Leaders Look At Practical Change
E-Health Evolving to Address Disadvantage
Culture of Innovation: How can healthcare build a culture of innovation and ultimately transform to be a better connected system? There may be no shortage of good ideas, but there are still many internal, organisational and structural barriers which make it difficult to bring those ideas into reality. We need to start thinking differently about how we approach healthcare in general. That is, how we engage with health consumers and patients around their health literacy and personal well-being, how we manage good ideas to projects and acceptance of failure, and how we collaborate and work together as key stakeholders in building an asynchronous healthcare system.
Internet of Things: The Internet of Things has revolutionary capability to create a precise and personalized health care system. Although the IoT is relatively new, applications include the monitoring of health conditions using vital signs and medical devices, collecting personal biometric and tracking data through wearable devices, opportunities for real-time monitoring, smart home technologies and devices that can provide feedback for physical and mental health conditions. It also includes sensors and internet-enabled devices including smartphones, that are interconnected and intelligent with the ability for algorithm based decision making.
Cybersecurity: Cybersecurity is becoming an increasingly important topic to all health stakeholders involved in data collection and use – healthcare service providers, medical device manufacturers, health insurers, pharmaceutical companies, healthcare professionals and individual patients. How can we innovate and reform while dealing with increasing and more sophisticated cyber threats? There are issues around governance, risk appetite, protecting and sharing information and organisational preparedness. This is an important aspect of innovating, and one of the most challenging.
Digitisation of Health and Welfare: Is it innovative to digitise the activities we already do? New technologies, data exchange and associated governance models allow us to think differently about system innovation and the provision of services in the digital age. It is believed the accelerating pace of change will be driven by the health consumer, and those funding and delivering services need to innovate to meet consumer needs or be left behind. The question now is how to shift our focus to above-the-line innovation and redefine how we deliver those services.
System Innovation: Building on key themes that have been highlighted through the Innovating Health Series to date, the culture of innovation in healthcare will be further explored in this event to wrap up the year. Focusing our efforts on health system innovation specifically, rather than just product innovation is difficult but people agree is what is needed. How can our health leaders make valuable changes to the culture of innovation in healthcare highlighting system innovation changes and collaboration rather than just organisational led change?
Knowledge Translation in Health: Those working in healthcare for a while know that there is a lot of innovations and valuable research within healthcare. A lot of this though is untapped, fragmented and siloed. Translation of knowledge and innovations across healthcare continues to be a challenge. If we are investing considerable funding and effort into these areas, how much are we benefiting? How can be innovative with data science and analytics with vast amounts of data that research and evidence is generating? What would be required to fast track change and build scale to things we know that work or potentially work? How do we implement innovative change into a large scale and conservative delivery environment?
Responding to Changes in Funding and Payments: With expected MBS review outcomes and follow-on changes in funding and billing in healthcare there is potential for some notable changes in the business and service models of healthcare. With a focus on funding changes to build robustness and system sustainability, address specific patient cohort treatment needs, and provide access to more services in the home or community settings there is the potential for considerable change in the way healthcare is accessed and delivered. Where is the potential for innovation in the evolving models of healthcare funding and billing? Can we do more irrespective of funding?
Innovative Private Models of Healthcare: In a time when disruption and health system change is constantly being highlighted and discussed, how can we learn from innovative models of healthcare. Increasingly the private sector is developing new business services and models of care which challenge traditional service delivery. How do we learn from, harness and scale these innovative business models? At the same time, a customer experience focus and patient experience is increasingly being brought to the front of our thinking. User experience, user design, co-design are all words used to describe how we should be planning for future services. This begs the question “do you know who your customer is?”.
Examining Innovation in Health: How do we embrace innovation and practical change in healthcare in a time of digital disruption? The Innovating Health Series to date has highlighted the need for stronger leadership, understanding the potential of digital, allowing space for creativity and innovation, highlighting the need to work collaboratively, and ensuring the need for health practitioner and consumer engagement as a critical piece in creating new value in the digital age.
Leaders look at Practical Change: How do we use digital to enable informed consent across healthcare service provision – between patients and practitioners, between healthcare practitioners, and between consumers and services? This practical design session and discussion will be initially led by Simone Finch, Founder of the Westminster Initiative with experience across the health and social sectors. Simone has led a Hospital and Health Service and Primary Health Network in Queensland, built strategies in mental health and provides advice on traversing the complexities of the NDIS scheme.
Leaders look at Practical Change: – Whilst the health system strives to provide equal access to treatment and care for everyone, we know that some people and population groups have poor access to both health and social care services generally leading to worse health outcomes. As the Australian digital health ecosystem of payers, providers and digital intermediaries grows in capability and capacity, how does it target deprived populations? We know historically, cookie cutter approaches to health service provision have not improved health outcomes for deprived populations. In fact, the ‘worried well’ have been the fastest adopters of digital health.