A presentation by Adam Powick on how to create an eHealth system in Australia

1. 1 Towards a national eHealth strategy © 2009 Deloitte Touche Tohmatsu National eHealth Strategy The Way Forward Adam Powick April 2010

2. eHealth – Building a wired health care system NGO Sector NGO Sector Allied Health and Diagnostic Professionals Private Providers Allied Health and Diagnostic Professionals GP’s Personal HealthProfile Jurisdictions Pharmacists Jurisdictions GPs OnlineInformation and Communities Pharmacists Consumer Family and Communities Clinicians and Nurses Family and Communities Clinicians and Nurses Private Providers Consumer Current Environment Clinician Policy Maker The key objective is to provide the right information to the right person at the right place and time to optimise health care outcomes Future Environment

3. eHealth strategy and policy context Why Now? ‘The Commission concluded in July last year that the health and hospital system is fragmented, is at a tipping point and is unable to cope with the challenges it faces in the years ahead. In the words of the Commission ‘now is the time to act’. ‘Treasury has concluded that by 2045-46, spending on health and hospitals would consume the entire revenue raised by state governments’. Kevin Rudd, March 3rd 2010

4. eHealth should be a key part of the reform process Heavily reliant on pen, paper and human memory Significant underinvestment in information technology Disconnected islands of information

5. Governance – what market model should we pursue? Free Market Guided Market CentrallyControlled National legislation Nationally developed infrastructure & standards Central funding / investments Market driven projects and solutions

6. So what do we need to do? Establish the core foundations for electronic information exchange across the health sector Foundations Stimulate investment in high priority computer systems and tools eHealth Solutions Encourage health sector participants to adopt and use high priority systems and tools Change and Adoption Ensure the effective coordination and oversight of the national eHealth work program Governance

7. eHealth Implementation Roadmap Consolidate Collaborate 10 Years Connect and Communicate 6 Years 3 Years Establish eHealth foundations Focus shifts from basic communication to collaboration eHealth becomes part of business-as-usual A journey of 10+ years is required to deliver a national eHealth environment

8. Reform Commission Report (on 1 page) 115 - By 2012, every Australian should be able to have a personal EHR 116 - Privacy legislation 117 - Unique identifiers andauthentication (July 2010) 118 - National social marketing strategy 119 - Access to a national broadband network 120 - Payments to be dependent on sending and receiving personal EHR data 121 - National policy and open technical standards framework for e-health 122 - Funds for e-health teaching, training, change management and support 123 - Endorse the National eHealth Strategy - strengthen government leadership, governance and resources - support to public health organisations and incentives to private providers - government should not design, buy or operate IT systems

10. Improving access and reducing inequity

11. Better management of chronic conditions

12. Increasing the focus on prevention

13. Improving quality, safety, performance and accountability

14. What will be different?

15. Patients not having to repeat their medical history to each new provider

16. Patients having information to help them to manage their own condition

17. Health care providers able to set up virtual, integrated care teams, and having accurate and timely information to support best treatment

18. Potential to outreach to hard to service communities with more innovative and efficient use of health workforce

19. Improved quality and safety‘Use of technologies including eHealth is falling behind consumer expectations, other service industries and progress in other comparable health systems.’

21. Development of national data linkage systems, for health and non-health data, in order to develop nationally representative and consistent baseline information

23. Business case for the introduction of a national IEHR system being considered by AHMC

25. Commonwealth Government takes full policy and funding responsibility for primary health care

26. Introduction of case-mix or activity based funding right across the Commonwealth

27. Responsibility for running public hospitals will be devolved to Local Hospital Networks

28. Five key changes to health care:

29. 1300 new hospital beds

30. 2500 new aged care beds

31. 6,000 new doctors

32. Emergency / waiting list KPIs

35. Sponsorship, policy direction

36. Governance

37. Board, leadership team

38. Stakeholder Engagement

39. Care providers, consumers, funders, vendors, politicians

40. National Infrastructure

41. Identifiers, standards, legislation, NBN, compliance

42. Funding

44. Peer driven sector

45. Means to engage vendors

46. Four conditions:

47. High priority domains, compliance with national standards, cross sector connectivity, scalable‘Closed Systems’ ‘Communities of Practice’ ACT NT Defence Diabetes DVA Brisbane North Cancer Aged Care Medicare

49. Engaging consumers

50. Centrality of primary care (‘the network effect’)

51. Encouraging vendor innovation

53. 18 Towards a national eHealth strategy © 2010 Deloitte Touche Tohmatsu General information only This presentation is provided as general information only and does not consider your specific objectives, situation or needs. You should not rely on the information in this presentation or disclose it or refer to it in any document. We accept no duty of care or liability to you or anyone else regarding this presentation and we are not responsible to you or anyone else for any loss suffered in connection with the use of this presentation or any of its content. About Deloitte Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in 140 countries, Deloitte brings world class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte's 150,000 professionals are committed to becoming the standard of excellence. Deloitte's professionals are unified by a collaborative culture that fosters integrity, outstanding value to markets and clients, commitment to each other, and strength from diversity. They enjoy an environment of continuous learning, challenging experiences, and enriching career opportunities. Deloitte's professionals are dedicated to strengthening corporate responsibility, building public trust, and making a positive impact in their communities. Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/au/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu and its member firms. About Deloitte Australia In Australia, Deloitte has 12 offices and over 4,500 people and provides audit, tax, consulting, and financial advisory services to public and private clients across the country. Known as an employer of choice for innovative human resources programs, we are committed to helping our clients and our people excel. Deloitte's professionals are dedicated to strengthening corporate responsibility, building public trust, and making a positive impact in their communities. For more information, please visit Deloitte’s web site at www.deloitte.com.au. Confidential This document and the information contained in it is confidential and should not be used or disclosed in any way without our prior consent. Liability limited by a scheme approved under Professional Standards Legislation. © Deloitte Touche Tohmatsu, 2009. All rights reserved.