Wednesday, December 03, 2008

New Brunswick’s Task Force on Personal Health Information (PHIFT)


Co-chaired by Jean-Guy Finn and Kevin Malone, the Province of New Brunswick’s Task Force on Personal Health Information (PHIFT) was created in May 2008 to consult with New Brunswicker’s and advise the minister on new legislation to regulate the collection, use and disclosure of personal health information.

In October, 2007 New Brunswick’s PHI Task Force released a report entitled Balancing Privacy Rights and Access Requirements. The recommendations in the report strike a good balance between the protection of personal health information (PHI) and the need to use this information appropriately in order to improve patient care and, secondarily, better manage the health care system.

PHIFT Mandate
Co-chair Bios
Personal Health Info
Access
Consent

PUBLICATIONS
Consultation Guide
Backgrounder
Task Force Report

Tuesday, December 02, 2008

Sarah Kramer, President and CEO of eHealth Ontario Outlines Health Strategy


Sarah Kramer, President and CEO of eHealth Ontario spoke about the future of eHealth in Ontario at HealthAchieve 2008.

She focused on Ontario’s eHealth strategy, its system transformation goals and how the government’s goals will be implemented. In her words,the overall emphasis of eHealth in Ontario is to deliver clear, measurable, transparent results … that improve patient care quality and safety. Click here for the full text of her speech.

Background
eHealth Ontario is the marriage of the Ministry of Health and Long-Term Care’s e-Health Program and the province’s Smart Systems for Health Agency (SSHA) under one banner.

Three key e-health priorities have been identified for the next few years including a Diabetes Registry, an e-health portal to centralize health information on an easily accessible web site, and e-prescribing which will eliminate hand written prescriptions and reduce medication errors.

The ultimate goal of the e-health strategy is to create an electronic health record (EHR) for all Ontarians by 2015. An electronic health record will provide patients and providers with the ability to access, share and use health information. It will improve health care delivery, increase patient safety, reduce ER wait times and create a more effective health care system.

QUICK FACTS
* eHealth Ontario will work with the Office of the Information and Privacy Commissioner/Ontario to ensure the protection of personal health information;
* The Ontario government created SSHA in 2003 to improve patient care through a variety of initiatives, including network hosting and secure e-mail.

Province of Nova Scotia: Electronic Health Record (EHR) Initiatives


Many of the IM projects underway, such as the Nova Scotia Hospital Information System (NShIS), the Picture Archiving and Communications System (PACS), and the primary health care information management program are helping to move us closer to our goal of a portable electronic health record (EHR) for all Nova Scotians.

* Nova Scotia Hospital Information System
* Picture Archiving and Communications System
* Primary Health Care Information Management Program

Newfoundland and Labrador's Electronic Health Record (EHR) Resources



The Centre for Health Information collaborates with Newfoundland and Labrador's health system to ensure quality health information is available for health care, system-wide planning, research, and policy development. Through this collaboration, the Centre has fostered expertise in health information systems development and management, applied health research, data quality and collection, education, and personal information protection.

The Health Information Network (HIN) Division manages the development of infrastructure for secure electronic health records. It is responsible for the management of the HIN that currently connects all health authorities, and in the future will connect other health system stakeholders in the province. Several collaborative projects are currently underway at the Centre which will assist in the development of the HIN and will support person-specific electronic health records, including: the Unique Personal Identifier/Client Registry; the Pharmacy Network; Primary Health Care Information Management System; Diagnostic Imaging/Picture Archiving and Communications System; Laboratory System; and Telehealth.
Read latest news.

EHR RESOURCES
- UPI/Client Registry
- Provider Registry
- Pharmacy Network
- Primary Health Care
- Diagnostic Imaging
- Lab System
- Telehealth
- Background Documents
- EHR Links

Monday, December 01, 2008

Province of Manitoba | Provincial Electronic Health Record (EHR) Resources






Manitoba eHealth Vision
The Manitoba eHealth Program will facilitate the improvement and enablement of healthcare delivery transformation through the use of information and communication technology. Manitoba eHealth offers a single integrated organization capable of providing province-wide solutions under the direction of the Manitoba eHealth Board.

Manitoba eHealth Mandate:
• Begin the process for integrating health care systems across regions and care-sectors
• Improve and expand health care services by managing information and communication technology as a single organization capable of achieving economies-of-scale, province-wide
• Improve the efficiency and effectiveness of Information and Communications Technology (ICT) services by leveraging the benefits of a centralized delivery model.


Through a coordinated provincial approach, Manitoba eHealth is working with health care professionals to plan, design and build the necessary systems that will lead to a provincial Electronic Health Record (EHR).

Projects in Progress
Emergency Department Information System (EDIS)
Hospital Information System Project (HISP)
SBGH
Provincial HISP / Long Term Care Planning
Interoperable Electronic Health Record (iEHR)
Provincial Client Registry
Provincial Lab Information System
Provincial Radiology Information System / Picture Archiving and Communications Systems (RIS / PACS)
Utilization Management System (UM System)

Projects Completed
Clinical Supply Chain Information System (CSCIS)
Lab Information System (LIS) – Winnipeg Region
Primary Data Centre (PDC)
Security Planning
Sterile Instrument Tracking System (SITS)
Surgical Information Management System (SIMS)

Province of Saskatchewan | Provincial Electronic Health Record (EHR) Resources





Saskatchewan Health Information Network (SHIN) manages the development of a province-wide health information network in Saskatchewan. SHIN is funded by Saskatchewan Health and managed by Health Information Solutions Centre (HISC) personnel.

The key roles of SHIN are:
1. To provide information management and technology services to regional health authorities and other health service providers and delivery agencies within Saskatchewan;
2. To deliver the mandate of an Electronic Health Record for Saskatchewan citizens; and,
3. To support health sector initiatives, provide a province wide health information network and securely, centrally hosted health care applications in the HISC data centre.

PROVINCIAL EHR RESOURCES
Electronic Health Record Blueprint
iEHR/Lab Results Repository
Pharmaceutical Information Program
PIP Patient Brochure
Provider Registry System
Public Health Surveillance
RIS-PACS-Archive (Diagnostic Imaging)
Shared Client Index (Client Registry)
Telehealth
Integrated Clinical System

Saturday, November 29, 2008

TVO SPOTLIGHT "THE DEBATE: E-HEALTH PROMISED?"





FOCUS: Ontario's ailing e-health initiative: If e-health is so good, why is it so slow in coming at UHN?

FEATURES: University Health Network’s (UHN) Centre for Global eHealth Innovation’s Kevin Leonard, and former UHN CEO Tom Closson.

The entire TV program can viewed here.

Thursday, November 27, 2008

EHR SPOTLIGHT | British Columbia


The provincial government has outlined several goals and strategies related to health information management in British Columbia:
• Develop a comprehensive Technology Plan. This will help health professionals deliver faster, more effective treatment to patients through new information technology and telemedicine.
• Build a unified, universal and cost-effective health services information network that will improve care and reduce costs.
• Enhance information privacy rights.

EHR RESOURCES
STRATEGIC PLAN FOR HEALTH INFORMATION MANAGEMENT IN BRITISH COLUMBIA
Defines how health information management can help achieve British Columbia’s health system's goals and objectives over the next five years.

FRAMEWORK FOR AN ELECTRONIC HEALTH RECORD FOR BRITISH COLUMBIANS
An overview on how the Province of British Columbia intends on using the secure sharing of integrated health information (EHR) to improve patient care, reduce duplication of services, and enhance management and planning for health service delivery.

Wednesday, November 26, 2008

Differentiating between Single Sign-on (SSO), Enterprise Single Sign-on (ESSO), ESSO with Context, and Clinical Portals.


So you eventually want an EHR.
What’s the best path?
Depends on the goals.


The Evolving Landscape
Healthcare delivery organizations, departments, and stakeholders across the continuum of care use a wide variety of IT systems for storing clinical information that are rarely integrated. This disparate data can result in time-consuming and painstaking efforts to obtain a patient’s complete medical record.

Today, Healthcare organizations have a vested interest in creating an infrastructure that delivers integrated patient information. Not only is the outcome of care improved when caregivers have complete, usable data, but additional benefits are immediately acquired. These benefits include improved operational efficiency, easier compliance with regulatory requirements, a reduced need for investment in IT systems and implementation, the ability to measure and manage quality of care and participate in research, and much more.

Information systems available to healthcare organizations until now have not been able to fully to deliver these benefits. This is primarily due to IT systems lacking a common or standardized method of representing clinical data (nomenclature, terminology, coding systems, etc.). In addition, the high degree of specialization demanded by clinical practices, as well as the tendency of healthcare organizations to adopt a best of breed approach for IT systems implementation, has increased the level of diversity and disparity of data. Consequently healthcare organizations have been forced to settle for basic, limited levels or integration of their clinical applications.

Single Sign-on (SSO) and Enterprise Single Sign-on (ESSO)
Although Single Sign-On (SSO) technology dates back with some vendors to 1996, adoption has been slow. Within the past two years, interest and deployment in this technology have increased, and the solution has blossomed into more than a security solution. This technology is primarily supported by Healthcare delivery organizations to assist their IT departments in their administrative duties.

In its simplest form, Enterprise Single sign-on (ESSO) is an access management mechanism whereby a single action of user authentication and authorization can permit a user (via batch credential provisioning) to access all applications with access permission, without the need to enter multiple passwords. In the Healthcare reality, an ESSO solution by definition can reduce administrative burden, extend access to multiple applications, and increase productivity and user satisfaction.

Imagine ESSO like a Windows Desktop environment. Once logged on, users have access to any/all applications (i.e. MS Word, Excel, PowerPoint, etc.) simply by double-clicking the icon on the desktop. When the application is launched from the desktop, users naturally do not need to sign-in again. However, users still need to navigate through multiple applications, pages, and disparate data to find the clinical information they’re looking for. In a client-server environment, this is further compounded by the time required to launch the application and search for the specific patient’s clinical information. In today’s ESSO reality, to have a comprehensive view of a patient’s clinical data would effectively require launching all the associated applications and searching through disparate data individually. While the user may not need to sign-on to access the systems, it’s clear this isn’t intuitive, nor time or cost effective.

ESSO and Context Management
A conversation about SSO would not be complete without talking about context management. Some may have the impression that investing in a SSO solution means the combination of functionality afforded by both SSO and context management. Providers have expressed problems when their constituency did not understand what they were buying if they were not getting both.

Context management automatically synchronizes multiple applications in response to a single user gesture directed at any application using readily identifiable information such as a particular patient, encounter or observation. Put simply, if using multiple applications simultaneously, a Patient-search on one system can trigger a similar search in other systems. This allows for the user to access each disparate database in context. This technology is primarily supported by Healthcare delivery organizations to assist their IT departments in their administrative duties. When combined with ESSO, Context Management can extend user authentication, patient search, and allow access to multiple vendors’ native applications. More sophisticated implementations can extend context sharing at the encounter level and/or in a bidirectional manner. However, users still require the user to navigate through multiple native applications and pages to find the detailed clinical information they’re looking for. Not ideal but significantly more value than simple (E)SSO.

The premise of ESSO with Context Management implies by definition that ALL users need access to the same finite and highly detailed clinical data found in the specific department or best-of-breed system. Most would agree that the meticulous and detailed needs of those using a Lab system, for example, in the Lab environment, would be significantly different than the data needs of someone in the ER trying to access a Patients Lab results to ensure there is not a conflict. In this model, stakeholders have access to the disparate data via the native application. One of the challenges with this model is that Physicians and Clinicians have to learn and navigate through multiple (departmental or “best-of-breed”) applications to get the patient data they require.

Although steps have been made to try and optimize this delivery model, the question remains. Is this as intuitive and streamlined as it could be? Can it expand outside of a single hospital? Eventually, won’t vendors selling (E)SSO with context realize that stakeholders don’t need access to ALL the clinical information available to do their job more effectively, they need access to the clinical data that is relevant to their specific role. Each clinical stakeholder has different needs.

This author contends that the next wave of (E)SSO with context solutions will add a presentation layer to the offering such that the user is presented only with the clinical data required (versus just access to the clinical data.) However, in the context (no pun intended) of not having any access to any clinical information at the point of care, being able to access the native departmental or best-of-breed application via (E)SSO is still a quantum leap for care delivery. In the face of evolving needs and reducing resources, many opt for this path as any solution is better than no solution.

Clinical Portals
This type of solution involves the creation of a customizable user interface that can work with information from different vendors and sources. Portals are designed for the clinical end-user directly at the point of care and offer the ability to manipulate the way information is presented, in most cases regardless of the legacy vendor. They typically involve a bottom layer that is responsible for aggregation of information, and a top layer in which the information is intuitively presented to the caregiver.

For example, portals can display data any number of ways from different sources in a hierarchical structure or simple “tabbed” environment. Think of a Portal solution (results-wise anyway) as the same integration results as an (E)SSO with context solution, however served up in a customizable web-based offering where the user is presented ONLY the clinical data required (versus just access to said clinical data.)

Unlike ESSO with Context, Portals call data directly from the databases where the legacy data resides, not a duplicate of the original transaction on a repository. This ensures data is queried in real-time, eliminates the need for a centralized data repository (CDR) and associated brokers and can also provide advantages in areas such as flexibility, scalability, availability, and even security to a limited extent, because information remains where it is created and each organization is free to administer its resources as it sees fit.

Moreover, Portals by definition offer unfettered use of the information. Because information is only handled in the presentation tier, the type and depth of data manipulation, cross-reference and analysis are unlimited and can be customized by user. This is primarily because, even though Portals are easy for Hospital IT departments to maintain, administer, and manage---they were originally designed to meet the clinical stakeholder’s unique needs.

One of the strongest differentiators for Portals is the fact that Clinicians and Physicians don’t have to learn multiple (departmental or “best-of-breed”) applications to get the clinical data they require. Users only need their respective departmental solution, and a portal to aggregate all other relevant data. Today’s Portals can accomplish everything a (E)SSO with context can all on a future-ready, scalable, standards-based platform. Although (seemingly) diametrically opposed paths, both ESSO with context and Portal paths can by definition provide a comprehensive, transferrable EHR. The differences are in time to implement and cost.

Future Proof
The realistic and “future proof” way to achieve an actual, real-time picture of a patient’s medical history is with a solution that provides interoperability – creating a unified patient record from the various sources holding patient data, no matter where they are located, or in which format. Any solution implemented must also accomplish this while adhering to privacy and security policies as well as auditing requirements of the organization/s and relevant regulating authorities. Moreover, the solution must be able to resolve issues of identity (name with/without middle initial, married/maiden names, etc.--aka MPI) and to deal with situations in which one patient may have more than one registered identity within and across multiple information systems.

So whether starting from fresh, or currently on a (E)SSO-with-context path and looking for a presentation layer (or EHR/EMR Viewer,) clinical stakeholders need intuitive, customized and streamlined access to relevant patient data. The true benefits of interoperability will only be realized when the integrated patient information is used not only by means of having it presented to the caregiver via a portal of some sort but rather by leveraging the data as a key clinical asset and using it to meet the needs of quality, compliance and management initiatives. The challenges that most organizations deal with in their quest to execute these initiatives mainly revolve around dealing with the lack of access to the broad set of medical data required for successful implementation. A robust interoperability solution holds the key to unlocking this information and turning such initiatives into a reality.

While any given EHR solution theoretically may be achieved via multiple paths, the ultimate vision is to create a single, unified patient record based on data from different information systems, formats, sites and if needed even across organizations, enabling the data to be integrated, analyzed and used – without affecting the systems in which information is stored.

Canadian Regional e-Health/EHR Authorities


Newfoundland and Labrador



Prince Edward Island




Nova Scotia



New Brunswick



Ontario



Quebec




Nunavut



Yukon



Northwest Territories





Manitoba




Western Health Information Collaborative (BC, Alberta, Saskatchewan, Manitoba, Yukon, NWT, and Nunavut)


Saskatchewan



Alberta




British Columbia



Health Canada



Canada Health Infoway

The Province of Alberta's "Netcare" EHR


The Alberta Netcare EHR is a secure lifetime record of an Albertan's key health information available for consultation by authorized health service providers. It is not a patient's full health or medical record.

Today, many physicians, pharmacists and other health service providers are recording information about their patients electronically, rather than in paper files. This information may be stored in a local electronic medical record or in a clinical information system. Labs, pharmacies, diagnostic services and community clinics are also capturing and storing information electronically.

Alberta Netcare EHR captures several key data elements from these clinical records for inclusion in a patient's provincial electronic health record. The information elements that are part of the Alberta Netcare EHR include:
• Personal demographic information that helps to uniquely identify each patient
• Prescribed dispensed drugs
• Known allergies and intolerances
• Immunizations
• Laboratory test results
• Diagnostic imaging reports
• Other medical reports

The information available for access by an Alberta Netcare EHR Portal authorized health service provider varies according to the access permissions assigned to that provider. Alberta Netcare EHR Portal also offers authorized health service providers several decision support tools including:
• Drug-to-drug and drug-to-allergy interaction alerts to avoid prescriptions that conflict
• A database of all available drugs and their common dosages
• Links to information support such as Clinical Guidelines from the Alberta Medical Association.

Contents of the EHR are maintained and updated in two ways:
• Primarily, information is automatically accessed and captured from the existing electronic data systems of pharmacies, labs, regional clinics and diagnostic services. This means that this information is not re-keyed or re-entered by anyone, it is gathered from source systems. Our partners in this process include all the health regions and the Alberta Cancer Board,
• Additionally, some information can be entered directly into a record by an Alberta Netcare authorized health service provider.

Benefits of the Alberta Netcare EHR
The Alberta Netcare EHR improves the quality and safety of care:

a) For Patients
• Providing more accurate and up-to-date medical information about a patient.
• Presenting this information immediately at the point of care which reduces delays in treatment, helps to ensure the most appropriate treatment decisions are made, and improves health outcomes.
• Reducing the possibility of medical error by improving the completeness, accuracy and clarity of medical records accessed at the point of care.
• Streamlining the secure sharing of health information between health service providers to improve the quality of patient care.
• Giving authorized health service providers a common understanding of a patient's health condition, preventing unnecessary treatments and adverse events, such as harmful prescription drug interactions.
• Reducing unnecessary duplication of tests, such as lab work.

b) For Authorized Health Service Providers
• The Alberta Netcare EHR provides access to available information at the point of care. It gives health service providers access to key patient information along with online decision support and reference tools. It also helps reduce the possibility of medical errors, assists with compliance issues, and decreases the potential for adverse drug reactions. Features like lab value trends and drug monographs also help with patient consultations.


Additional information on Alberta’s Netcare EHR.

Monday, November 24, 2008

Thursday, November 13, 2008

Thursday, November 06, 2008

"R.E.A.C.H." Clinical Portal Making a Difference in Doctors' and Patients’ Lives

R.E.A.C.H. or "Rapid Electronic Access to Clinical Health Information"is an electronic health information portal that allows authorized users access to their patients’ clinical information through a secure web-browser, whether inside or outside of the hospital.

This means Lab and Diagnostic test results, images, transcriptions and progress reports written (at any one of the REACH partner Hospital's) can be viewed immediately by a Physician treating the patient. Currently the REACH portal includes The Credit Valley Hospital William Osler Health Centre, and Halton Health Care. Trillium Health Centre and Headwaters Health Care Centre will be joining the network soon and Hamilton Health Sciences and the Scarborough Hospital also use the same vendor solution. Sharing Patient's clinical information is important because patients move between facilities for across a region to access different types of diagnostic tests and/or procedures---that are not necessarily performed at all facilities. At the Credit Valley Hospital, one of the Physicians was asked what he thought of this new EHR initiative. Here’s what he said.

Dr. Tom McGowan’s Notes*: Wednesday October 15, 2008
Sitting in clinic today it struck me how quickly REACH has changed how I work. Today was a day when I saw new cancer patients with new problems. Of the four new patients I saw today, I needed to look into REACH to get information from other hospitals on two of them. It took seconds to look them up, and find the information I needed from the other hospitals. Before REACH, getting that information would have taken anywhere from 15 minutes to hours, and usually many phone calls.

Given that we’re the only Radiation program in the region, we always see patients who have had all, or large portions, of their care elsewhere. Most of the time the referring doctors make sure all the information is faxed over when the referral is made. Most of the time we can make the decisions we need to make with the information we have. But if there was a recent test, or clinic visit, then we should see that report before we make a final treatment recommendation.

There’s wasted time and effort when information comes in piecemeal. There are times when the results of the test aren’t available when the patient is first referred by their medical doctor (MD). Sometimes the referring MD will send it when it’s ready, and sometimes not. We can’t expect that to happen because it’s too much to ask a busy referring doctor to keep track of upcoming tests, and make sure they’re faxed to us, when ready.

Even if it is sent after the result is in, we’ve got to be sure the new information gets attached to the original. While this normally happens, I’ve had cases where I’ve had our staff call a referring hospital to get a test result faxed over. Sometimes they say they’ve already sent it but we don’t have it. So we get them to send it again, only to find it went to my office rather than my clinic.

When there appear to be duplicates of the same test, there’s more time wasted while I compare the results from the two documents. Only then can I be sure it’s not new information that will influence the patient’s care. It’s pretty obvious that this isn’t the most efficient way to manage anybody’s time. Now I have an advantage that I hadn’t really appreciated until I started to use the REACH portal. By looking at the records from other hospitals, we can sometimes see results of tests that are relevant, but that the patient didn’t realize could be useful, or had completely forgotten about. This type of thing doesn’t happen very often, but when it does, it matters.

So getting back to today; I had two patients that had information I needed from other hospitals. Thanks to REACH, I had it, easily after looking for a few seconds. I didn’t have to figure out what to ask for, where things might have been done, and deciding whether I really needed it in the first place. I was able to spend all my clinic time doing clinical work, seeing my patients, explaining things to them, and figuring out what they needed to do next. And that makes for a satisfying day.

*Dr. Tom McGowan is Physician Director, Radiation Oncology at The Carlo Fidani Peel Regional Cancer Centre located at The Credit Valley Hospital.



---
Original article published in "A Credit to your Health" AUTUMN 2008 / VOLUME 10 ISSUE 4.

Friday, October 24, 2008

The Modern Face of Healthcare: The Wired Patient


Occasionally in our lives there is an alignment of powerful forces that cause a technology, a theory, or a new product to resonate with the broadest of audiences. One topic that is consistently debated and the highest priority on the agenda of citizens, public servants, and nations at large is healthcare ---and in particular how the advent of the internet and communication technologies is changing the way we deliver care.

The aim of Information and Communication Technologies (ICT) for Health (also known as eHealth) is to significantly improve the quality, access and efficacy of healthcare. ICT for Health describes the application of information and communication technologies across the whole range of functions that affect the health sector. Whether attempting to heighten prevention, detection, integration, or extend patients self-management tools---today’s healthcare delivery paradigm is clearly shifting to focus on connecting individuals rather than infrastructure. Moreover, today’s savvy consumers are demanding better health services and a more personalized service delivery model that places them at the centre of new models of connectivity for improved communication and collaboration.

Harris Interactive, on behalf of The Commonwealth Fund Commission, recently surveyed a random sample of 1,004 U.S. adults (age 18 and older) to determine their experiences and perspectives on the organization of the US health care system and ways to improve patient care. Eight of 10 respondents agreed that the health system needs either fundamental change or complete rebuilding—citing difficulties accessing care, poor coordination of services, and administrative hassles. In addition, the survey found that one of three adults has experienced inefficient or unnecessary care in the past two years. Granted this was not a Canadian study, however, many of the systemic issues seen south of the border are equally relevant here in Canada.

What is consistent in both countries is that Patients are increasingly seeking services that empower them to take an active role in managing their own health. Empowering patients to take more control over their health extends to those actions individuals and take for themselves, their children, families and others to stay fit and maintain good physical and mental health; meet social and psychological needs; prevent illness or accidents; care for minor ailments and long-term conditions; and maintain health and well being after an acute illness or discharge from hospital.

Patient self-care is driven by things like the increased adoption of online services via broadband and mobile devices; the enhanced ability to connect with individuals in other social networks; the continuing ease in submitting content online; and the growing participation of users with similar interests in online communities. What is clear is that people are going online today to share personal health experiences and learn from others with similar experiences or conditions. This shift promises to evolve traditional models of medicine toward a patient-centric model and aims to effectively bridge the gap between caregivers and patients – before, during, and after the hospital stay. The good news is that the value proposition is mutually advantageous, as both Patients and Healthcare delivery organizations reap the benefits of self-care initiatives.

Patient Collaboration
There is a notable growth in patient collaboration in determining support and direction. And this will only increase as the tools that enable and track insight and participation continue to improve.

When patients participate directly in determining how they are engaged, and are provided personalized content in their preferred channel, Healthcare delivery organizations are simultaneously extended the ability to capture and share information, understand their stakeholder’s unique needs, and improve the overall patient experience.

Information and communication technologies (ICT) offer numerous potential benefits in terms of improvements for patients, health and elderly care professionals and decision-makers. Citizens, patients and relatives must have quick, trouble-free access to quality-assured information on health care provision and health concerns, as well as personal data on their own care, treatment and health status. They must also be able to contact care services via the internet for assistance, advice or help with self-treatment.

What is absolutely clear is that Information and communication technologies are changing health care delivery and are at the core of effective, responsive health systems. These technologies are key to connecting people, information and research to improve health in countries, and ultimately, healthcare organizations extending their patients participatory tools in their own care path will have a much deeper understanding of their patients needs, and will have gone significantly farther towards building and maintaining patient trust and confidence.

Today, it’s truly all about the Patient and one-to-one engagement is the new competitive advantage.

Thursday, October 09, 2008

Thought Leader Series | "Patient Portals"


by Peter Kuhn | October 08, 2008

According to the Deloitte 2008 Survey of Health Care Consumers, over 70 percent of consumers want their hospital to provide online access to an integrated view of their medical information, including test results, doctor visits and hospital stays. Yet the percentage of hospitals that have deployed a true patient portal is still in the single digits.

Although it may appear that the healthcare industry has been devoid of motivation for the past 10 years, hospitals have been investing heavily in technology such as hospital information systems, laboratory systems, picture archiving computer systems and other solutions that enable electronic connectivity for clinicians within the organizations. These investments are already beginning to show results in terms of productivity and cost savings.

However, this is just the start of the process of patient data integration. Even though some hospitals have successfully linked major disparate systems within the hospital, few have fully integrated their environments, such as pharmacy interaction for closed loop medication reconciliation and seamless access to physician practice-based electronic medical records (EMR), the source of the majority of a patient’s encounter history.

Connecting to the multitude of EMRs can be a real challenge for hospitals. For example, if there are 1,000 referring doctors in a given area, and approximately 300 different EMR solutions in the industry (depending on who you ask), it is reasonable to assume that a hospital might need to interface with 15 distinct EMRs within just one community. Adding to the complexity is the fact that the average patient sees three to five different providers. This is all compounded by the relative newness of system and interoperability standards, which has erected significant speed bumps for risk-averse hospital systems.

Next Up ... Patients
Once hospitals link their inpatient hospital systems with outpatient (physician) EMR systems (still a dream for many healthcare systems today), the next step is to extend the network to include patients. Several factors motivate hospitals to accelerate this step. First, the expanding adoption of high-deductible insurance plans by employers is forcing fiscal and care decision making upon consumers. With this increased level of responsibility, consumers are demanding greater transparency in costs and improved value of the care delivered by providers. This is well supported by industry statistics: For example, the Deloitte 2008 Survey of Health Care Consumers shows that 64 percent of consumers wish to use Web sites to research the quality of hospital care, 62 percent wish to verify the prices of hospital services and 59 percent wish to view information about health conditions and treatments.

Consumers who are often drafted into the consumer-directed healthcare model through their employers have become empowered patients that expect value for their time and money. As indicated in the Deloitte study, 68 percent are interested in same-day appointments and 60 percent want online appointment scheduling — and they are willing to pay for the convenience. In fact, one in four consumers would pay extra for online access to these integrated services and patient information.

As insurer reimbursements continue their downward spiral, this new source of incremental revenue is a strong motivation for providers, as is the competitive advantage that it supplies in the increasingly crowded marketplace. Additionally, hospitals are beginning to realize that the more extensive the integration of actionable patient information and online access, the greater return on investment they experience. Large hospital systems in cities such as Philadelphia, Chicago, Seattle, Detroit and the Washington/Baltimore region are making some of the greatest strides in this area.

Disruptive Technology?
An interesting development occurred with the entrance of Microsoft and Google into the healthcare arena. Their ubiquitous consumer outreach has introduced the masses to the concept of medical information access at a rate and scope not achievable by a healthcare organization without millions of additional dollars spent in patient communications. Now, EMRs and personal health records are some of the hottest concepts within consumer media, compelling patients to approach their physicians and hospitals to ask for the ability to view and access their medical information and healthcare services. Consumers now know that these services exist — and they want them.

This situation is similar to the shake-up that occurred in the travel industry, triggered by the consumer-focused, online services provided by Expedia and similar travel portals. Traditional agencies had to adapt and offer comprehensive online services or be left behind. Google and Microsoft have shaken the healthcare tree, and it’s time to evolve or fall to the ground.

But even those two corporate behemoths are not supplying all of the legs of the patient data stool. They are offering free medical record storage, but with limited integration to all the disparate sources of medical data. Their solutions provide limited benefits related to enhanced clinical workflow and productivity. But they do point the industry to that which it lacks — access combined with actionable data.

Unfortunately, some hospital organizations may pause once they provide basic access to data, without providing a means to act upon that data. Patients wish to see their test results, but then they need to schedule a follow-up appointment, ask questions and request prescription refills. This is the actionable functionality that is key to achieving the maximum workflow, quality and safety benefits with these integrated systems.

Significant Savings
We have seen a 3-to-1 variance when comparing the use of phone-based services to online services. On average, the provider’s staff spends three minutes on the phone scheduling an appointment; yet that same action would take a patient one minute to accomplish via a patient portal, without requiring assistance from hospital personnel. Multiplied across patients, the time savings for both parties is substantial. Additionally, the patient has the convenience of scheduling an appointment whenever they have time, whether it is at 2 a.m. on a weeknight or at 10 a.m. on a Sunday. No wait, no hassle and all the benefits of online services — e-mail reminders, online calendars and more.

For clinicians and staff, these online requests can be responded to during non-peak times so that hands-on patient care can be their first priority, contributing to improved patient outcomes and safety. Furthermore, the streamlined workflow enabled by the portal enhances all phases of the continuum of care.

Word of Mouth Goes Viral
Lastly, the satisfaction delivered to the patients, as well as to the clinicians, should not be underestimated. Just like the old-fashioned word of mouth, happy patients will send links to helpful information found on patient portals to their friends, relatives and colleagues. Some portals even enable patients to provide family members with authorized access to their private medical information. Otherwise known as viral marketing, by encouraging patients to forward information about the given hospital’s impressive patient portal services, hospitals have tapped into one of the most powerful and cost-effective marketing methods for attracting future patients.

Of course, any change will face some resistance. Similar to traditionalists that prefer to walk inside the bank and stand in line to deposit their checks, there will be some patients that are not immediately comfortable with online interactions. However, soon we will see corner store kiosks where we can view and access our medical records, and communicate with physicians and office staff. It’s already started.

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Peter Kuhn is President of MEDSEEK, a provider of enterprise eHealth solutions.

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Tuesday, October 07, 2008

RESPECT, TEAMWORK AND COLLABORATION


By Michelle DiEmanuele, President and CEO of Credit Valley Hospital

Hospitals are huge and can be intimidating institutions, not just for the patients, but for a new CEO such as myself. I am quite frankly overwhelmed by the amount of teamwork and collaboration that exists here at Credit Valley and beyond our doors with our health-care partners. This is great news, for if we are to move forward with our quest to deliver patient and family-centred care and to ensure equitable and sustainable access for all, we must forge even stronger relationships. And we’ll do so if we make teamwork, collaboration and partnerships our top priorities.

Gone are the days when hospitals competed with one another for scarce financial resources in order to duplicate programs and services at each facility. What’s critical is the idea of mutual respect - within the hospital and broader health-care environment recognizing the significant role each facility, each program and each individual plays in the overall delivery of good patient care. It is critical to maintaining that community connection and understanding as we build and reform the system.

The spirit of cooperation has been accelerated through design and demand of the various regional health systems across the country. Even before the formalization of such systems, there have been many informal and spontaneous examples of co-operation among health-care facilities. I’m hugely impressed by these initiatives that often begin at the community and grass-roots level.

Here at The Credit Valley Hospital in Mississauga, Ontario, we are working closely with our neighbouring hospitals and other health-care partners to offer our patients more comprehensive and coordinated services, each through our own regional specialities. The patient experience is further improved because in many instances, they no longer have to travel to Toronto or Hamilton or other larger centres for their care, reducing their travel costs and anxiety.

In order for this collaboration to work, we have all put new resources into making sure our patients are being informed and navigated appropriately to find the care they need, where and when they need it. It’s not always where they thought they might get it. In fact, it may not even be in a hospital environment. That’s asking a lot of our patients. Doing our best to make the move between facilities and caregivers as seamless and painless as possible is paramount to a good patient and family-centred experience. One way we do that, is through the REACH web portal.

The collaboration initially between six physical hospital sites in Peel and Halton regions (Credit Valley, Halton Health Care and William Osler Health Centre) means all of our clinicians have instant access to patient health information stored electronically at any of the hospitals through a secure network called REACH -- Rapid Electronic Access to Clinical Health information. The web connectivity is growing between more hospital sites which will allow even more physicians to access clinical data from disparate systems through one unified view. This allows physicians to easily review their patient’s records, lab results, cardiology images, diagnostic (PACS) images, transcriptions and progress reports. Because the ehealth record shows their patient’s entire health history, important information such as medication allergies will be revealed even if the patient inadvertently forgets to mention the allergy at the time of a visit to any of the health facilities on the REACH network.

Within our own four walls at Credit Valley, the team approach to problem solving has made significant improvements toward patient and family-centred care, most recently in our regional cancer centre. Cancer patients have spent seemingly endless time between appointments for tests and treatment in the same building. The Stream Team, made up of oncology doctors and nurses, clerks, lab, pharmacy and information systems with input from staff, patients and volunteers, set out to redefine their patients’ experience. They charted every step, every process, every wasted minute and after several months, they had streamlined ten processes to seven and decreased the patients’ waiting time by almost two hours! Nurses and doctors collaborated on patient assessments; volunteers took on responsibility to ensure patients moved smoothly from one process to the next and now, there’s the potential to see even more patients each day.

I believe leadership happens at every level within an organization that values and respects the roles of every individual – not just the caregivers – but the patients and families we are here to serve. I saw that first hand as I worked alongside the men and women cleaning stretchers in our emergency department; as I sat beside the charge nurse who was more like an air traffic controller as she juggled patients, personnel and stretchers throughout her shift. I believe the role of leadership is to create the conditions for success not just in terms of the hospital, the system or even the government. Everything we do, every decision we make, should be prefaced with the question, “what’s best for the patient?” This isn’t easy. It’s takes a sense of respect for everyone at that table and the courage to push the traditional boundaries and norms to embrace innovative solutions. But without that respect, the kind of changes our hospitals need will be too slow for what our patients deserve – and increasingly, demand. Respect, teamwork and collaboration have and will make the difference in elevating patient care.

Is that respect there? You bet. Having re-entered the health-care sector, I’m humbled daily by the unbelievable dedication on the part of doctors, nurses, clinicians, and administrators who put their patients first in a system where that isn’t always easy.

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Michelle DiEmanuele is the President and CEO of the Credit Valley Hospital in Mississauga Ontario.

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Tuesday, September 30, 2008

PROVINCE OF ONTARIO INTEGRATES ELECTRONIC HEALTH ACTIVITIES UNDER ONE AGENCY


TORONTO, Sept. 29 | McGuinty Government Appoints Dr. Alan Hudson as Chair of eHealth Ontario

The Province of Ontario has appointed Dr. Alan Hudson as the Chair of eHealth Ontario, a restructured agency responsible for all aspects of eHealth in Ontario including creating an electronic health record for all Ontarians. eHealth Ontario will bring together the Ministry of Health and Long-Term Care's eHealth program and the province's Smart Systems for Health Agency (SSHA) under one banner.

Three key eHealth priorities have been identified for the next few years including a Diabetes Registry, an eHealth Portal to centralize health information on an easily accessible web site, and ePrescribing which will eliminate hand written prescriptions and reduce medication errors.

Dr. Hudson - who is leading the government's efforts to reduce wait times in emergency rooms and for key procedures - will chair the Board of Directors for eHealth Ontario, which will have individuals from the broader health, business and information technology sectors.

"This is an exciting time for eHealth in Ontario," said Dr. Alan Hudson, Board Chair for eHealth Ontario. "Combining thought leaders from the Ministry and Long-Term Care and the broader health sector means we now have the expertise to make electronic health records a reality for the people of Ontario."

The ultimate goal of the eHealth strategy is to create an electronic health record (EHR) for all Ontarians by 2015. An electronic health record will provide patients and providers with the ability to access, share and use health information. It will improve health care delivery, increase patient safety, reduce ER wait times and create a more effective health care system.

"eHealth Ontario will enable us to transform Ontario's health care system as we know it," said David Caplan, Minister of Health and Long-Term Care. "With its broad mandate, eHealth Ontario will deliver a comprehensive, patient-focused, secure and private electronic system that will improve the way patients receive care."

QUICK FACTS
- eHealth Ontario is mandated to work with the Office of the Chief Information and Privacy Officer, Ministry of Government Services, to ensure that the protection of personal health information.

- The Ontario government created SSHA in 2003 to improve patient care through a variety of initiatives, including network hosting and secure e-mail. The agency has created the foundation for many of the eHealth activities underway today.

BACKGROUNDER
The McGuinty government named Dr. Alan Hudson, Lead of Access to Services/Wait Times with the Ministry of Health and Long-Term Care, as board chair of eHealth Ontario - a restructured agency responsible for all aspects of eHealth in Ontario including creating an electronic health record for all Ontarians.

Also named as board members are J. David Livingston, President and CEO of Infrastructure Ontario; Matthew Anderson, CEO of the Toronto Central Local Health Integration Network; Heather Sherrard, vice-president of clinical services at the University of Ottawa Heart Institute; and Ken Deane, Assistant Deputy Minister, Health System Accountability and Performance Division, Ministry of Health and Long-Term Care.

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Monday, September 29, 2008

Healthcare Posturing: Where the parties stand on your health


Progressive Conservative Party
The Harper government has not yet released its electoral platform, but has pointed to its record as proof that it's committed to a "publicly funded, universally accessible health-care system."

The Conservatives say they have invested $612 million in new funding to help provinces slash patient wait times. The government has provided $400 million to the Canada Health Infoway (a non-profit organization) to develop electronic health records, and thus reduce some medical errors. The party also says it has boosted funding for new training spaces to address the shortage of doctors and nurses but hasn't provided any figures on its website.

The Liberal Party
Liberal leader Stéphane Dion has pledged $900 million to establish catastrophic drug coverage. The idea is to ensure that Canadians living with a life-threatening or chronic illness wouldn't have to worry about paying out of pocket for costly medications that are not covered under provincial plans.

The Liberals are also promising to invest $420 million to create a "doctor and nurses fund" to address the acute shortage of health professionals. The fund would be used to train more doctors, nurses and medical technicians as well as providing financial support to assist foreign-trained health professionals in obtaining their Canadian certification more quickly.

The New Democrat Party
The NDP is betting that Canadians will like its plan to spend $1 billion over the next five years to educate and graduate more doctors and nurses. Overall, the NDP hopes its plan will swell the ranks of doctors by 1,200 positions as well as adding 6,000 nurses to hospitals and clinics. The plan would also encourage more medical students to stay in family practice rather than pursue a career as a specialist. What's more, the NDP has called for universal prescription drug coverage and measures to cut drug costs at source.

The Bloc Québécois
The Bloc Québécois has not made any specific campaign promises on health, other than vowing to defend the rights of Quebec. For example, the Bloc says it will continue fighting against conditions imposed by the federal government on funding transfers to Quebec for health, education and social programs. Health, since it's a provincial jurisdiction, is something that Bloc leader Gilles Duceppe "doesn't think is germane to the federal government to begin with," said Antonia Maioni, of McGill University.

The Green Party
The Green Party has issued a detailed "green paper on health promotion" with an emphasis on a cleaner environment. It has proposed an innovative policy of health tax shifting. The party would grant a "GST health benefit reduction" for goods and services that promote health like sports equipment and fitness centre fees. The Greens give no numbers on the percentage reduction. The party has also promised a corporate health tax reduction to companies that create "healthy workplaces." Again, no specific numbers.

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Saturday, September 27 | Read original article.

Tuesday, September 23, 2008

REACHing for Leading-Edge Patient Care with e-Health



By Dan Germain, VP, CFO and CIO at the Credit Valley Hospital and former e-Health lead for the Mississauga Halton Local Health Integration Network (LHIN.)

In Ontario, very few hospitals can share their disparate Electronic Health Records (EHRs) between providers or with patients/clients. To facilitate sharing of patients’ EHRs among physicians and clinicians, The Credit Valley Hospital (CVH) joined William Osler Health Centre (WOHC) and Halton Healthcare Services (HHS) to establish an electronic clinical portal. Trillium Health Centre (THC) and Headwaters Health Care Centre (HHCC) have also entered into this partnership and will go live in the next few months extending the Rapid Electronic Access to Clinical Health (REACH) EHR initiative to all hospitals within two LHINs serving a catchment area of 1.8 million Ontario residents (about 5% of the total Canadian population). This existing collaboration between six physical hospital sites in the Peel and Halton regions and two LHINs – the Mississauga Halton LHIN (MH LHIN) and the Central West LHIN (CW LHIN) – is unprecedented and a landmark partnership in the Province of Ontario.

The REACH Clinical (EHR) Portal enables all associated sites’ clinicians to have instant access to longitudinal patient health information including but not limited to allergies and alerts, lab and diagnostic test results, diagnostic images and reports, pharmacy data, transcribed notes, scanned images, progress reports, and other important health-related information. A thorough Privacy Impact Assessment was also perforemed to ensure REACH meets all Ontario privacy standards.

At each constituent hospital, patient data is easily accessed today through our secure network solution and consolidated into one customizable, patient-centric view. Based on a federated data-model, patient data remains in its original format on its respective (legacy) vendor IT system, allowing for all systems to be leveraged across multiple domains, rather than replacing them. Additionally, using a federated data-model ensured implementation of the REACH clinical portal was extremely fast and inexpensive especially when compared to other more complex solutions. The partnership between REACH Hospital stakeholders not only enhances patient safety and satisfaction, it provides an intuitive web-based interface that is accessible anywhere.

The REACH portal was created using MEDSEEK in partnership with Agfa HealthCare, both leading providers of enterprise-wide e-Health solutions. This simple portal solution is also vendor-agnostic, so the system is compatible with almost all health information systems, diagnostic imaging vendors, and other suppliers. “Over 160 interfaces are available on a plug-and-play like basis,” says Dan Germain, Vice President, Chief Financial Officer and Chief Information Officer at CVH.

Dr. Paul Philbrook, CVH’s Chief of Family Medicine and Chair of the Central West – Mississauga Halton Community Family Medicine/Public Health Network of Physicians, along with his colleagues, championed the idea of allowing affiliated physicians the opportunity to access their patient records across all local hospital sites. He explains, “The REACH portal is a welcome advancement of access to patient information and integration locally. This will enhance patient care and safety.”

Germain, also former e-Health lead for the Mississauga-Halton LHIN, further explains, “The REACH portal was created for physicians and clinicians to improve patient care and provide real-time access to existing patient records across the region. Although more time is needed to determine the quantifiable benefits of such a solution, it is expected that the REACH Portal will assist in avoiding potential medical errors and offset the possibility that other critical information is inadvertently missed for elective, emergency admissions or outpatient visits. Saving just one life by using this system will pay for itself.”

To date, the REACH EHR portal is getting over 9,000 views per month within the Mississauga-Halton and Central West LHINs---with one-third of those views made by Physicians looking at patient data from other hospitals. Over 1,000,000 outpatient visits and 100,000 discharges per year are now available within the REACH portal at this time. “The clinicians who are accessing patient information via the REACH portal love it,” says Germain. The portal has the ability to consolidate information about a patient/client from other sources (e.g., Community Care Access Centre’s), but currently, the focus is to bring more hospitals on stream and ensure as much clinical data is contained in the portal as needed.

The Mississauga-Halton and Central West LHIN's are fortunate in securing both the commitment of all regional hospitals to join the REACH portal, and also engaging a vendor solution that was both comprehensive and transferrable outside the walls of any specific site. This collaboration between regional hospitals is a stepping stone toward the overall e-Health goals for the province of Ontario, for example, building a standardized methodology to identify each unique patient and then consolidate electronic health care data from a variety of sources (e.g. hospitals, private laboratories, pharmacies, nursing homes.) It should also be noted that Hamilton Health Sciences and the Scarborough Hospital are also using the Medseek portal (distributed by Agfa HealthCare in Canada.) Ottawa-area Montfort Hospital has also signed on, but have not gone live yet. REACH will be ready to plug-and-play into Provincial EHR Initiatives once available.

We keep hearing from patients that they want to be more involved in their own health care. "Providing patients with electronic access to their health record and wellness information– that’s our next goal,” says Germain. “We can make our collective vision happen a bit sooner – anything is possible." Now that our disparate Clinical Information can be accessed and leveraged, a REACH Patient Portal is on the horizon. Germain explains that this Patient Portal initiative will be especially beneficial to those managing chronic disease prevention and that it is imperative that that patients have access to their own health records in a secure manner, as well as access to reliable health and wellness information.

Dan Germain is the Vice President, Chief Financial Officer and Chief Information Officer at The Credit Valley Hospital.

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