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| A park, somewhere in Dubai |
What has me concerned, however, is the fact that we may be staring down the same well-trodden path, in that the LHIN seems content to let hospitals do the heavy lifting.
For example, both Lakeridge and Peterborough hospital Information Technology (IT) representatives gave presentations that appear to suggest either one of them being capable of implementing a new and improved HIS.
Here's where we part ways, since, based on my previous postings, I've been a strong advocate for a cloud-oriented HIS, managed by none other than the LHIN itself.
I firmly believe this to be the most efficient way, in terms of:
- having one data repository
- having one owner of that data
- having one IT environment to secure
- having one version of clinical/Office software to source and update
- having one pricing structure for that software
- having one centralized IT management structure
- finding out what's going on health-wise amongst the LHIN constituents
To my mind, no hospital should be expending resources managing IT environments -- they should be concentrating on what they do best -- giving exceptional patient care.
I presume these hospitals wouldn't think twice about provisioning their own hydro, water or telephone systems, so what's with IT?
Granted they have the requisite IT skills sets -- so much the better since here's where the LHIN could leverage local talent at a cheaper rate than having to source externally.
I also assume hospital staff to be professionals in that they wouldn't hesitate to implement best practices for any process used within; for example, if there's one for diabetes care, I'm confident it would be put in place in a jiffy.
Well, guess what? Cloud computing is now a best practice within the IT industry -- deviations within our hospitals are causing unnecessary expenditure of tax dollars.
So, my advice to the LHIN is this: get cloudy now, or pay the piper later.
Resistance is futile!
Ernest A. James
President and CEO
Regal Informatics Inc.
