WA Health Digital Strategy 2020 -2030 - health.wa.gov.au
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WA Health Digital Strategy
2020 – 2030
A
health.wa.gov.au
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WA Health Digital Strategy
2 020 – 2030
i
Minister for
Health Foreword
An electronic medical record (EMR) system Health professionals continue to adopt new
is the foundation for many of these new and digital innovations at a rapid pace, introducing
innovative digital technologies and we will the community to online and virtual health
be seeking to implement a system with this services that allow for collaboration and
functionality as a key priority. As a foundation treatment closer to home.
the EMR will need to be practical, scaleable
Implementation of the Digital Strategy’s
across our geographical area, and ultimately
vision will significantly change the way health
designed for the needs of patients, clinicians
services are delivered in Western Australia.
and other users.
As living documents, the Digital Strategy and
The development of the Digital Strategy for its Roadmap may change over time with the
the WA health system has been undertaken in availability of new digital innovations.
consultation with a broad array of stakeholders,
It gives me great pleasure to present the I look forward to seeing the strong foundations
including consumers, clinicians, health
implemented across the WA health system
WA Health Digital Strategy 2020–2030. managers and administrators, Health Service
to enable flexibility in responding to digital
Providers and their boards and third party
disruption. With a strong foundation the WA
We live in a world that is continually responding healthcare representatives.
health system can invest in the most current
to digital disruption. New and exciting
Health consumers have expressed a strong digital technology and innovation of the time to
innovations continue to become available for
desire to further engage with the health system enable Western Australians to better access to
our communities to pursue. The Digital Strategy
and be empowered to have greater control of health services for better health outcomes.
places consumers at the heart of digital design
their wellbeing. They also want improved levels
to improve delivery of healthcare.
of access and transparency about what is
Achieving the vision for a digitally-enabled happening to their loved ones who are receiving Hon Roger Cook MLA
public health system will increase the array of care in our system. Minister for Health
new and innovative offerings for consumers who
are keen to adopt these opportunities within the
WA health system.
ii
Director General
Foreword
The WA health system has had the privilege of Importantly, this Strategy is also about how
modernising and commissioning hospitals and we can use technology to support our health
health facilities across Western Australia over professionals to provide quality care. We will
the past decade. In conjunction with improving focus on how all our staff interact and use
building infrastructure, we need to benefit technology, from those dealing face to face with
from new approaches to deliver safe and high patients to administrators, building managers,
quality care to health consumers. Adopting new patient support services and executives. Digital
technology and digital innovation will help us do technology can improve the working lives of
this. Our Digital Strategy will now help us take a all staff and we will aim to improve the takeup,
more comprehensive approach to how we shape where possible and where appropriate.
our Digital future.
The challenge expressed in the Digital Strategy
Consumers of healthcare services are also is to make our health services more sustainable,
more active in the use of technology in their accessible and personalised. We need to do
day-to-day lives, placing greater expectations this while remaining focused on our safety and
on their healthcare providers to interact and quality obligations.
communicate with them digitally. The Digital
I am confident that the future of healthcare,
Strategy is focused on the person; how patients
enabled by digital innovation, is a challenge that
can be more up to date with their care program
we are ready to face and that the Digital Strategy
in real-time, how we can improve the health
sets the agenda for the coming decade.
and wellbeing of the community while keeping
them out of hospital, and how we can be more
innovative in delivering health services.
Dr D J Russell-Weisz
Director General
iii
Executive summary
Digital technologies are driving a WA health system to empower citizens with Initiatives, investment priorities and resources
revolution that can deliver more greater health information, to enable access for the Digital Strategy will be focused on six
to innovative, safe and efficient services; and strategic themes:
personalised and precise health care to
to improve, promote and protect the health of
the people of Western Australia. Western Australians’. 1. Empowered consumers – Improving
equity of access and empowering consumers
Through the use of mobile devices, video, The WA Health Digital Strategy 2020–2030 to become true partners in their own care.
web-based services and remote monitoring sets a vision of how digital innovation and
sensors, the patient is connected with clinicians, technology will transform health services and 2. Informed clinicians – Ensuring clinicians
carers and health information in more direct the way they will be delivered to the people of are informed to make effective decisions that
and efficient ways. Western Australia in the next decade. advance quality and safety.
Increasingly, healthcare services are being The Digital Strategy places stakeholders – 3. Optimised performance – Optimising
integrated with the way people live their lives. consumers, carers, clinicians and the general health system performance with
More than ever, the patient is empowered to health workforce – at the heart of how it has user-centricity, modernisation, innovation
manage their own health and wellbeing. been designed. and interoperability.
The move towards improvement through digital The Digital Strategy has a vision for a digitally-
4. Supported workforce – Supporting
innovation has also been highlighted in the enabled public health system – from health
workforce engagement through connectivity
Sustainable Health Review Final Report, with promotion, protection and disease prevention
and communication.
a strategy (Strategy 6) to ‘Invest in digital to the acute clinical environment as well as in
healthcare and use data wisely’ and a specific corporate systems and processes. 5. Enhanced public health – Protect,
recommendation (Recommendation 22) to As such, the Digital Strategy describes maintain, promote and improve the health
‘invest in a phased 10-year digitisation of the digitally-enabled future journeys of health care of individuals and their community
for patients and staff. These journeys illustrate through a combination of safeguards,
Transformation will come from the a potential future state based on available policies and programs.
new ways of working that will shape technology.
6. Embedded innovation and research –
and arise from technology; and not The goal is to improve health service delivery by Managing the adoption of rapidly-evolving
just the technology in itself. leveraging digital innovation and adopting new technologies and creating value for the
ways of working. system.
iv
Key to a number of these strategic themes is Department of Health will have to identify The Department of Health will establish a team
the establishment of a system with statewide funding sources and work with its Treasury and to provide oversight and program management
Electronic Medical Record (EMR) functionality. Office of Digital Government counterparts to support for the various initiatives.
prioritise this much-needed investment in digital
The introduction of new technologies, supported transformation. With the right government investment and
by an EMR, can significantly improve the commitment by Health Service Providers
consumer experience of receiving healthcare, Other factors critical to the success of the (HSPs) and the Department of Health, the
reduce the need for repetitive tests and Digital Strategy include: ability to bring about major reform enabled by
information requests, assist clinical decision- * a robust governance structure technology is very much possible.
making and boost innovation and research.
* the adoption of agile procurement The Digital Strategy has been developed in
The establishment of a system with EMR practices collaboration with an extensive group of key
functionality is a priority of the Digital Strategy. * an uplift in digital asset management stakeholders including patients, carers, clinical,
corporate and WA health system leadership
The Digital Strategy will be implemented over a * enhancing workforce capability and representatives.
10 year time period. A Digital Strategy Roadmap capacity
will guide the implementation of the Strategy * establishment of strategic partnerships It builds on existing strategies, including the
and sets out key initiatives over four time strategic intent for the WA health system, the
horizons. Initiatives may move between horizons * an extensive change management WA Health ICT Strategy 2015–2018, Digital WA:
as detailed planning progresses. approach. the State Government ICT Strategy 2016–2020,
As part of the planning process for each the Australian Government Cyber Security
Implementing the Digital Strategy will require Strategy and Australia’s National Digital Health
a balance of long term (strategic) planning initiative on the Roadmap and to ensure
benefits are realised, a clear set of benefits Strategy and fulfills one of the Sustainable
and short term (tactical) action: annual Health Review’s Strategies (Strategy 6) to ‘Invest
implementation plans covering the short-term will be outlines for future measurement
and monitoring. In broad terms the benefits in digital healthcare and use data wisely’.
tactical actions will be developed and reviewed
on an annual basis to ensure they remain anticipated from implementing the Digital
aligned to the long-term vision. Strategy include improved safety and quality
of care, streamlined service delivery, enhanced
Ongoing investment and funding throughout consumer journeys, accelerated research
the life of the Digital Strategy will be critical and development, optimised operations and
to ensuring its success. To achieve this, the improved public health outcomes.
vStrategic themes
Embed innovation and research into core business. Improve equity of access and empower consumers to become true partners in their own care. The WA health
Staff in the WA health system will be empowered system will respond to consumer expectations and demands by placing consumers at the heart of an increasingly
to innovate existing services, processes, systems, virtual and personalised healthcare system. Digital solutions will be provided to progressively enable them to engage
organisational structures and business models in order with clinicians and the WA health system at a time and location of their choice.
to create increased value for consumers and improve
the efficiency and effectiveness of health services.
Ensure clinicians are informed to make effective
decisions that support high value healthcare. Digital
1. Empowered solutions for clinicians will enhance communication,
Protect, maintain, promote and improve the consumers collaboration and provide seamless access to real-
health of individuals and their community time comprehensive patient information. Accessing
through a combination of safeguards, policies 6. patient information in this manner will support
and programs. Public health strategies aim Embedded 2. Informed clinical decision-making and the delivery of
to constantly improve and provide a healthier innovation and clinicians quality, person-centred care.
future for individuals, families and communities research
across the State. Targeted public health programs Person-
and person-centric information to support centred
clinical decision-making will be improved by the focus Person-centred focus: an approach
availability of interoperable systems, big data, to ensure the needs, preferences
Artificial Intelligence (AI), business intelligence,
5. Enhanced 3. Optimised and values of consumers, carers,
linked data and analytics.
public health performance clinicians, staff and partners are
front and centre of all initiatives.
Support and foster workforce engagement through 4. Supported
connectivity and communication, empowering workforce Optimise health system performance with user-
health workers to offer higher levels of service to centricity, modernisation and interoperability between
the community and government. The right investment in several key systems. Workforce and health system communication, collaboration,
corporate systems will address legacy issues associated with activities efficiency will be improved through the implementation of a number of
such as financial reporting, payroll and rostering. in-progress and new initiatives over the next 10 years. The ability to access
Removing unnecessary manual steps and paper-based workflows will reduce information anywhere, at any time and using any device will allow staff
the cost and time of these activities, while improving the employee experience. to work in an effective, secure and productive manner of their choice. Improved
Using updated systems and redesigned processes will also improve service communication throughout the health system will assist decision-making, better
delivery to consumers and clients. management of organisational resources and improved productivity.
viProposed initiatives
* Mobile Health * Statewide Electronic Medical Record
* Patient Portal Functionality
* Virtual Care * Electronic Medications Management
* Telehealth * Specialty Clinical Systems
* Remote Patient Monitoring * Laboratory Information System Replacement
* My Health Record * Medical Imaging System Replacement
* Mobile Applications and Devices
* Digital Hospital 1. Empowered * Clinical and Research Analytics
* Robotics, Automation and consumers * Care Coordination Platform Across Multiple
Artificial Intelligence (AI) Settings (Shared Care Platform)
6. 24-hour WA Health Operations/Command
* Predictive Analytics Embedded 2. Informed
*
Commercialisation, Development and Centre
* innovation and clinicians
Ownership of Intellectual Property research * Augmented Reality and Virtual Reality
Person-
centred
* Population Health data
focus
* Spatial Data and Technology
5. Enhanced 3. Optimised
Research and Data Linkage
public health performance
*
* Regulatory Responsibilities
4. Supported
workforce
* Employee Portal
* Third-Party Corporate Platform
* Learning Management System * Mobile and Efficient Workforce Computing
* Financial Management Information System * Application Consolidation and Identification of Critical Systems
* Human Resources, Rostering and Payroll Systems Replacement * Enterprise Architecture and Interoperability Standards
* Online Credentialing System * Modernising ICT Infrastructure Foundations (HealthNext)
* Business Intelligence * Legislation and Policy Review
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0 1 0 1 0 0 1 1 0 0 1 0 1 1 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
1 0 1 0 0 1 0 0 1 1 0 0 0 1 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
0 0 0 1 1 0 1 1 0 0 1 1 1 0 1 0 0 0 0 0 1 0 1 0 0 0 0 1 0 1 0
1 1 0 0 1 1 0 0 1 0 0 1 0 1 0 1 1 1 0 1 0 1 0 1 1 1 0 0 0 0 0
0 1 1 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0 1 0 0 0 0 0 1 0 1 0 1 0 1
0 0 1 1 1 0 1 1 0 1 1 1 1 1 1 0 0 0 1 0 1 0 1 0 0 0 1 1 1 1 1
1 1 0 1 0 1 1 1 1 0 1 0 1 0 1 1 1 1 0 1 1 1 1 1 1 1 0 1 0 1 0
1 0 1 0 1 1 0 0 1 1 0 1 0 1 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
0 1 0 1 0 0 1 1 0 0 1 0 1 1 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
1 0 1 0 1 1 0 0 1 1 0 1 0 0 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
0 1 0 1 1 0 1 1 0 0 1 1 1 0 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
1 1 1 0 0 1 0 0 1 1 0 0 0 1 0 1 1 1 1 1 0 1 0 1 1 1 1 0 1 0 1
0 0 1 1 0 0 1 1 0 1 1 0 1 0 1 0 0 0 1 0 1 0 1 0 0 0 1 1 1 1 1
1 0 0 1 1 1 1 1 1 0 1 1 1 1 1 0 1 1 0 1 1 1 1 1 0 1 0 1 0 1 0
1 1 0 0 0 1 0 0 1 0 0 0 0 1 0 1 1 1 0 1 0 1 0 1 1 1 0 0 0 0 0
0 0 1 0 1 0 0 0 0 1 0 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 1 0 1
0 1 0 1 1 0 1 1 0 0 1 1 1 1 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
1 1 1 0 0 1 0 0 1 1 0 0 0 0 0 1 1 1 1 1 0 1 0 1 1 1 1 0 1 0 1
0 0 1 1 1 0 1 1 0 1 1 1 1 0 1 0 0 0 1 0 1 0 1 0 0 0 1 1 1 1 1
viii 1 1 0 1 0 1 0 1 1 0 1 0 1 1 1 1 1 1 0 1 1 1 1 1 1 1 0 1 0 1 0
0 0 1 0 0 0 1 0 1 1 0 1 0 0 0 0 1 1 0 1 0 1 0 1 0 1 1 0 1 0 1
0 0 0 1 1 0 1 1 0 0 1 0 0 1 1 0 0 0 0 0 0 0 1 0 1 0 1 0 1 1 1Contents
Introduction 1
Consumers of healthcare today 2
The digital future of the WA health system 3
Future-state outcomes for the WA health system 4
Strategic themes 6
1. Empowered consumers 8
2. Informed clinicians 12
3. Optimised performance 18
4. Supported workforce 21
5. Enhanced public health 24
6. Embedded innovation and research 27
Design principles 29
Roadmap 33
Critical success factors 35
How success will be measured 39
Implementation 42
Next steps 44
Glossary of terms 46
References 52
ix1 1 0 1 0 1 1 0 1 0 1 0 1 1 1 0 1 1 0 1 1 1 1 1 1 1 0 1 0 1 0
1 0 1 0 0 1 0 1 0 1 0 0 0 1 0 1 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
0 0 0 1 1 0 1 0 1 0 1 1 1 1 1 0 0 0 0 0 1 0 1 0 0 0 0 1 0 1 0
What is digital? 1 1 0 0 1 1 0 0 0 0 0 1 0 0 0 0 1 1 0 1 0 1 0 1 1 1 0 0 0 0 0
0 1 1 0 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 0 0 0 0 0 1 0 1 0 1 0 1
‘Digital’ is a broad term which means 0 1 1 1 0 0 1 1 0 1 1 0 1 0 1 1 0 0 0 0 1 0 1 0 1 0 1 1 1 1 1
different things in different contexts. In its 1 0 1 1 0 1 1 0 1 1 1 0 1 0 1 1 1 1 1 1 1 1 1 1 0 1 1 1 1 1 1
simplest form, ‘digital’ is used to describe 1 0 0 1 0 1 1 1 1 0 1 0 1 1 1 0 1 0 0 1 1 1 1 1 0 1 0 1 0 1 1
the interaction between technology and 1 0 0 0 0 1 0 0 1 0 0 0 0 0 0 1 1 1 0 1 0 1 0 1 0 1 0 0 1 0 0
human experience. 0 0 0 0 1 0 1 0 0 0 0 1 0 1 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 1
0 1 0 0 0 1 0 0 1 0 0 0 1 1 0 0 1 0 0 0 1 1 0 0 1 0 0 0 1 0 0
Digital solutions allow for human and/ 0 0 1 0 1 0 0 0 0 1 0 1 0 1 0 1 0 0 1 0 0 0 0 0 0 0 1 0 1 0 1
or automated interpretation of data and 0 1 0 1 0 0 1 1 0 0 1 0 1 0 1 0 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
information from complex environments 1 0 1 0 1 1 0 0 1 1 0 1 0 0 0 1 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
to support improved decision-making 0 1 0 1 0 0 1 1 0 0 1 0 1 1 1 0 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
and streamline workflows. This requires 1 0 1 0 0 1 0 0 1 1 0 0 0 1 0 1 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
harmonisation of diverse capabilities 0 0 0 1 1 0 1 1 0 0 1 1 1 1 1 0 0 0 0 0 1 0 1 0 0 0 0 1 0 1 0
1 1 0 0 1 1 0 0 1 0 0 1 0 0 0 0 1 1 0 1 0 1 0 1 1 1 0 0 0 0 0
and processes which are enabled by
0 1 1 0 1 0 0 0 0 1 0 1 0 1 0 1 0 0 1 0 0 0 0 0 1 0 1 0 1 0 1
technology.
0 1 1 1 0 0 1 1 0 1 1 0 1 0 1 1 0 0 1 0 1 0 1 0 1 0 1 1 1 1 1
Digital has moved from being solely the 1 0 1 1 1 1 0 1 1 1 1 1 1 1 1 0 1 1 1 1 0 1 1 1 0 1 1 1 1 1 1
domain of an organisation’s technology 1 1 0 1 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1 0 1 1 1 1 1 0 1 0 1 0
1 0 1 0 1 1 0 0 1 1 0 1 0 0 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
function (such as data storage, personal
0 1 0 1 0 0 1 1 0 0 1 0 1 1 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
computers and software applications)
1 0 1 0 0 1 0 0 1 1 0 0 0 1 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
to being embedded in all organisational 0 0 0 1 1 0 1 1 0 0 1 1 1 0 1 0 0 0 0 0 1 0 1 0 0 0 0 1 0 1 0
functions and activities. 1 1 0 0 1 1 0 0 1 0 0 1 0 1 0 1 1 1 0 1 0 1 0 1 1 1 0 0 0 0 0
It is a product or a system, as well as an 0 1 1 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0 1 0 0 0 0 0 1 0 1 0 1 0 1
0 0 1 1 1 0 1 1 0 1 1 1 1 1 1 0 0 0 1 0 1 0 1 0 0 0 1 1 1 1 1
approach to change.
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1 0 1 0 1 1 0 0 1 1 0 1 0 1 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
0 1 0 1 0 0 1 1 0 0 1 0 1 1 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
1 0 1 0 1 1 0 0 1 1 0 1 0 0 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
0 1 0 1 1 0 1 1 0 0 1 1 1 0 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
1 1 1 0 0 1 0 0 1 1 0 0 0 1 0 1 1 1 1 1 0 1 0 1 1 1 1 0 1 0 1
0 0 1 1 0 0 1 1 0 1 1 0 1 0 1 0 0 0 1 0 1 0 1 0 0 0 1 1 1 1 1
1 0 0 1 1 1 1 1 1 0 1 1 1 1 1 0 1 1 0 1 1 1 1 1 0 1 0 1 0 1 0
1 1 0 0 0 1 0 0 1 0 0 0 0 1 0 1 1 1 0 1 0 1 0 1 1 1 0 0 0 0 0
0 0 1 0 1 0 0 0 0 1 0 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 1 0 1
0 1 0 1 1 0 1 1 0 0 1 1 1 1 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
1 1 1 0 0 1 0 0 1 1 0 0 0 0 0 1 1 1 1 1 0 1 0 1 1 1 1 0 1 0 1
0 0 1 1 1 0 1 1 0 1 1 1 1 0 1 0 0 0 1 0 1 0 1 0 0 0 1 1 1 1 1
x 1 1 0 1 0 1 0 1 1 0 1 0 1 1 1 1 1 1 0 1 1 1 1 1 1 1 0 1 0 1 0
0 0 1 0 0 0 1 0 1 1 0 1 0 0 0 0 1 1 0 1 0 1 0 1 0 1 1 0 1 0 1
0 0 0 1 1 0 1 1 0 0 1 0 0 1 1 0 0 0 0 0 0 0 1 0 1 0 1 0 1 1 1Introduction
Consumers and clinicians want to The WA Health Digital Strategy 2020–2030 The Roadmap sets out a 10-year plan of
be empowered to use technology (the Digital Strategy) aims to take advantage initiatives for the WA health system. Successful
of the innovations transforming healthcare to implementation of the initiatives within the
to transform healthcare. The Digital
drive better health outcomes for all Western Roadmap will:
Strategy supports the development of Australians.
an integrated health system that delivers * empower consumers
The move towards improvement through digital
high quality, person-centred care, * inform clinicians
innovation has also been highlighted in the
enabled by digital innovation. Sustainable Health Review Final Report, with * optimise performance
a strategy (Strategy 6) to ‘Invest in digital * support the workforce
healthcare and use data wisely’ and a specific
* enhance public health outcomes
recommendation (Recommendation 22) to ‘invest
in a phased 10-year digitisation of the WA health * embed innovation and research.
system to empower citizens with greater health
Critical to the success of the Digital Strategy is
information, to enable access to innovative, safe
the required funding and ongoing investment
and efficient services; and to improve, promote
to continuously improve health service delivery.
and protect the health of Western Australians’.
This needs to be carefully managed within an
The WA health system faces many challenges appropriate governance structure. Together
such as an ageing population, increased these elements will provide greater coordination
prevalence of chronic disease and specific and certainty of the delivery of a complex set of
workforce shortages. Services are delivered project initiatives for the WA health system and
across a vast land area with a sparse population the community.
in a cost constrained environment.
Through implementing the Digital Strategy,
The Digital Strategy presents an exciting opportunity it is envisaged that the WA health system
for the WA health system. Clinical and cultural will take advantage of digital innovation and
reform, supported by mature digital capabilities, encourage continual improvement and greater
can positively transform the health experience for digital literacy, leading to new methods of
all users, providing an improved service delivery service delivery and better outcomes for all
that is more convenient and accessible for all. Western Australians.
1Consumers of
healthcare today
Consumers of healthcare today have told The healthcare consumer of today1...
us they have an expectation of access
...wants to be more proactive about
to exceptional care that is safe, effective, their personal health and the health ...accepts and adapts quickly to
timely, affordable and personalised. of their community technology changes
A key objective of the Digital Strategy
...seeks a convenient and
is to ensure the Western Australian personalised interaction with the
...often turns to online sources for
health system is able to meet these health information
health system
needs and requirements.
...desires personalised and useful ...is concerned about the security
health information at their fingertips and privacy of their personal data
...is already creating their own ...is more connected than ever
health data directly through before, hence is more digitally
wearables and other devices enabled to receive care
...wants demonstrated value-for-
...wants choice of when and where
money as a taxpayer while delivering
health care is delivered
high-quality health services
...has an expectation that everything ...has an expectation of equitable
1 Expectations have been collated from workshops,
recent strategic reviews and multiple references is available at an instant access to care, regardless of location,
listed at the back of this document. health status or personal situation
2The digital future of
the WA health system
The digital vision for the Western A digitally enabled WA health system is not Making this future a reality will require the
Australian health system cannot be easily only about technology in an acute clinical WA health system to concurrently pursue
environment but also its use in prevention, next-generation technologies, address gaps in
captured in a single statement – it starts
promotion, regulation and corporate support. existing foundational systems and legislation,
with a person-centred approach and and seek improvements to processes,
expands to transform the experiences of The future of health care is moving rapidly in a
capabilities and culture. The goal is to improve
disruptive manner towards the real-time serving
patients, carers, clinicians, staff, partners health service delivery via an innovative,
of data to connected patients, carers, clinicians,
and other stakeholders. digital approach to care while responding
staff, communities, and other service providers.
to unpredictable digital disruption events.
The need for, and effective use of, high-quality
This transformed experience is the This means that just as much effort should
data to inform decisions can occur at any
be invested in the workforce – to support a
digital future that the Digital Strategy location and at any time throughout the care
transformational organisational culture – as will
aims to achieve. continuum, planning or regulatory processes.
be needed to transform technology itself.
This includes the need for right connectivity:
having effective digital links between
systems, people and processes. Seamless
communication is needed across the broader
health system, from primary care, community
health, and aged care through to acute care;
with workflows providing real-time, contextual
information to patients, carers, clinicians and
other health staff. The lack of connectivity
due to poor telecommunication services in
regional and remote areas of the State remains
a primary concern as it limits the ability of
health practitioners to deliver equitable health
outcomes to all Western Australians.
3Future-state outcomes for the WA health system
Examples are highlighted below of what will
be achieved in the future once key digital
initiatives are achieved. These demonstrate
the potential improvements that can be
made across the care continuum with the
Data from wearables is Partner organisations transfer data
implementation of this Digital Strategy. analysed through AI, notifying to a single EMR in real-time
GPs and specialists if a person (Interoperability standards)
is recording results outside of
Consumer portals provide Consumers have normal parameters
real-time and contextual control of outpatient (Shared care platform)
information that is bookings and directly
personalised and informs receive diagnostic Automated corporate workflows
consumer choices results within the allow for more analytical tasks
(Patient portal) prescribed parameters to be prioritised
set by the health (Robotics, automation and AI)
practitioner
(Patient portal)
4Virtual consultations AI informs public health responses Researchers and data scientists have access to big data
are informed by from the monitoring of infectious across the continuum of care and data from external
real-time patient disease outbreaks agencies such as justice, education and police to correlate
information from the (Public health information systems) sociodemographic factors to health needs of communities
EMR and Internet of (Linked data repository)
Things devices
(Virtual care) Automated rostering Consumption-based and as-a-service
is driven by predictive offerings are deployed to enhance data
analytics storage and network performance
(Employee portal) (Modernising ICT foundations)
Cloud-based systems
provide secure access
from a multitude of
devices
(Mobile workforce
computing)
5Strategic themes
The strategic themes of the Digital 1. Empowered consumers
Strategy represent six areas of focus that, Improve equity of access and empower
when pursued together, will establish a consumers to become true partners in 1. Empowered
their own care. consumers
truly person-centred health system. All
Digital Strategy initiatives, investments 6.
2. Informed clinicians Embedded 2. Informed
and resources will need to contribute to Ensure clinicians are informed to innovation and clinicians
the achievement of these themes. make effective decisions that support research
high value health care. Person-
Person-centred focus is at the heart of the
centred
Digital Strategy. It is not a strategic theme, 3. Optimised performance focus
rather an approach to the design and delivery of
Optimise health system performance
all health services. 5. Enhanced 3. Optimised
with user-centricity, modernisation
For Digital Strategy initiatives this approach and interoperability. public health performance
ensures the needs, preferences and values of
consumers, carers, and health professionals are 4. Supported workforce
4. Supported
front and centre of all initiatives. Support and foster workforce engagement workforce
The six strategic themes are described in detail through connectivity and communication.
in the following sections of the Digital Strategy.
5. Enhanced public health
Protect, maintain, promote and improve the
health of individuals and their community
through a combination of safeguards,
policies and programs.
6. Embedded innovation and research
Embed innovation and research into core
business and promote the adoption of
rapidly-evolving technologies.
6The digital future of healthcare in WA for Jenny...
Jenny
is a 38-year-old
woman with mental Jenny often misses doses of The eMeds system in the ED records the
health issues living her medication as the side interactions of her medications and notifies her
alone with little effects make her feel unwell. local General Practitioner (GP). After a telehealth
support from family… As a result she is frequently consultation with Jenny he prescribes an alternative.
presenting to the Emergency The local pharmacy receives this information and
Department (ED). delivers Jenny her new medications that afternoon.
Jenny’s healthcare app helps promote Jenny is also referred to a community provider for ongoing
communication with her care team, and support. She chooses the most convenient time to have
records her symptoms if and when they her appointment from the choices in the online booking
occur. The app also provides alerts to system. The provider communicates and collaborates with
help with daily medication management her multidisciplinary team via the Shared Care Platform.
and suggests a variety of complementary The Shared Care Platform enables Jenny to communicate
strategies to support her mental health. with her community provider, allowing them to intervene
early if she experiences side effects in the future, saving
her from having to go into the ED.
Jenny is not experiencing the same side effects as Jenny continues to have regular consultations with
before and continues to see her GP for monitoring. her specialist mental health team through virtual
She can book an appointment with him via the app, health technology which allows her to complete health
which is integrated with her patient portal. assessments, monitoring and appointments from home.
71. Empowered
consumers
The aim of this strategic theme is to Mobile Health (mHealth) apps also provide * providing targeted health promotion
improve equity of access and empower the opportunity to deliver care beyond the education and/or procedure-specific
hospital and facilitate the sharing of patient- information
consumers to become true partners
generated health data. This helps to improve related peer support links for patients.
in their own care. This will be achieved patient outcomes by delivering tailored care and
*
by implementing the digital initiatives engaging consumers in their treatment between Any information would be contextualised
described below. clinical visits. for the individual consumer based on their
demographic profile (e.g. location, culturally
The WA health system will respond to Patient portal and linguistically diverse (CALD) groups).
consumer expectations and demands by placing Functionality could also potentially include
consumers at the heart of an increasingly virtual Patient portals allow consumers to engage clinical monitoring and care escalation of
and personalised healthcare system. directly with their health providers and allow services in home settings.
for the provision of real-time, intuitive and
The digital initiatives in this section aim to accessible information regarding their health User-centred design should be used to develop
empower consumers to participate in their own status, treatment and history. efficient, easy to use, personalised interfaces
treatment and care by enabling them to engage for the patient portal (also known as a customer
with clinicians and the WA health system at a The WA health system is trialling a patient portal
relationship management platform). Any
time and location of their choice. which will give patients access to information
designs must be mindful of the requirements of
regarding their outpatient appointments and
consumer groups with poor connectivity and/or
Mobile Health (mHealth) referrals.
low digital literacy.
Future functionality could include:
High-quality health information is becoming Introduction and evaluation of a patient self-
increasingly accessible to consumers. * facilitating appointment scheduling management solution (as recommended in the
Consumers are able to use mobile applications * improving clinical interactions between Sustainable Health Review Final Report) will also
(apps) to track all aspects of their lives, service providers and consumers help patients take greater responsibility through
including their health, thus enabling them to the use of new and emerging technologies
* tracking chronic disease
have more control over their own health and to support behaviour change where required,
wellbeing. * assisting medications management and in the day-to-day management of chronic
* allowing access to diagnostic test results conditions.
8Telehealth/Virtual care These solutions will offer superior convenience The real-time data transmitted from wearables
to consumers, assist the WA health system can also alert clinicians or artificial intelligence
WA faces a unique challenge in providing to improve equity of access, and support the tools to assist patients in self-care or alert them
comprehensive health services to sparse transition of healthcare delivery away from to seek clinical care as soon as possible.
populations scattered across vast distances. The traditional hospital settings and into the
result of these geographic challenges can be community. My Health Record
inequity of service access and availability.
Notably, this initiative will require changes to My Health Record is a patient controlled
The WA Country Health Service (WACHS) has Commonwealth funding arrangements to allow summary of an individual’s health information
pioneered the establishment of world-class patients to be supported in the community. that can be viewed securely online, from
telehealth services to improve access and reduce This initiative may also require investment anywhere, at any time. At the time of writing, the
the burden of travel on country communities. in infrastructure within health services and WA health system is connected to the My Health
The expansion of telehealth services to healthcare settings. Record and uploading discharge summaries,
include services such as stroke, mental health, pathology and diagnostic imaging reports.
obstetrics, intensive care and paediatrics across Remote patient monitoring Clinicians can also view My Health Records
both regional and metropolitan areas will further securely through key clinical applications. The
Remote patient monitoring enables clinicians to
improve access to health services and the WA health system will continue to work in
monitor and actively manage consumers in the
consumer experience. partnership with the Australian Digital Health
community via wearables, sensors and Internet
Agency to continue to upgrade applications for
The combination of telehealth and robotic of Things (IoT) devices.
viewing and uploading and promote the use of
technology may also allow for clinicians to It can be used to improve clinical decision- the My Health Record in routine clinical care. As
perform diagnostic testing and minor treatments making, drive effective chronic disease well as increasing the use of My Health Record
on remote patients. management programs, enhance falls in the WA health system, it is anticipated that
Introduction and evaluation of virtual clinics management and support telehealth initiatives. this will support the shared approach to care
(as recommended in the Sustainable Health When combined with virtual care, remote patient resulting from an increased take-up of My
Review Final Report) could be used to increase monitoring can reduce demand on hospitals, as Health Record for people and communities with
access to specialist outpatient services and will be the case for Medihotels that are being complex health needs recommended in the
reduce unnecessary visits where in-person established at Fiona Stanley Hospital and Royal Sustainable Health Review Final Report.
consultations are not required. Perth Hospital.
91 1 0 1 0 1 1 0 1 0 1 0 1 1 1 0 1 1 0 1 1 1 1 1 1 1 0 1 0 1 0
1 0 1 0 0 1 0 1 0 1 0 0 0 1 0 1 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
0 0 0 1 1 0 1 0 1 0 1 1 1 1 1 0 0 0 0 0 1 0 1 0 0 0 0 1 0 1 0
International Experience 1 1 0 0 1 1 0 0 0 0 0 1 0 0 0 0 1 1 0 1 0 1 0 1 1 1 0 0 0 0 0
0 1 1 0 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 0 0 0 0 0 1 0 1 0 1 0 1
UK National Health Service 0 1 1 1 0 0 1 1 0 1 1 0 1 0 1 1 0 0 0 0 1 0 1 0 1 0 1 1 1 1 1
1 0 1 1 0 1 1 0 1 1 1 0 1 0 1 1 1 1 1 1 1 1 1 1 0 1 1 1 1 1 1
The UK National Health Service has 1 0 0 1 0 1 1 1 1 0 1 0 1 1 1 0 1 0 0 1 1 1 1 1 0 1 0 1 0 1 1
used mobile health apps to help patients 1 0 0 0 0 1 0 0 1 0 0 0 0 0 0 1 1 1 0 1 0 1 0 1 0 1 0 0 1 0 0
manage their chronic conditions. 0 0 0 0 1 0 1 0 0 0 0 1 0 1 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 1
0 1 0 0 0 1 0 0 1 0 0 0 1 1 0 0 1 0 0 0 1 1 0 0 1 0 0 0 1 0 0
Patients have used apps to record and 0 0 1 0 1 0 0 0 0 1 0 1 0 1 0 1 0 0 1 0 0 0 0 0 0 0 1 0 1 0 1
communicate their symptoms and 0 1 0 1 0 0 1 1 0 0 1 0 1 0 1 0 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
observations to their clinical team over 1 0 1 0 1 1 0 0 1 1 0 1 0 0 0 1 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
0 1 0 1 0 0 1 1 0 0 1 0 1 1 1 0 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
the past eight years. In addition to a
1 0 1 0 0 1 0 0 1 1 0 0 0 1 0 1 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
significant reduction in admissions, all 0 0 0 1 1 0 1 1 0 0 1 1 1 1 1 0 0 0 0 0 1 0 1 0 0 0 0 1 0 1 0
patients reported feeling more empowered 1 1 0 0 1 1 0 0 1 0 0 1 0 0 0 0 1 1 0 1 0 1 0 1 1 1 0 0 0 0 0
to manage their own condition. 0 1 1 0 1 0 0 0 0 1 0 1 0 1 0 1 0 0 1 0 0 0 0 0 1 0 1 0 1 0 1
0 1 1 1 0 0 1 1 0 1 1 0 1 0 1 1 0 0 1 0 1 0 1 0 1 0 1 1 1 1 1
The Mayo Clinic 1 0 1 1 1 1 0 1 1 1 1 1 1 1 1 0 1 1 1 1 0 1 1 1 0 1 1 1 1 1 1
1 1 0 1 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1 0 1 1 1 1 1 0 1 0 1 0
The Mayo Clinic’s advanced mobile 1 0 1 0 1 1 0 0 1 1 0 1 0 0 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
health platform is extremely popular 0 1 0 1 0 0 1 1 0 0 1 0 1 1 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
with its patients. More than 750,000 1 0 1 0 0 1 0 0 1 1 0 0 0 1 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
users have downloaded the application 0 0 0 1 1 0 1 1 0 0 1 1 1 0 1 0 0 0 0 0 1 0 1 0 0 0 0 1 0 1 0
1 1 0 0 1 1 0 0 1 0 0 1 0 1 0 1 1 1 0 1 0 1 0 1 1 1 0 0 0 0 0
across Android and iOS, which facilitated
0 1 1 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0 1 0 0 0 0 0 1 0 1 0 1 0 1
the sending of more than 1.1 million 0 0 1 1 1 0 1 1 0 1 1 1 1 1 1 0 0 0 1 0 1 0 1 0 0 0 1 1 1 1 1
patient-initiated secure messages to Mayo 1 1 0 1 0 1 1 1 1 0 1 0 1 0 1 1 1 1 0 1 1 1 1 1 1 1 0 1 0 1 0
providers in 2016 alone. 1 0 1 0 1 1 0 0 1 1 0 1 0 1 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
0 1 0 1 0 0 1 1 0 0 1 0 1 1 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
Over 10,000 appointments were 1 0 1 0 1 1 0 0 1 1 0 1 0 0 0 0 1 1 1 1 0 1 0 1 0 1 1 0 1 0 1
requested via the app, which has also 0 1 0 1 1 0 1 1 0 0 1 1 1 0 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
recently been updated with new features 1 1 1 0 0 1 0 0 1 1 0 0 0 1 0 1 1 1 1 1 0 1 0 1 1 1 1 0 1 0 1
allowing patients to view their X-ray and 0 0 1 1 0 0 1 1 0 1 1 0 1 0 1 0 0 0 1 0 1 0 1 0 0 0 1 1 1 1 1
other radiology images directly from 1 0 0 1 1 1 1 1 1 0 1 1 1 1 1 0 1 1 0 1 1 1 1 1 0 1 0 1 0 1 0
their smartphone. 1 1 0 0 0 1 0 0 1 0 0 0 0 1 0 1 1 1 0 1 0 1 0 1 1 1 0 0 0 0 0
0 0 1 0 1 0 0 0 0 1 0 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 1 0 1
0 1 0 1 1 0 1 1 0 0 1 1 1 1 1 1 0 0 0 0 1 0 1 0 1 0 0 1 0 1 0
1 1 1 0 0 1 0 0 1 1 0 0 0 0 0 1 1 1 1 1 0 1 0 1 1 1 1 0 1 0 1
0 0 1 1 1 0 1 1 0 1 1 1 1 0 1 0 0 0 1 0 1 0 1 0 0 0 1 1 1 1 1
10 1 1 0 1 0 1 0 1 1 0 1 0 1 1 1 1 1 1 0 1 1 1 1 1 1 1 0 1 0 1 0
0 0 1 0 0 0 1 0 1 1 0 1 0 0 0 0 1 1 0 1 0 1 0 1 0 1 1 0 1 0 1
0 0 0 1 1 0 1 1 0 0 1 0 0 1 1 0 0 0 0 0 0 0 1 0 1 0 1 0 1 1 1The digital future of healthcare in WA for Peter...
Peter
is 67-year-old man with
type 2 diabetes, living in Peter’s smart phone is equipped with a The acquired
the Great Southern... monitoring app that is connected wirelessly blood glucose
to a blood glucose meter. The app tracks and data is transmitted
stores Peter’s daily blood glucose levels. securely via
Peter’s smartphone
to the EMR.
Peter’s diabetes nurse uses An alert is sent to The EMR is supported with AI and
videoconferencing via a smartphone to Peter’s diabetes nurse predictive analytics that process this data
conduct a telehealth consultation with the when his real-time together with diet and activity information
care team in the Great Southern because results are outside of to predict the likelihood of hypoglycemia.
local intervention is necessary. allowable parameters. Adjustments to Peter’s diet, insulin and
exercise routines are suggested by the
algorithm and sent to Peter’s smartphone.
Facial recognition technology at Peter’s local hospital recognises him on
Based on the consultation, Peter needs to be admitted into hospital. The
arrival, accelerating his admission and navigation to his allocated ward.
24-hour WA Health Operations/Command Centre monitors Peter’s transfer into the
hospital automatically, registering his attendance and allocating a bed. Hospital Peter’s Perth-based diabetes specialist receives a reminder to review his
clinicians are advised of Peter’s pending presentation and his specific care needs. progress remotely after the ward round the following day.
112. Informed clinicians
The aim of this strategic theme is to clinical assessments and summaries, medication duplication and increase laboratory turn-around
ensure clinicians are informed to make history, images and diagnostic test results. It is times and efficiency.
effective decisions that support high the foundation for a single source of truth and
EMRs also provide the backbone for integrating
easier access to up-to-date patient information.
value health care. This will be achieved other digital solutions and modules, including
by implementing the digital initiatives EMR functionality offers clinical decision patient portals and shared care platforms.
described below. support tools and prompts that aid clinical Establishing the capability for these systems
decision-making, thus reducing variation in care. to connect and work in conjunction with each
The digital initiatives in this section aim to Clinical decision supports range from passive other will provide future benefits that far exceed
enhance communication and collaboration supports, such as hyperlinks and guidelines those achieved by those same systems acting in
between clinicians and provide seamless access to proactive, one-click flow mechanisms that isolation.
to real-time comprehensive patient information. streamline entire clinical pathways.
At the time of writing, market scanning, research
Accessing patient information in this manner Equipped with real-time access to and the experience of other jurisdictions
will support clinical decision-making and the comprehensive patient information and suggests a single enterprise, statewide solution
delivery of quality, person-centred care. clinical decision-making support tools, EMR providing a suite of clinical and community
functionality will ensure clinicians are better capabilities is recommended. This approach
Statewide Electronic Medical Record informed to make effective clinical decisions and would best support the complete electronic
functionality deliver quality, person-centred care. Full benefit exchange of patient information, closed loop
of this system will be achieved when clinicians medication management and analysis of
Adoption of a system with EMR functionality are able to access the EMR from any network- clinical data as represented by Healthcare
has become the global best-practice standard connected device, including devices such as Information and Management Systems Society
for delivering health services, demonstrating smartphones and tablets, providing immediate (HIMSS) EMR Adoption Model (EMRAM) level
considerable benefits to health service safety access to patient records anywhere and anytime. 6-7 certification. National and international
and quality. The Sustainable Health Review Final experience suggests a best-of-breed approach
Clinical decision support systems (CDSSs)
Report supports the phased and prioritised limits the ability to attain this certification.
combined with computerised physician/provider
implementation of an EMR across the WA
order entry (CPOE) systems will remove the The approach to an EMR solution for the WA
health system.
need for paper-based order entry systems for health system will take these factors into
EMR functionality provides a digitised patient procedures, medication orders and diagnostic consideration with the aim to maximise learning
record including integrated progress notes, tests. This functionality will reduce errors and from other jurisdictions.
12Options for achieving EMR functionality within Regardless of which option is chosen, the
Healthcare Information and the WA health system are varied, and include: size and complexity of the WA health system
Management Systems Society * a single instance of a single system for requires a phased implementation approach.
all sites In addition to this, clinical practice and
Healthcare Information and Management workflows will need to be standardised in order
Systems Society (HIMSS) has established * multiple instances of the same system at to implement EMR functionality. The extent of
an internationally-adopted scoring system different sites standardisation required will be determined
that ranks hospitals as they progress * a standardised set of ‘core elements’ of by the scope of the EMR functionality and the
through their EMR deployment. The a single system with optional additional approach taken to achieve it.
EMR Adoption Model (EMRAM) is an modules for each site
eight-stage (0-7) model based on the Digital maturity and capability
* a complete set of EMR modules for each
adoption and use of various levels of assessment
site to choose as required
EMR functionality from no electronic
functionality through to complete * different systems at different sites. The digital maturity and capability assessment
diagnostic, imaging and medications will assess capabilities and technology across
All of these approaches will provide EMR
management support. the WA health system and define future
functionality and represent a significant
areas for improvement in preparation for
The EMRAM model will be used as a guide improvement on the present combination
implementation of an EMR and other major
by the WA health system to track progress of paper-based and electronic systems. The
digital initiatives. The assessment will be used to
and establish a benchmark against other specific approach to obtaining EMR functionality
serve several purposes including:
healthcare organisations around Australia will require detailed analysis and assessment,
and the world. including an assessment of infrastructure, * understanding variability across the
applications, systems and workforce readiness. WA health system
* prioritisation of funding decisions
* understanding systemwide ICT/
infrastructure maturity
* understanding delivery capability
and talent.
13Difference between electronic health
records and electronic medical records
Another critical component of the preparation An eMeds system offers decision support, such
The main difference between an electronic for an EMR will be an early scoping exercise as evidence-based order sets and checking
health record (EHR) and an EMR is the to determine the required EMR functionality for allergy and medicine interactions, reducing
scope of data held by the platform. for the system. This will be combined with the the number of preventable adverse medication
An EMR provides a digitised record of a digital maturity and capability assessment to events and medication prescribing and
patient’s clinical notes including medical support the development of a detailed business dispensing errors.
history, integrated progress notes, hospital case that establishes the most appropriate
As recognised by the Australian Council of
laboratory and imaging results, medication model for the EMR functionality and the way it
Healthcare Standards, eMeds systems have
charts, etc. The term EMR can be applied should be procured, developed and configured.
been found to result in:
to a single service provider, or a single Together, these components will ensure existing
investments and the value they now provide to * reductions of 67 per cent in missed
organisation such as the WA health system.
the WA health system are considered as part of doses, 25 per cent in prescribing errors
An EHR provides a holistic and longitudinal the initiative. and 72 per cent in wrong drug errors
view of a patient’s health information * elimination of medication errors due to
offering additional functionality than that Record digitisation legibility
of the EMR by collecting and compiling
information from external healthcare Phased introduction of EMR functionality will * 99.9 per cent accuracy in allergy status
providers such as specialists, allied health require the conversion of existing paper-based * no incidences of lost drug charts.
providers, general practitioners, etc., thus clinical documentation to a digital format to
giving a more comprehensive picture of ensure continuity of information during the eMeds systems can be provided as part of a
a patient’s health. In some ways the My transition. The WA health system will consider comprehensive EMR system, as an optional
Health Record could be considered a the most appropriate approach to record module to an EMR system or as a separate
preliminary EHR for Australian citizens. digitisation following endorsement of the system integrated into the network of clinical
preferred phased implementation approach for systems and apps. The most appropriate
The WA health system does not have remit approach for the WA health system will be
achieving EMR functionality.
over external providers or systems, hence considered in tandem with and be informed
the focus on establishing EMR functionality by the EMR functionality and digital maturity
Electronic medications management
rather than that of an EHR. Having said assessments.
that, by ensuring the system with EMR A closed-loop electronic medication
functionality is compliant with national management (eMeds) system enables
and international interoperability standards clinicians to electronically order medications
the WA health system will support the for automated dispensing and tracking, thus
development of a national EHR. improving the quality, safety and effectiveness
of medication management for patients.
14Critical Clinical Systems Uplift clinical systems can also automate hundreds and diagnostic aids, helping clinicians make
of tasks and protocols; create repeatable informed, evidence-based decisions. Clinician
Recognising the effort and cost involved in workflows and consumer care pathways, thus access to approved apps will be enabled by a
implementation of EMRs (noting the Sustainable contributing to improvements in efficiency. BYOD (Bring Your Own Device) policy, providing
Health Review Final Report ’s goal of all Criteria for identifying specialist systems (i.e. authorised users with access to clinical systems
health services having a functional EMR or where workflows cannot be accommodated on their personal devices while protecting the
equivalent by July 2029), work will commence by the system with EMR functionality) will confidentiality, privacy, integrity, security and
concurrently on identifying existing applications be determined as part of the EMR initiative. availability of consumer health information.
with functionality that could be either ‘switched Common enterprise specialist systems or
on’ or enhanced relatively quickly, easily and modules will be implemented where possible.
cost effectively in a way that would provide Clinical and Research Analytics
immediate benefit to clinicians and patients. A centralised data repository is a platform that
Laboratory Information System
Critical clinical systems will be identified, and Replacement consolidates data from a variety of clinical and
where appropriate, uplifted in functionality. This non-clinical systems in one place. It serves as a
uplift will be bounded by cost and application PathWest is implementing a new enterprise platform for data consolidation and an integrated
lifecycle, particularly for those that may be close Laboratory Information System (LIS). view of consumer health information allowing
to replacement by a system providing EMR clinicians to undertake analytics. Interoperable
The LIS may enable faster and more effective
functionality. architecture facilitates the exchange of health
management, testing and interpretation of
information with other services and clinicians.
pathology samples to provide clinicians with
Clinical Workbench the information they need for clinical decision- The Sustainable Health Review Final Report
Depending upon the EMR functionality and making. The automated testing of pathology recommends that the approach to high-value
approach chosen, a clinical workbench could results, with diagnoses informed by analytics, care uses contemporary data analytics to
be implemented to provide a customisable user could deliver results more quickly to the support systemwide benchmarking, transparent
interface for clinicians to access their clinical consumer. These results are already being public reporting, and drive implementation of
systems and applications. automatically uploaded in WA to a patient’s My standardised care pathways to maximise value
Health Record. to patients and communities and reduce clinical
Specialty Clinical Systems variation and waste.
Mobile Applications and Devices
Some clinical specialties have workflows which Three of the eight Sustainable Health Review
cannot be accommodated by generic EMR Mobile devices can be used to facilitate Final Report strategies highlight the need
functionality and therefore require specialty communication and enable data-driven clinical for investment in contemporary systemwide
modules to create a fully electronic patient decision-making. Mobile apps can facilitate data analytics and benchmarking to support
record and management system. Specialty easy access to guidelines, drug information continuous improvement and sustainability.
15Medical Imaging System Replacement The Sustainable Health Review Final Report It can allow for spatial analysis and visualisation
recommends the introduction and evaluation of (e.g. mapping) of patients, and, with the addition
The WA health system is procuring a replacement a shared care platform for integrated, chronic of predictive analytics and AI, has the potential
picture archiving and communication system disease management between WA health and to interact with big data to mitigate risks and
(PACS) for the storage of digital medical community-based clinicians. optimise operations and workforce use.
imaging, and a replacement radiological
information system (RIS) for the electronic The Sustainable Health Review Final Report
24-hour WA Health Operations/
management of medical imaging services. recommends the introduction and evaluation of
Command Centre a command centre commencing with country
These clinical information systems are an patients to improve safety and quality, access to
The WA health system is multifaceted and
integral part of EMR functionality and necessary emergency and specialist services and patient
provides services across vast distances.
for efficient clinical workflows. As is now the transport and retrieval.
Improved visibility and management of patient
case, automatic upload of diagnostic imaging
movement and clinical data across the system
reports for patients with a My Health Record Augmented reality and virtual reality
will help better manage patient volumes, wait
will give patients greater visibility over their
times and hospital transfers, enabling greater Augmented reality (AR) and virtual reality (VR)
information, prevent repeat testing and contribute
access to the health system and an improved have been adopted in the medical community
to the establishment of a national EHR.
patient experience. to help clinicians practice clinical procedures,
Shared Care Platform A 24-hour Operations/Command Centre can simulate surgery and prepare for new and
display real-time data, such as: complex procedures.
Integrating primary, secondary and tertiary health
services through a collaborative Shared Care * location The WA health system will progressively
Platform will enable real-time communication and * alerts adopt and introduce this technology to
holistic care planning between community-based provide benefits to consumers and enhance
physicians, allied health professionals, hospital
* bed capacity the clinician’s experience of health services
specialists and patients. * bed cleaning turnaround time wherever feasible.
This Platform will enable clinicians to securely * patient transport times
communicate (including sending referrals), * delays for procedures and diagnostic tests
create and assign tasks, and monitor their * ambulatory use on dashboards visible
patient’s progress. Consumers should also across the system.
benefit from this collaboration by having
an improved experience and better health
outcomes as information about their care moves
seamlessly across the continuum.
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