[[HIMSS APAC (Oct 2024)]] Presenting about the Australia Digital Front Door presentation. [[20241003 - Implementing AI Powered Triage for a National Virtual and Digital Front Door]] What I hear is that their solution to addressing national needs is to provide a single phone line for people to call, triage, and arrange for an ambulance and referral services. They are utilizing an AI CDSS to assist 800 nurses in triaging and referring patients to the appropriate facilities. In Korea, the Naver company [[HIMSS Exhibits]] also offers a symptom checker for its population. This AI-powered tool triages individuals and provides them with information about nearby clinics. Additionally, it allows users to make appointments. Interestingly, the Naver headquarters has its own clinics, and any queries made by employees are automatically uploaded to Naver’s clinic EMR, enabling doctors to understand the reasons behind patients’ visits. What i find interesting: 1. How are they implementing it? The nurses are resistant because in the past, they didn’t have to ask so many questions. Now, they have to ask more questions. The speaker didn’t discuss how they changed their minds, but the need for training, materials, and information was mentioned. 2. Another point is to avoid duplicating existing services to conserve resources. 3. They also implemented a validation process by using vignette to test the system, and to have clinician validate that. Can we do something like for HOPES? What will equal a case vignette to produce a sample “DP” set of signals? What i takeaway from this is 1. HOPES can be a CDSS if we can also guide case workers on how to assess, formulate, plan, and intervene in the case management process. That way, can we have more case managers? - But how do we train the case managers so that they are able to spot mistakes by AI? 2. To provide the training and materials for the case workers. 3. Is there a need for a similar service like Mindline (or CHAT, a service in Singapore) in the market? Presenting about “Unlocking the Value: Transiting Patients through the Health Ecosystems.” [[20241002 Unlocking Value - Effectively Managing and Connecting Transitions of Care across the health ecosystem]] The moderator emphasized that the faster healthcare providers can efficiently move patients through the system, ensuring they receive timely and appropriate care at the right location, the greater the number of patients who can benefit from assistance. This leads to increased value for both the patients and the healthcare system, resulting in cost savings for the hospital and improved patient experiences. What i find interesting: 1. This reminds me of Supply Chain Management. [[Books - Supply Chain Transformation by Richard J Sherman]] Imagine patients as shipments and clinicians or clinics as docks or ports. What if we borrowed ideas from the Supply Chain and Logistics industries? Could we streamline healthcare processes, shorten the supply chain (healthcare workflows), and ensure patients receive the right resources at the right time? Would this save costs for organizations? For instance, what if case workers were like ports? We could match the appropriate clients with the right case managers based on their availability and skill sets. Patients would go to the right place to see the right person. Everything would need to be tracked, just like RFID for shipments. —— HOPES is exploring the use of digital phenotyping. Is this similar to the idea of “tracking” patients? Lastly, I can discuss the opening address [[20241002 HIMSS Opening Address]] and the Smart hospital experience in Korea. [[20241003 - Patient-Centered Healthcare Transformation Based on Sustainability - Insights from Korea Smart Hospital Initiatives]] The Korean hospital initiated digital transformation due to the rising healthcare costs and similar government directives to Singapore. They distinguished between a Digital hospital and a Smart hospital. They have criteria to evaluate their smart hospital and value it will bring to the patient and staff. (So not just being “smart” for “smart” sake.) They emphasized that the entire healthcare ecosystem should be smart, with hospitals serving as hubs to share data with various organizations. Data sharing was highlighted. The opening address reminded me that digital transformation is not a project but a mindset. New tools require new processes, and we should “not automate but obliterate.” What i find interesting 1. Implementation is crucial. A tool can be effective, but it needs to be adopted and utilized. Processes also need to be updated to support it. It necessitates coordination and systematic implementation. Implementation science. I believe I’ve noticed this in HOPES: it shouldn’t simply apply new tools to existing processes without fundamentally rethinking case management. This approach will increase costs (for instance, we currently have a new role of Connected Care Specialist!). However, it’s a discipline in itself that demands effort. [[050 - Implementation Science Index]] Other observation. I walked to the exhibition booth and noticed that it featured dashboards, EMR systems, medication storage, robotic and imaging physiotherapy, but none for mental health or illness. There were some “wellness” products, but nothing specifically for psychiatry. I think there’s an untapped market here. [[HIMSS Exhibits]]