A STRATEGIC PLAN FOR DIGITAL HEALTH INNOVATION IN CANADAfhs.mcmaster.ca/conted/documents/miit16/4. A...

©Canada Health Infoway 2016

A STRATEGIC PLAN FOR DIGITAL HEALTH INNOVATION IN CANADA

PRESENTED BY: Michael Green, President and CEO TO: 11th Annual Medical Imaging Informatics and Teleradiology Conference, Hamilton, Ontario

DATE: June 17, 2016

@MGreenonHealth

©Canada Health Infoway 2016 1

FACULTY/PRESENTER DISCLOSURE

Relationships with commercial

interests:

• Grants/Research Support:

• None

• Speakers Bureau/Honoraria:

• None

• Consulting Fees:

• None

• Other:

• None


FEDERAL BUDGET: HEALTH COMMITMENTS

• $50 million over two years for

Infoway

• $39 million over three years

for Canadian Foundation for

Healthcare Improvement

• $47.5 million/year for

Canadian Partnership

Against Cancer

• Election promise of $3 billion

for homecare

• Prescription drug abuse an

important issue

• Focus on innovation


INNOVATION AGENDA

• Vision for Canada’s economy as a

centre of global innovation

• Investments to support leading-

edge research and for innovative

and job-creating businesses

• Up to $800 million over four years

to support innovation networks and

clusters

• Toronto-Waterloo innovation

corridor/tech hub • “Silicon Valley North”?


CANADA HEALTH ACCORD

• Meeting of Conference of

Deputy Ministers of Health

in late May

• Expectation of broader

digital health agenda to be

revealed this fall or next

budget


RESULTS WILL SHOW SIGNIFICANT GROWTH

• Clinical adoption

• Consumer awareness

• Investment targets

• Pan-Canadian clinical

leadership

• Complete results in 2015-2016

Annual Report • To be published by end of July


Outstanding Increases in Adoption of Digital Health:

6

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Acti

ve U

sers

Monthly users of 2 or

more clinical domains

139,604

HIGHLIGHTS FROM A SUCCESSFUL 2015-2016


187,385

239,463

282,529

404,338

528,282

615,345

-

100,000

200,000

300,000

400,000

500,000

600,000

700,000

2010 2011* 2012 2013* 2014 2015*

Nu

mb

er o

f cl

inic

al c

on

sult

atio

ns

* 2011, 2013, and 2015 figures are modelled based on OTN actual volume and estimated growth in

other jurisdictions. 2010, 2012 and 2014 figures based on COACH Telehealth Survey data.

Telehealth Clinical Consultations Continue to Grow:


7


Since 2007, an estimated $16 billion in benefits have been accrued to families and the health care system as a result of investments in telehealth, drug information systems, diagnostic imaging solutions, and physician and ambulatory clinic EMRs

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

2007 2008 2009 2010 2011 2012 2013 2014 2015

Mill

ion

s

Year

Ambulatory electronic medical records

Electronic medical records

Telehealth and telehomecare

Drug information systems

Diagnostic imaging

BENEFITS OF DIGITAL HEALTH

8


9

Best Year Yet for Consumer Awareness of Digital Health:

• 2015-2016 campaign was seen, read or heard 220 million times, a

24 per cent increase

• Better Health Together has increased Canadians’ awareness of

digital health (from 62 per cent in 2015 to 75 per cent in 2016), as

well as their positive perceptions of its impact (from 63 per cent in

2015 to 74 per cent in 2016)



SUMMARY CORPORATE PLAN 2016-2017


THREE IMPORTANT GOALS

• Safer and more effective medication

management

• Scale patient-centred digital health

solutions • Patient-centred online services

• Scale and expand telehomecare

solutions

• Continue to leverage foundational

investments • Core EHR systems (including DI),

EMRs, telehealth, public health

surveillance


OUR STRATEGY: e-PRESCRIBING


e-PRESCRIBING DEFINITION

• The secure electronic

creation and transmission of

a prescription between an

authorized prescriber and a

patient’s pharmacy of choice,

using clinical Electronic

Medical Record (EMR) and

pharmacy management

software

- Canadian Medical

Association Canadian

Pharmacists Association

Joint e-Prescribing

Statement 2012

14 ©Canada Health Infoway 2016 14

UNIQUE CHARACTERISTICS

• One service for the country • Simplify interoperability for

EMR and pharmacy systems

• Jurisdictions to join as they

become ready

• More cost effective than

deploying multiple e-

prescribing services

• Expected to generate

revenue equal to or greater

than the cost to operate • Can become self-sufficient

after five years if scale is

achieved

• Can explore adding new

services after deployment of

core service


OUR STRATEGY: CONSUMER HEALTH


EMPOWERING PATIENTS

• Only 4-8% of Canadians

have online access to:

• Book appointments

• View lab results

• Consult with clinicians

• Renew prescriptions

• Numbers may be higher

based on our last survey


PATIENT ONLINE SERVICES AND TELEHOMECARE

• Continue to invest in: • e-visits

• e-renewals

• e-booking

• e-views

• Telehomecare is ready to be

immediately scaled • Improves quality of life for

patients with chronic conditions

• Fewer emergency room visits

and hospital stays


INFOWAY’S TELEHOMECARE INITIATIVE

• Initiate and scale telehomecare for

patients where demonstrated benefits

exist (e.g., COPD and CHF)

• Initiate and scale telehomecare for

new patient populations/conditions

where innovative models of care have

shown promise (e.g., diabetes, youth

mental health, high risk pregnancies)

• Initiate projects to evaluate the

applicability of telehomecare in other

areas

• Invest in enablers of telehomecare

use (e.g., solution upgrade and

integration, forums and clinical peer

support initiatives, benefits

evaluations)


OUR STRATEGY: FOUNDATIONAL INVESTMENTS


DIAGNOSTIC IMAGING ADVANCED USE

• Decision support CPOE

• Efficiency/workflow

• Better utilization

• Reduced costs

• Consumer access


OUR STRATEGY: INNOVATION


HEALTH CARE INNOVATIONS IN CANADA

• The 2015 Report of the Advisory Panel

on Health Innovation identified five

critical areas for health care innovation:

• Patient engagement and empowerment

• Health systems integration with workforce

modernization

• Technological transformation via digital

health & precision medicine

• Better value from procurement,

reimbursement and regulation

• Industry as an economic driver and

innovation catalyst


INNOVATION PROGRAM

• Continue to develop

innovation ecosystem concept

• Assess via market soundings

home and abroad

• Align with Health Accord and

broader federal innovation

agenda


NEW ORGANIZATIONAL APPROACH

• New organizational structure

effective April 1, 2016 • Ensuring the right skills and

experience to support new direction

• Vertical business line focus on new

core programs (e-prescribing,

patient-centred digital solutions,

innovation ecosystem) and

completion of existing programs

• Strong horizontal focus on strategy

and business development • Supported by core functions and

shared services

• Encourages cross-functional

teamwork and participation


STANDARDIZATION VS CUSTOMIZATION

• For example, our approach for

e-prescribing will result in a

standardized service being

deployed across jurisdictions

with increased adoption by

retail pharmacy and EMR

vendors

• This will avoid cost duplication,

leveraging economies of scale

while still aligning with a local

infrastructure


WHAT THIS MEANS FOR INDUSTRY

• Partnerships vs traditional

vendor relationship

• Risk sharing • Focus on achieving

deliverables, providing

services/solutions that

add value vs supplying

product

• Innovative approaches • e.g., social impact bonds


THE NEXT TWO YEARS


e-PRESCRIBING SERVICE (PrescribeIT)

• Complete the first release

of the service (2017)

• Conduct one or more

regional trials

• Prepare for a full scale

launch with at least two

jurisdictions

• Achieving the sustainable

scale proposed will require

additional funding and the

participation of additional

jurisdictions


TELEHOMECARE

• Where can we achieve

greatest impact and ROI?

• Projects

• Geographies

• Innovations

• What has greatest potential

to scale?

• Initiate and complete

projects within 24 months of

start-up


FOUNDATIONAL INVESTMENTS

• Investment Portfolio Optimization

initiative

• Goal is to bring existing EHR and

EMR investment projects to or near

completion, further advancing

progress

• Each project will receive an in-depth

assessment and a completion plan

• Ideally want to complete all

projects within the next 24

months


QUESTIONS


THANK YOU!

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