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Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
Developing World Class Health IT
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Developing World Class Health IT


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Dougal McKechnie, CEO, NZ Health IT Cluster

Dougal McKechnie, CEO, NZ Health IT Cluster

Published in: Health & Medicine, Business
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  • 1. HINZ Seminar – May 2010 Dougal McKechnie Chief Executive New Zealand Health IT Cluster
  • 2.
    • Introduction
    • Health ICT industry in New Zealand
    • Draft National Health IT Plan
    • New Zealand as a global eHealth R&D laboratory
    • Questions
    This session
  • 3.
    • Vibrant alliance of vendors and supporting members including academia, healthcare providers and policy makers
    • Vendor members are multi-nationals and local companies providing information communication and technology solutions and services to the health sector
    • Established in 2002
    • 80+ organisations
    • Estimated revenue of around NZ$350 million per annum
    • Represent members interests
    • Facilitate and seek $ for collaboration, innovations and projects
    • Neutral vehicle for dialogue between decision-makers and industry
    • Formal partnerships: NZICT, NZTE, MOH/NHB
    Health IT Cluster
  • 4. IT Health Board Supporters Strategic partners
  • 5. Health ICT Vendor Members Lifetime Health Diary®
  • 6.
    • On average in New Zealand every day …
      • 160……....babies are delivered
      • 1,500….…people are admitted to a public hospital
      • 2,000…….visit an emergency department
      • 2,500….…are in community-based mental health care facilities
      • 4,000….…outpatient appointments are held
      • 25,000…..people are in long-term residential care
      • 40,000…..laboratory tests are undertaken
      • 55,000.....people visit a GP
      • 70,000…..home visits are undertaken by allied health workers
      • 105,000…prescriptions are dispensed in the community
    • These interventions are provided by a workforce of 120,000 employed across some 17,000 organisations.
    Health interventions
  • 7.
    • Ministry of Health “Long Term System Framework” project, Gareth Morgan’s book Health Cheque and the MRG Report
    • The pressures are:
      • Demographics
      • Long-term conditions
      • Workforce
      • New technologies and devices
      • Affordability
      • Health inequalities
      • Public expectations
    • and these are present now and will only intensify
    ‘ Health system’ challenges
  • 8. Practices with Advanced Electronic Health Information Capacity Percent reporting at least 9 of 14 clinical IT functions* * Count of 14 functions includes: electronic medical record; electronic prescribing and ordering of tests; electronic access test results, Rx alerts, clinical notes; computerized system for tracking lab tests, guidelines, alerts to provide patients with test results, preventive/follow-up care reminders; and computerized list of patients by diagnosis, medications, due for tests or preventive care. Source: 2009 Commonwealth Fund International Health Policy Survey of Primary Care Physicians.
  • 9.
    • We are widely regarded internationally for the progress we have made in introducing ICT to health in an innovative and agile manner, however:
      • Draft National Health IT Plan 2010 : While New Zealand was the envy of the world in adopting IT into the health system, investment in next generation systems has "reached a plateau" and the way forward is unclear.
      • DHB CIO Panel, HINZ 2009 : We are falling behind the leaders and are failing our population. Having the NHI and 90% of GPs with computers is not now a compelling story.
      • Victoria University 2010 : A foundation of distrust and aggressive contracting from the early 1990s often brought rigidity to relationships … that still effects constructive interaction and shared learning. This diminishes the capacity to bring collective solutions to difficult issues, and stifles the spread of innovation.
    Health ICT in New Zealand
  • 10. Some looming challenges
    • The investment in EMRs by the governments of the U.S., Australia and the U.K. alone will total $100 billion over the next five years.
    • Other industries are generating increased expectations:
      • online banking
      • social networking
      • PHR services
    • Expert patients
    • Quality and safety agenda
    • If society is to moving to a more open and transparent dialogue about our public health system – and our health information – how tolerant will we be of inefficiency and waste, and of old models of care. We will demand better.
  • 11. Draft National Health IT Plan Phase 1 (2 Years) Clinical Data Repository Phase 1 (2 Years) Phase 2 (5 years) Transfer of Care Continuum of Care - Continuum of Care - Secondary /Tertiary Secondary /Tertiary Shared Care Shared Care Primary /Community Primary /Community GP2GP GP2GP E - Prescribing E - Prescribing Medicine Reconciliation Medicine Reconciliation Clinical Data Repository Patient Vitals E - events Care Plans Decision Support Patient Vitals E - events Care Plans Decision Support
  • 12.
    • Focused plan on a relatively small number of important priority areas
    • Opportunities for ‘near-term innovation’ are limited:
      • Qi4GP
      • Care Plans and pathways
      • Models of Care
      • ‘ National systems’
    • The plan needs to recognise and allow continued investment outside the identified priorities
    • How are we going to achieve the identified priorities:
      • Improve the contracting and procurement processes
      • Streamline the governance, prioritisation and deployment mechanisms
      • Supporting ‘transformational (or true) innovation’
    Initial industry response
  • 13.
    • Complimentary to the plan we need to focus now on the medium to long-term view
    • We need a new approach that promotes innovation in New Zealand and subsequent uptake and it must resolve:
      • Funding
      • ‘ Sandpit’ environment
      • Full solution development lifecycle
      • Integration with devices and technologies (everyday and medical)
      • Clinical trials and access to provider organisations
      • Intellectual Property ownership
      • Implementation across New Zealand
      • Commercialisation and offshore earnings
    • The Open Health Collaborative (led by Orion Health), NZTE, NIHI and the Health IT Cluster are all working to advance this vision
    New Zealand as a Global eHealth R&D Lab