National Digital Health Leadership Survey
2016
Panel: Elizabeth Keller, Vice President, OntarioMD
Ted Scott, Chief Innovation Officer, Hamilton Health Sciences
Shiran Isaacksz, Senior Director, Regional/Provincial Portfolio, University Health Network
Facilitator: Mark Casselman, CEO, COACH
Today’s Objectives • Introduce National Digital Health Leadership Survey
• Discuss key insights, observations, and emerging trends
• Engage you in dialogue and discussion
Introduction to Polling
1. Visit PollEv.com/EHEALTHACHIEVE1
OR
1. Pull out your cell phone
2. Text EHEALTHACHIEVE1 to 37607
3. In the message box, type the code for the response you would like to choose. Send the message
4. For an open ended question, type the response code in the same message as your response (ie: 37607 this is my response)
The first COACH National Digital Health Leadership Survey set out
to capture key insights from leaders across Canada Survey Objective • provide a “snapshot” of experiences and opinions of Health Informatics leaders working in Canadian healthcare provider organizations
Key Findings • Many formal health IM/IT leadership roles exist across Canada
• Clear governance, collaboration, sharing and partnerships are essential for successful IM/IT implementations
• Demonstrating value for IM/IT investment is a challenge
• Organizational strategy is impacted by fiscal environment, chronic disease and patient engagement
• Information sharing is a priority for most digital health leaders
• Health system transformation is possible and has begun
Experiences from Digital Health Leaders were collected through online survey and analyzed to identifying key insights
Online Survey
• 27 questions
• Multiple choice and free text
Design
• Developed by COACH Staff / external stakeholders
• 600 senior level leaders via email
Data Request
Analysis
• iSurvey / Excel
About the participants
59% represented large scale health care organizations, serving over 500,000 patients/clients Majority of respondents were from RHAs/LHINs (22%), acute care hospitals (20%) and e‐Health agencies (18%). 1
Key Insight
Digital health leadership is required at the highest levels of system design and organizational strategy
1
Digital Health Leadership is a Shared Responsibility Respondents identified health IM/IT leadership roles in
their organizations:
48%
Chief Medical Informatics
Officer
62%
Chief Information
Officer
36%
9%
Chief Nursing
Informatics Officer
Chief Privacy
Officer
“clinical leadership is essential,
however more opportunities for
sharing and collaboration are
needed for success in IT/IM
implementations.”
Are leadership roles designed to
support each other and amplify
organization success; or generate
silos and duplication in
governance?
N=69
What emerging good practices for clinical leadership collaboration with
IM/IT are needed for successful digital health implementations?
1
Governance and leadership at the Board level must be in place to drive business strategy enabled by IM/IT
We asked leaders, is there a
Board Level IT Committee at
your Organization?
62%
38%
No
Yes
• CIOs and their staffs cannot set priorities by themselves.
Senior executives and the clinical staff need to be
involved (HIMSS 2012)
• Clear governance can be achieved by aligning IM/IT
strategy and investments with the clinical and business
requirements of health care system and jurisdiction.
• Health informatics must be clearly positioned and
articulated from the top-down as part of the solution of
rising costs, expectations and demands
N=68
What is needed to elevate digital strategy to the Board level?
2
Key Insight
Rapid transformation is underway, inside and outside traditional health care settings
2
The rapidly changing technology landscape has created a need for new roles, new skills and advanced training
There are a large number of Canadian HCO employees
with IM/IT responsibilities. Of those with IM/IT
responsibilities
80%
Are internally employed
1%
Are externally
employed
19%
Are both internally and
externally employed
“Leaders tell us that
partnerships will help track
the patient across the
continuum, contain costs
through standardization and
avoid duplication through
connected care.”
Increasingly, healthcare organizations are focused on delivering care beyond their walls
2
74%
Regional
Partnerships
(intra-provincial
/ territorial)
Leaders told us partnerships will help…
Track the patient across the care continuum
Contain costs through standardization
Avoid duplication through connected care
38%
Cross Sector
Partnerships
9%
International
Partnerships
What does this mean to HI professionals?
Roles are changing quickly
Settings are more varied and challenging
Collaborative platforms necessitate new skills
Change management is more complex
N=69
3
Key Insight
Investment in IT is still primarily aligned with traditional needs
Acute care hospitals spend the most overall capital on IM/IT
3
% of Overall Capital Spent
Specifically on IM/IT
11%+
37%
6-10%
12%
3-5%
35%
0-2%
17%
0%
N=52
The Majority of respondents
indicate:
• Acute Care Hospitals:
Annual overall capital
spending of 11%+
• eHealth Agencies and
Government:
Between 3 to 5% on IM/IT
10%
20%
30%
% of Overall Capital Spent Specifically on IM/IT
40%
3
40% of an organizations overall operating budget is spent specifically on IM/IT
% of Overall Operating Budget Spent
Specifically on IM/IT
11+
8-10%
24%
2%
6-8%
14%
3-5%
40%
0-2%
20%
0%
N=52
10%
20%
% of Overall Budget spent on IM/IT
30%
40%
3
Upgrading legacy HIS systems and leveraging data across boundaries requires investment
What percentage of your organization’s
operating budget is allocated to the
following (areas)?
Hardware
25%
Software
38%
New Systems
27%
Internal Training
12%
0%
N=52
10%
20%
% of organizations operating budget
30%
40%
Digital Health leaders
tell us Canadians need:
• Adoption and use of
existing systems in all
clinical settings,
upgrading of old systems
and lax security systems
to higher standards,
interoperability and
patient access to their
own records
• Leveraging existing assets
instead of wasting money
building new ones.
• Ability to leverage
provincial assets and
integrate data
4
Key Insight
Leveraging investments and building innovation capacity planning is setting the stage for the future
4
Fiscal environment was identified as the most important driver impacting organizational strategy Respondents reported that the top three drivers of organizational strategy are:
•
48%
48%
41%
41%
37%
37%
Fiscal
Environment
Chronic
Diseases
Patient
Engagement
Time to value of
investments needs to
improve
N=63
•
In Canada, Chronic
diseases account for
67% of total direct
costs in health care
(NurseOne, 2016).
•
Including patients as
a member of the team
on continuum of care
is essential
4
The shift is underway. Healthcare organizations are
utilizing emerging tech within day‐to‐day operations.
University
Health
NetworkSickKids:
Cloud
Computing
74%
Data Analytics
46%
Cloud Computing
26%
Manitoba
Primary Care
Research
Network: rich
data
repository
Internet of Things
24%
Island Health:
Home Health
Monitoring
Home Health
Monitoring
18%
Alberta
Consumer Digital
Health
Mount Sinai
Hospital:
Google
Analytics for
chronic
disease
patients
Nova Scotia
Department
of Health
and
Wellness:
PHR
Mackenzie
Health :
IoT
Newfoundland
& Labrador
Manitoba
Quebec
Saskatchewan
N=50
British
Columbia
Ontario
New
Brunswick
Nova
Scotia
Summary Slide
The future state of digital health in Canada requires a series of fundamental shifts at the strategic and operational level. According to the responses from digital health leaders, the shift is underway. The next report on Future Trends will explore what Canadians are doing to plan and put resources in place to capture digital health opportunities over the next three years. Questions?
The Digital Health Leadership survey is available for download
visit www.coachorg.com