this inactivity is really astronomical in terms of patient suffering and lives lost.”
Before continuing funding there are a number of questions I suggest Mr Abbot should ask:
1. Has NEHTA developed and articulated the consensus based National E-Health Plan, Business Case and Implementation Plan which is needed to frame all other E-Health activity and investment? If not, why not?
2. With the effective gutting of both the E-Health Implementation Branch of DoHA and the Australian Health Information Council (AHIC) should NEHTA have been more aware of the strategic gap at the core of Australian E-Health an moved promptly to address this gap?
3. Have NEHTA’s interventions and work products contributed positively to the development of the E-Health industry in Australia through the provision of clear, usable advice and technical frameworks?
4. Have clinical users of E-Health system seen a perceptible improvement in the quality and availability of satisfactory systems which interoperate and also allow for the smooth and reliable communication of clinical information?
5. Has the agenda of improving Clinical Decision Support within E-Health Systems to assist with the quality and safety of patient care seen a significant advance since NEHTA’s inception?
6. Has access to critical clinical information in life-saving and emergent situations been improved in the last 2-3 years under NEHTA’s guidance?
7. Is the present governance of NEHTA with a CEO level board and advisory committees whose membership is not made public the right way to manage a critical national effort such as the National E-Health Agenda?
8. Has NEHTA’s cross jurisdictional nature lead to a much improved alignment of the E-Health initiatives in each of the States and Territories?
9. Are the stakeholders who are involved in the delivery of E-Health products and services finding it easier or harder to make progress with NEHTA’s presence in the arena?
10. Is the value obtained for the investment in NEHTA becoming clear to the extent that funding should be continued or is a major strategic re-assessment required?
11. Should Australia have both NEHTA and Standards Australia involved in E-Health Standards setting or should this role be clearly placed in one place of the other?
12. Is it realistic for NEHTA to continue to work on a National Shared EHR when the financial, technical and human aspects of such a project remain so uncertain and problematic?
13. Why is it that NEHTA has not addressed the issues around clinical software quality and certification despite significant clinical and industry concern that guidance is important and needs careful consideration?
14. Does NEHTA have adequate clinical input given its technical importance to the health system?
It seems to me that unless most of these questions can be confidently answered in the affirmative by the Minister then a serious strategic review is virtually mandatory.
The more astute reader may notice that the emphasis in the list above is on strategic rather than technical issues. This actually offers the Minister another approach. He could formally re-constitute AHIC and provide it with a strategically trained and aware E-Health secretariat and have NEHTA then change its role to a technical delivery arm for the AHIC strategy. This would be a very, smart choice. To leave things the way they are would not be.
David.
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