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Health Minister Datuk Seri Dr Dzulkefly Ahmad also said in a recent HIMSS TV interview that even if an organisation has a good programme and system in place, digitising healthcare will not succeed if there is no clinical buy-in underpinned by training.

Biofourmis, a Singapore-based health analytics platform, has entered into a collaboration with Brigham and Women’s Hospital in Boston, US to co-develop improvements to their proprietary analytics engine, Biovitals™ for Brigham’s Home Hospital Programme. Patients are cared for in their home instead of the hospital in Brigham’s Home Hospital Programme, with the aim of providing the right care to the patient at the right time and place. The Programme started in November 2016 and about 200 patients have been cared for from home so far. The process After a patient has been discharged from the hospital, a doctor or nurse meets the patient at his or her home and all diagnostic work are performed at home, such as blood tests, X-rays and ultrasounds. The patient’s vitals including heart and respiratory rate, as well as movement are monitored 24/7 with wireless monitoring technology. The patient is given an electronic tablet that allows him or her to communicate anytime with medical staff via phone, text or on-demand video. Many treatments, including medications, are administered at a patient’s bedside. Preliminary pilot data of nine patients who were randomised to receive care at home showed that the average direct cost for acute care episodes for home patients was up to half of the cost of the control patients cared for in the hospital. Webinar: Patient Engagement: Transforming the Patient Experience with Innovative Digital Services The collaboration between Biofourmis and Brigham and Women’s Hospital will harness and clinically utilise the vast quantity of biometric data that the home hospital team collects. The team plans use the Biovitals™ analytics engine and further innovate around new predictive algorithms. Unlike traditional threshold-based physiology monitoring, Biovitals™ uses advanced machine learning to learn a patient’s physiology and then dynamically build a personalised physiology signature that can detect subtle physiological changes that may predict a patient’s health. The programme would also use Biofourmis’ RhythmAnalytics™ platform to detect dozens of different cardiac arrhythmias. “Current remote monitoring systems are based on univariate physiology analysis and have shown high false alarm burden and no early intervention, especially while monitoring patients in an ambulatory setting. This collaboration would enable us to enhance and co-develop new predictive models for monitoring acutely ill patients’ suffering from multiple conditions like heart failure, pneumonia, COPD, and atrial fibrillation at-home, enabling clinicians to intervene early and improve the level of safety of patients,” said Kuldeep Singh Rajput, Founder & CEO of Biofourmis. “Our home hospital team is hoping to improve care for our patients by creating a suite of highly clinically-useful algorithms that can predict deterioration and improvement for those who are acutely ill,” said David Levine MD, MPH, MA, researcher and lead for Brigham and Women’s Home Hospital programme. In December 2017, Biofourmis announced that it had raised US$5.0 million in a Series A round of funding from NSI Ventures and Aviva Ventures, the strategic corporate venture arm of international insurer, Aviva plc. The company also entered into a collaboration with Mayo Clinic, which would enable them to assess de-identified healthcare data from clinical trials and Mayo’s expert medical insights.

Huiyihuiying, a Chinese medical imaging artificial intelligence company, yesterday announced the launch of their new AI Full Cycle Health Management Cloud Platform, which consists of two separate platforms for different health concerns: the Breast Cancer AI Full Cycle Health Management Platform and the AORTIST 2.0 Aorta AI Cloud Platform. The platforms are based on AI 2.0 technology and were introduced at Chinese Congress of Radiology 2018 (CCR 2018) in the National Congress Center on November 8, 2018. The Breast Cancer AI Full Cycle Health Management Platform is committed to the whole cycle of breast cancer diagnosis and treatment, from breast molybdenum target screening to nuclear magnetic diagnosis to pathological diagnosis. The AORTIST 2.0 Aortic AI Cloud platform is to provide a process for the identification of breaks, choosing cardiac stents, and the prognosis of follow-up treatment. WHY IT MATTERS Compared to medical imaging products based on AI 1.0 technology that only cover disease screening and auxiliary diagnosis, the biggest feature of the AI 2.0 products launched by Huiyihuiying is the deep integration of AI and healthcare in three areas: value fusion, data fusion and process fusion. According to a research article, “Heading toward Artificial Intelligence 2.0” by Yunhe Pan, AI 2.0 technology will possess distinguishing features, such as the process of combining data-driven and knowledge guidance into autonomous machine learning that is both explainable and more general. The new platforms are the result of investment from Intel Investment and Core Kinetic Energy Fund. THE LARGER TREND Based on a MIT Technology Review report in March 2018, there are some 131 companies currently working on applying AI in the country’s healthcare sector. The rapid development of AI in China is also prompted by the government’s push to transform the country into a “nation of innovation.” A year ago, China’s Ministry of Industry and Information Technology (MIIT) released the Three-Year Action Plan to Promote the Development of New-Generation Artificial Intelligence Industry (2018-2020). This new plan calls for China to achieve “major breakthroughs in a series of landmark AI products” and “establish international competitive advantage” by 2020. ON THE RECORD Founder and CEO of Huiyihuiying Xiangfei Chai said, "In order to promote the development of medical imaging AI, it is necessary to integrate multi-border integration of AI enterprises, hospitals and academic institutions so that the new technology of AI will be truly landing." "We believe that the application of multi-modal image data and the full cycle coverage of disease diagnosis and treatment are the trends of AI industry development. There will be more and more diseases in the future cured by AI applications," co-founder of Huiyihuiying, Na Guo said. Focus on Artificial Intelligence In November, we take a deep dive into AI and machine learning. .jumbotron{ background-image: url("http://www.healthcareitnews.com/sites/default/files/u2556/AIJumbotron.jpg"); background-size: cover; color: white; } .jumbotron h2{ color: white; }

Dunedin, the second largest city in the South Island of New Zealand and the principal city of the Otago region, is currently making plans for a new digital hospital. The Southern District Health Board’s (DHB) Executive Director People, Culture & Technology, Mike Collins said that the new hospital will be largely paperless and will leverage technology to save time for both staff and patients. Collins is responsible for the technology infrastructure for the new hospital, which will be built on the former Cadbury factory site, and says the focus is currently on the ambulatory care block. “We are trying to implement new technologies and solutions well before the hospital opens. From a change management perspective, I want staff to be comfortable working in that digital environment before the doors open,” he added. His team is running workshops with clinicians and the community and taking a persona-based approach to designing the technology needed to enable better experiences for patients and staff. A key question asked when looking at patient journeys is whether the person really needs to go to hospital or whether they can be cared for closer to home. Webinar: How Chief Digital Officers Can Boost Digital Transformation This planning is not based solely around the DHB, but around the southern health system as a whole, and incorporates the region’s new Primary and Community Care Strategy. Dr John Adams, the new Chair of the Clinical Leadership Group – the senior clinical staff guiding the clinical direction of the New Dunedin Hospital, also emphasised the importance of an integrated approach to healthcare in the Southern region in an interview: “It’s certainly clear to me that this is not just about building a physical hospital. It’s about building on the moves that have already been made around how the hospital works, and how it relates with primary care and the whole plan of health services in the region and the South Island. The New Dunedin Hospital is going to be a really important cog in the whole of the health services in the South Island. Part of the planning will be about how the clinicians continue to develop those exciting new ways of collaborative functioning, both internally and externally.” The region has developed a digital strategy and is working with the Ministry of Health to identify key strategic goals, such as the implementation of interoperability standards. The strategy plans for the next five to six years and is in line with the South Island Alliance’s regional strategy and the Ministry’s Digital Health Strategy, which is still in draft form. A version of this article first appeared on eHealthNews.nz.

Myongji Hospital, which was established in 1987 in South Korea, has recently signed an agreement with BICube, an IT company based in Korea to co-develop a blockchain-based medical information exchange system. According to the official press release by the hospital, the main purpose of the agreement is to “build a hybrid cloud that combines public and private clouds, and to secure the safety of online medical information exchange system by combining blockchain technology in the process of exchanging medical data through the cloud.” Although blockchain technologies are commonly associated with the virtual currency-based technologies, the hospital said that this project will use medical data and store new data, as well as prevent the data from being tampered. The two parties plan to use to use a virtual private network (VPN) solution to build a security system which includes features such as physical authentication and anti-piracy, anti-tampering, data protection through device authentication, remote verification, and signature codes. Webinar: IEEE: Bringing Together Blockchain, Healthcare and Emerging Technology With the patient’s agreement to release their medical information, the hospital will also provide its data exchange service through the inter-hospital blockchain to other hospitals online. During the information exchange process, the hybrid cloud plays the role of data relay, communicating between the patient and the hospital, and takes charge of various payments but does not store any medical information. Both parties plan to commercialise the blockchain-based service by 2019. Myongji Hospital Director Kim Hyung-soo said, “When a blockchain-based medical information exchange system is commercialised, it can prevent unnecessary administrative procedures as well as ensuring safety.” Earlier in June this year, Myongji Hospital became the first hospital in South Korea to join the Mayo Clinic Care Network. Launched in 2011, the Mayo Clinic Care Network consists of more than 40 member organisations in the U.S., China, Mexico, Philippines, Saudi Arabia, Singapore and the United Arab Emirates.

The four Northern Region district health boards (DHBs) in New Zealand have started rolling out a cloud-based telehealth service. Northland, Waitemata, Auckland and Counties Manukau DHBs have developed the new service in close collaboration with their clinical teams. The technology is provided by Zoom Video Communications as a safe, secure and unified video, audio, content sharing and chat platform to help facilitate virtual patient care workflows, remote specialist visits, population health management and education and care coordination. Counties Manukau health director of hospital services and regional telehealth programme sponsor Phillip Balmer says telehealth is a vital cog in the DHBs’ goal of having a more joined-up region with improved access to healthcare and more equity. “The new service will help us realise our aim of seeing a more integrated health system in the Northern Region over the next decade,” Balmer says. Webinar: Fall Prevention and Fire Departments: Telehealth from Setup to Application   “Our vision is that telehealth, via Zoom, will be widely available for real-time consultations between hospital-based clinicians, primary care and community clinicians, and between patients and their team of care providers, whether in a hospital or community setting.” In July, a one-year-old patient from Kaikohe with severe respiratory distress was taken to the Bay of Islands Hospital in Kawakawa by ambulance with the attending GP. Once there, using the new regional telehealth service, the patient was assessed by Whangarei Hospital’s intensive care unit paediatrician and clinical flight team for a possible helicopter transfer. The teams from the different sites were able to stabilise the patient, with real-time coordination via telehealth contributing to the young patient having a successful outcome. This also meant that the ICU team was able to stand down the helicopter transfer, saving costs and keeping it available for other potential calls. Hospital and community-based clinical teams have also started using the new service’s secure instant messaging feature, which is improving their clinical and administrative communication. The Northern DHBs’ shared IT service provider, healthAlliance, has supported the clinically led implementation of telehealth in partnership with Zoom’s New Zealand reseller, Connect NZ. healthAlliance chief clinical information officer Karl Cole says, “telehealth is convenient and potentially life-saving, particularly for people who live in remote locations or who are unable to reach health services”. According to the NZ Telehealth Resource Centre website, the Zoom link to Bay of Islands Hospital is a predecessor to a Mobile Clinical Cart, which is being developed by the DHB Telehealth and Mobility team in collaboration with Zoom, the University of Queensland and HealthAlliance. The Zoom link is also available in the newly launched Accident & Medical Department and hospital wards as part of the Bay of Islands Hospital expansion, which was officially complete in September 2018. A version of this article first appeared on eHealthNews.nz.

Military health leaders from Australia, Singapore & the UK came together at the inaugural International Military Health IT plenary at HIMSS AsiaPac 18 in Brisbane to discuss the key challenges in their respective military health systems.

The HIMSS AsiaPac 18 Conference in Brisbane officially started today with an opening plenary, Leadership Voices: Healthcare Anytime, Anywhere featuring five healthcare leaders and experts with experience from different parts of the globe. Dr Charles Alessi, Chief Clinical Officer, HIMSS, the moderator of the panel started with an opening question to the panelists – what are the drivers and challenges of healthcare? Dr Manish Kohli, Senior VP and Chief Medical Information Office (CMIO), Aurora Healthcare and Chair, Global Board of Directors, HIMSS said that from his experience in the US and bringing a Cleveland Clinic to Abu Dhabi, healthcare systems around the world are struggling with the same issues – providing quality care, ensuring accessibility to care, reducing costs of care, enhancing the clinician experience as well as the patient experience. “Another challenge in healthcare that is consistent across the globe, specifically in Western countries, India and China with large populations is that of the silver tsunami – an ageing population. They bring with them the wonderful benefit of extended lives but this also means that they are living with diseases longer,” said Hal Wolf, President & CEO, HIMSS, USA. He added that a tremendous amount of healthcare resources is being consumed and about seven to ten percent of the population is consuming 80 percent of the resources, and with it comes funding challenges: “We not have a clear pathway to be able to sustain the encounter-based (healthcare) paradigm that we have grown up with. We will not be able to build enough hospitals fast enough.” There is also the issue of a 7.2 million global workforce gap for the healthcare industry, according to the World Health Organisation (WHO). On a more positive note, Hal said that currently the healthcare industry has access to technological tools like never before but of course the healthcare information must be available first – the information can be used to provide better health outcomes but this needs to be balanced with privacy concerns in place. CEO and CIO of eHealth Queensland, Australia, Dr Richard Ashby, was convinced and optimistic of the objective benefits brought about by rolling out digital health initiatives in Queensland. Seven to eight percent of hospital costs around the world in first world countries are caused by adverse events that are largely predictable and preventable. “We are seeing the reduction of these preventable adverse events through the digitisation of healthcare, streaming data and giving clinicians data about what they have done and what they have not done. For instance, digitisation was reducing the length of hospital stays by six to nine percent. Translate that across Queensland and that is one less 700-bed hospital that we have to build,” said Dr Ashby. However, in the context of Australia, he said that a real challenge is to address and provide for the health of the rural and indigenous communities, which are 600 or 700kms away from the urban areas. This is where mobile health initiatives such apps to help with eating disorders can be useful to address some of these challenges, for instance. Sharing examples of consumer-direct health apps in China, Dr Jenny Shao, Health Information System Director, United Family Healthcare (UFH), Chair, HIMSS Asia Pacific Governing Council said that the whole healthcare industry in China is very much driven by the central government, so every reform and launch of a new platform or technology is usually directed by the government. One of these examples is that a person living in an urban city in China can easily grab his/her phone with Internet access, open up an app and talk to the phone about his/her medical condition. The person will be guided to a list of doctors, he/she can pick one from the list, the physician’s face will appear on the screen and the consultation begins! If a prescription is needed after the consultation, the medication will get delivered to the person’s doorstep within half an hour or an hour, depending on traffic conditions. This is happening right now in China and no longer a dream, truly working towards the conference theme of “Healthcare Anytime, Anywhere”. Another platform that was launched by the government in Shenzhen city, in the Southern part of Guangdong, requires residents to sign up with their GPs online. As long as the resident signs up, he/she will have a dedicated GP who will provide services to him/her, such as medical check-ups and referrals. The GPs will even check for alerts from the wearable devices of the resident. A dedicated physician will provide the resident with education on chronic diseases as well as helping him/her with the self-management of his/her health. This is currently in use in China for both younger tech-savvy consumers and also for older people to help them manage their chronic health conditions. Tim Kelsey, Chief Executive, CEO, Australian Digital Health Agency, shared his perspective on the role of the consumer in healthcare as Dr Alessi mentioned how consumers are ‘pulling’ healthcare to themselves. “Governments in other parts of the world and certainly Australia are tapping into the energy source of the community and the person, in order to meet the sustainability challenge of a paternalistic health service, they need people to take more control of their healthcare and well-being”, Tim said. He sees that in Australia that there is a very determined political commitment to un-tap that asset to get the community engaged in healthcare. Additionally, in terms of healthcare, the different administrations are trying to build on each other’s success with lots of collaboration, which is evident in the recently launched National Digital Health strategy in July this year. As a light-hearted wrap up to the panel, Dr Alessi asked each of the five panelists what they would want to receive in a box for Christmas. Dr Shao wanted powerful clinical decision support tools for all physicians and healthcare providers. Dr Ashby wished for a big hard drive with hyper-advanced artificial intelligence that will aid in the prediction of demise and also help patients in hospital. “In terms of healthcare, what I would really to receive in a package is the ultimate clinical decision support, an analytic platform that really allows for the best possible personalisation per person and circumstance,” Hal shared. Dr Kohli wished for resilience for those in the healthcare industry as it is an exciting time in healthcare and health information technology, in which the current generation has a unique privilege to shape healthcare like it has never been delivered before. Tim wanted to see the evidence of benefits from digital investments in healthcare to encourage those who remain skeptical that it is the right way to go.

In July 2018, IDC Thailand named Khon Kaen as having the most outstanding smart-city project in APAC excluding Japan, alongside Phuket. The winning projects, Khon Kaen Smart Health and Phuket Smart Tourism and Living Communities won under the “Public Health and Social Services” and “Tourism, Arts, Libraries, Culture and Open Spaces” categories respectively at the 2018 IDC Smart City Asia Pacific Awards. Healthcare IT News Asia Pacific had the opportunity to learn about the latest developments of the Khon Kaen Smart Health Project from four key stakeholders involved in this pioneering digital health project. They are: -Associate Professor Cholatip Pongskul, Associate Dean for Information Technology, Faculty of Medicine, Khon Kaen University, -Dr. Apichat Jiravuttipong, Director, Srinagarind Hospital, -Dr. Chavakij Bhoomibunchoo, Associate Dean for Medical Hub, Faculty of Medicine, Khon Kaen University and -Ms. Chaturapron Chokphukhiao, Representative, Digital Economy Promotion Agency, Northeastern branch, Khon Kaen, Thailand The Khon Kaen Smart Health Project originated from the “Manee Project”. Could you tell us more about the “Manee Project”? (Response from Prof Cholatip) Manee Project is the research project funded by The Thailand Research Fund. It is aimed to find the suitable health sensor platform for monitoring health and behaviour of the household residents, mainly the elderly staying at home on their own. The data from their homes will be integrated with their medical records in order to help the doctor better analyse the health data. Its ultimate goal is preventive analytics of the individual for the purpose of changing their lifestyles from corresponding persuasive technology. Webinar: Educating the Next Generation of Physician Informaticians Khon Kaen City recently announced its integrated smart healthcare model with three components – smart ambulance, preventive healthcare service and blockchain & analytics. This Smart Health project is driven by local healthcare service providers and universities. Could you share with us which are the healthcare providers and universities that are involved in this project?   (Response from Prof Cholatip) The healthcare providers involved in the project are: (i) Srinagarind Hospital, Faculty of Medicine, Khon Kaen University (ii) Khon Kaen Provincial hospital (iii) Regional Health Promotion Centre, Khon Kaen (iv) Upper Northeastern Pharmacy Association (v) Khon Kaen Provincial Health Office Could you provide us with an update on the latest developments of each of the three components – smart ambulance, preventive healthcare service and blockchain & analytics? (Response from Ms. Chaturapron) Smart ambulance: This project is initiated by the trauma and critical care centre, Khon Kaen Provincial Hospital. It consists of the Ambulance Operation Centre or AOC, a technology designed and developed to reduce limitations caused by the distance and time taken to travel to the site.  With the AOC system, everything can be connected through the Internet and the barriers for the ambulance to reach the exact position without consuming too much time are greatly reduced. Ambulances can accurately reach the patients in a faster time. GPS will indicate the exact site and the nearest ambulance will be assigned. As such, the patient has a higher rate of survival. All necessary information for doctors to make critical decisions such as vital signs, blood pressure, patient situation are sent to the hospital in real time by snapshot or video stream displayed on the screen. Staff at the hospital can prepare appropriate methods for the patient prior to the arrival of the ambulance. (Response from Prof Cholatip) Preventive healthcare service: This service was initially launched using smart wristband to monitor the steps from the selected population. Regarding the health sensors platform, Manee Project, 30 households that have elderly residents with chronic diseases were selected for the installation of sensors. The installment has begun in October 2018 and will be expected to be completed by the end of November 2018. (Response from Dr. Apichat) Health analytics: Prototypes of the smart ICU have already been completed. Data from the respirators and vital sign monitors were sent to Google Cloud Analytics. The system can display warnings for 10 minutes before the blood oxygen desaturation. The next step is the integration of EHR data and customising it to the UI and alert system. Health information exchange via blockchain is also being developed. CAT Telecom, which is a government-held telecommunication company will provide the infrastructure for information exchange. The first project will be on drug information exchange followed by logistics and material flow. Data standards such as SNOMED CT, LOINC, GTIN, and ICD code will be used alongside the project. As part of the preventive healthcare service component, preliminary data from 30 elderly subjects indicated the acceptability of a smart wrist band, together with additional devices to monitor blood pressure, sugar levels, movements and even eating patterns/habits. How is the data from these different devices going to be integrated with electronic medical records from the healthcare providers? What are the opportunities and challenges of such an integration? Above photo: An elderly resisdent tries on smart wrist band as part of the preventive healthcare service component of the Khon Kaen Smart Health project. (Response from Prof Cholatip) Data from each device can be integrated with EMR using the Thai unique ID for identification purposes. The most important step is to apply standards for home use/wearable device connectivity such as Continua to all participating devices. The challenges are mapping values from various devices in to a single standard and getting the data from each cloud storage to a single data lake. Working with local and international device companies on behalf of the Digital Economy Promotion Agency (DEPA) and Khon Kaen Smart City will be one of the keys to the success of the project. Working with the local communities is an important part of the Smart Health Project. What are some early lessons learnt from working with the local communities? (Response from Ms. Chaturapron) Local communities such as universities, chamber of commerce, health tech associations, local drug stores and people working with sand boxes have been actively involved in this project. The Digital Economy Promotion Agency or DEPA, is the main organiser for the cooperation. Sharing the vision and knowledge is very important. Communities need ongoing support if change and sustainability are to be achieved. Are there future plans to expand the Smart Health Project to other parts of Thailand? (Response from Dr. Chavakij) Following Thailand’s 20-year-strategic plan and eHealth Thailand, the national health information system, telehealth and big data analysis are major pillars for healthcare. Our Khon Kaen Smart city project can be the spearhead to the goal. Prototypes from the project will be expanded to cover every health region in northeast Thailand in the next couple of years. Working with government organisations such as DEPA, Ministry of Public Health help us to integrate and customise our project to the whole picture of our country. Prof Cholatip is a speaker at HIMSS AsiaPac 18 in Brisbane this November.

According to Executive Director PAH-QEII Network at Princess Alexandra Hospital, Dr Michael Cleary, the hospital was identified as a “lead site” in the early days of strategy for the implementation of software. The rollout involved two stages of implementation. The first stage was in 2015, involving the clinical records system but excluding the medications management, anaesthetics and research support (MARS) modules. The second phase occurred in 2017, adding over it the more complex components of the modules that were initially left out. In March 2017, as the Princess Alexandra Hospital rolled out the MARS system release, it marked its place as the first hospital in Queensland, Australia with advanced ieMR capability. “We were implementing software that needed to be tested and have gone through all the usual processes for assessment, validation for workflow, etc,” Cleary said. “We were looking at how it would work in the Queensland environment, within a hospital system and we felt that it was safer to roll out all the base level systems and then put the rest in as a secondary step.” And it was not treated as any ordinary ICT implementation. Webinar: How to Protect EHRs at Scale and With Crypto-Agility “We had a different strategy – our approach was to drive this as a clinical implementation instead of as an ICT implementation because of its enormous clinical requirement. Everything revolved around improvements in patient care and maintaining patient safety and therefore, we had senior clinicians embedded in the project and process,” Cleary said. “For example, we had four specialists involved in various components. We had quite a number of pharmacists and clinicians embedded in the teams that were designing and developing the software, effectively looking at organisational change.” But the rollout didn’t come without its own set of challenges. “Very often, we had to re-engineer the way clinical systems were operating. For example, we had to move to the universal application of insulin pens, moving away from historical insulin injections,” Cleary said. “We also had to replace our entire fleet of vital signs monitors so that we had devices that could be integrated with the systems.” The team persevered through the rollout, reaping flow-on benefits that revolved around integration capabilities for a closed loop of applications. “We’ve seen improvements in our data management, in terms of information and reporting. That has also led to changes including drawing information out of the Electronic Records System and the development of information tiles that provide a detailed summary of a particular type of illness or condition,” he said. “These information tiles form the basis of the operations of our command centre in the hospital, around patient safety, informed clinicians, and operational management.     “The information we’re receiving is almost real-time, as opposed to weeks or months before a report is extracted or presented to us. This lets us make practical, real-time decisions instead of reflecting on historical data and having to infer on what might needs to be done. Our digital transparency has improved as well.” In addition, the new systems have reduced the administrative workload on nurses, allowing them to spend more time with patients. The success of the rollout for Princess Alexandra Hospital resulted in a project to digitise medical records at four other hospitals – Logan, QEII Jubilee, Redland and Beaudesert hospitals – using ieMR. “As a consequence of the rollout at Princess Alexandra, over the last three years, we’ve implemented the same stack and systems and dominoed the same processes at these four hospitals,” Cleary said. The deployment at these five hospitals recently resulted in Queensland’s Metro South Health cementing its reputation for trailblazing digital health innovation by being recognised as a global leader at the International Hospital Federation Awards. Queensland Health aims to deliver ieMR with advanced capability to a total of 27 sites by June 2020. This article first appeared on Healthcare IT News Australia. As part of HIMSS AsiaPac18 in Brisbane in November, the conference is offering a hospital tour of the Princess Alexandra Hospital. Learn more here.