Substantial Digital Transition Mechanism at the Department of Health and Ageing - Research Paper Example

Substantial Digital Transition Mechanism at Department of Health and Ageing [Name] [Professor Name] [Course] [Date] Abstract: Majority of Australia’s government reforms over the past decade have focused on the improvement of government’s service delivery and efficiency of the economy. The federal and the state government continue to acknowledge that there are substantial benefits both the government and its citizens can gain from these changes, particularly in pursuing more citizen-oriented approach to service delivery through integration of interactive processes that ensure information sharing. Transition to digital environment at the government agencies can serve as a solution in realizing these objectives (Australian National Audit Office 2012, 6-12). However, full transition has been met by resistance to change. In Australia, a pronounced culprit is the Department of Health and Ageing, where ironically, significant amounts of information and records are used on a daily basis. The delays in service delivery prevalent with this agency have been related to its slow uptake of digital information and records systems. To avoid these inadequacies, this paper proposes that the agency merges its Records and ICT division into one and a full transition to digital information and records system. A major incentive towards attaining effective management of the agency lies with the senior executives. Indeed, there exists a direct relationship between efficient management of the agency and the significance the upper-level executives place on it. This Memorandum is addressed to the Minister of the Department of Health and Ageing. Digital Transition at Department of Health and Aging Overview The Department of Health and Aging is a core institution that plays a significant role in providing better health for the aging Australian population through offering top-notch health services. The ability of the agency to tackle health-related issues that affect the aged through overseeing the administration of the health system in Australia will help deal with national health challenges (Oakton Consulting Technology 2012, 1-6). The agency’s objectives are to establish a consistent national health system, deliver better health services through proper synthesis of information, deliver effective health services using integrated funding and lastly, run the health system through the perspective of the stake holders in the health sector. The capacity of the department to realize these objectives in the 21st century will substantially affect the nation’s wellbeing, prosperity and strength. Since Federation, several attempts have been made by the government to evaluate and improve the performance of the agency. This paper proposes recommendations that will ensure that the Department of Health and Ageing is equipped to support the government in responding to the changes in the health policy and to meet the organizational challenges within the public sector (Allen 2013, 2-4). This paper proposes changes to brace the Department of Health and Ageing to ensure that it is strengthened in a way that it has the capacity to offer value-added health outcomes to the Australian public through effective document management system, particularly by integrating eHealth records and other electronic information management systems (Australian Government n.d.). Legal and policy implications A key feature of effective institutional accountability and public administration is the provision of foolproof record keeping and documentation of the affairs of the government agencies. To attain this, the agencies should come up with sound record keeping structures or systems intended to ensure the effective management of records (Hillestad 1991, 1113). This sets off with the creation and the subsequent reproduction of the records, dissemination, storage or subsequent destruction or disposal at the National Archives of Australia. The Australian government requires that agencies meet certain standards in records management, as specified by Archives Act 1983, the Financial Management and Accountability Act 1997 as well as Freedom of Information Act 1982. Several other government agencies have also set up standards, guideline or policies related to effective management of records. For instance, the Department of the Attorney General has instituted the Protective Security Framework (PSPF) that details obligatory minimum security provisions requiring that all the government agencies and has suggestions for effective records keeping. Opportunities and challenges Electronic document management systems are superior to paper-based system. To support the needs of the Department of Health and Ageing, as well as the policy or legal requirements, the records management system applied in information management at the agency level should ensure that the records retain their accuracy, reliability, remain unaltered and are complete. They should also be able to prevent unauthorized access, unauthorized alteration and deletion, are easily accessible and maintain consistency with relevant or related records (Almarabeh and Amer 2012, 32). Compared to traditional or paper-based records management system, electronic document management system integrates all these features (Mahoney 2002, 52) However, several challenges may still face the implementation of the digital transitional strategy, such as resistance to change, particularly since it is less labor intensive. Financial risks in terms of opportunity costs are also likely, as well as lack of finances to meet the costs of procuring the computers and software packages. Information management trends in Australian Agencies In the fiscal year 2008/2009, the approximated annual cost of paper storage across some 138 government agencies was close to $208 million. The increased application of information technology by the state agencies has placed much pressure on the agencies to consider using electronic forms of document management. Even as the state agencies see the need to generate significant amounts if electronic records as part of their normal operations, this has been to a limited extent in some agencies such as Department of Health and Ageing where paper-based records due to limited finances. For instance, only 30% of the state agencies have integrated electronic forms of data and records management in most of their operations. In 2009, it was reported that even though more than 50% of the state agencies had Electronic Document and Records Management System (EDRMS), they were hardly used in the creation, management, distribution or disposal of information. Thus instituting an Information and Communications Division at the state agencies remains a significant step for ensuring that the EDRMS are effectively put into use ((Australian National Audit Office 2012, 8). In 2011, even though the government provided impulsion for the agencies to transform fully into digital records management through the policy dubbed “Digital Transition Policy,” it was not effective as many agencies have reported that sustaining these policies at the institutional level have been difficult without a division specifically created for that purpose. Achieving efficiencies Four major elements of a high-performing public service, which form the basis for performance evaluation, have been identified. They also form the benchmark for future organizational assessments. First, a first-rate public service has to meet the requirements of the Australian citizens through provision of superlative health care services. This is consistent with the present day demands where rapid technological advancements have increased greater customer expectation of top-quality services; A high performance public service should offer strategic direction and strong leadership. More clearly, the Department of Health and Ageing should oversee that top-quality strategic counsel is provided to the ministers openly and honestly. This can sustain a definite organizational goal, improve health service delivery as well as provide data for policy formulation. Effective management of the records through the electronic forms has the capacity to attain this. Making the agency more accountable through strengthening the decision-making process from readily accessible valid data. Overall, creating an ICT division within the Department of Health and Ageing can reduce skills gap in the critical area of ICT, influence high-level policy formulation as well as research and development (Australian National Audit Office 2012, 6-12). Critical interdependent Reforms While some of the proposed reforms may take effect instantaneously, others are more demanding and call for further consultation and planning. The issue is that there have been increased regulations, policies, legislations and standards that have implications for the records management unit. The agency has experienced delays in changeover to electronic records management that sufficiently meets policy and legal requirements. Transitioning to the electronic records management system is resource-intensive and calls for substantial organizational cultural change. However, the desire to have a strong electronic records management has experienced intense pressure, especially given the high cost of managing traditional (paper-based) records management system, the ultimate introduction of dynamic technologies to promote program enhancement and health care service delivery and lastly, the 2001 launch of Digital Transition Policy by the government. Ensuring Accountability The audit has underscored the challenges that Department of Health and Ageing faces in attaining a strong records management in the modern day digital transitioning environment. To succeed in this endeavor, the agency would require a clear-cut strategy and continued investment of resources (both capital and human) and time. To this extend, the Department of Health and Ageing proposes to integrate the ICT unit and the records unit into one unit (Oakton Consulting Technology 2011, 1-6) Transitioning fully to the electronic records management system calls for a strong commitment and significant changes to the organization’s management. It further requires a full devotion to the proposed strategy to meet the needs of the organization and those of the stakeholders. This will be effective is positioning the agency in meeting its records management obligations, supporting competent operations and guaranteeing easy access to the records and information. With this regard, the Department of Health and Ageing proposes merging the ICT unit and the Records unit. The resulting division to be called Records and Information Systems Management division will serve as the key authority to determine the creation, retention, disposal and dissemination of records in compliance with the Archives Act. This new unit is expected to execute full transition of the agency into a digital environment, address the delays in the transitional process and replicate the relative priority of transitioning to other divisions of the agency (Department of Public Service Commission 2010, 16). Overall, effective records management by the Department of Health and Ageing is central to the effective running of programs and services within the agency. It should be carried out incompliance with a wide range of legal policies and requirements. At the agency level, the records management unit should be incorporated with the ICT unit to create a new unit called information systems management (ISM) that can interpret the legal requirements and policy issues in the implementation of electronic document management. The new unit will participate in the creation, input, management and dissemination of information in compliance with the Archives Act. Case for Change Across the globe, this is mounting pressure that healthcare systems and regulators adopt more efficient, cost-effective and productive measures capable of improving the quality of service delivery to the citizens. There is significant emphasis on how institutions can cut costs while at the same time adopting more productive and innovative information and records management system. Though relatively recent, electronic document management system has become a major area of research. Indeed in the last decade, health care systems and regulators have experienced significant changes due to the advances in technology that have however been extensively resisted (Yamamoto, Sumi, TYamazaki and Asai 2012, 34). This forms the premise of this paper. The principle objective of this paper is to suggest a way-forward for the Department of Health and Ageing in transforming fully to a digital environment. The blueprint for reform at the Department of Health and Ageing recommends five scenarios that will enable the agency to meet the challenges it faces. Delivery of better services to the public Service delivery to the public needs to be better integrated and relevant to their lifestyles, needs and experiences. The new Records and Information Systems Management division has the capacity to ensure this. With regard to the dynamic modern-day technologies, citizens are becoming progressively mobile and while agency operations cut across the domestic and international frontiers. However, there are opportunities to enhance services within the Department of Health and Ageing, the blueprint proposes a methodological audit of how services are delivered from the viewpoint of the citizens (Allen 2013,1-3). The transition to technology-based health information systems will create opportunities for more innovations. Opportunities of innovative and associated technological solutions need be implemented, it has been greatly emphasized that a strong opposition to the full transition to digital compliant environment has been strongly facilitated by inter-departmental divisions. By merging the Records unit and the ICT unit, improved links within the organization, with the states and territories and with the local government can be achieved. By ensuring a full transition through overcoming the resistance to change, Records and Information Systems Management division can offer a more synchronized interface with other government agencies (Department of Public Service Commission 2010, 16). Create a more Open Governance An important constituent of open governance is enabling the public to work in partnership with the state agencies on service design and policy issues. The new Records and Information Systems Management is expected to have a more open interface for communication with the public. Electronic records are more interactive given the dynamism of modern day technologies. This way, the public can offer their feedback on government service delivery. Indeed information and communication technologies are providing a strong relationship between the government and the public. Currently, online mechanisms are intensively in use for communication between the public and the state agencies. It is in the interest of the Department of Health and Ageing to become more open enabling the public to access the public sector data in consistency with secrecy and privacy laws. Improve policy capability Department of Health and Ageing needs to make stronger its capacity to conduct meticulous research, create, gather and analyze information as well as offer top-quality strategic policy advice. Based on the proposed institutional reform, the Records and Information Systems Management will reinforce strategic policy capability by ensuring strategic partnerships with research and academic institutions through exchange of resourceful data, information and records. The new division will also underscore greater focus on implementing policies such as the 2011 Digital Transition Policy and better networking with other service delivery agencies. Accessibility In a typical digital society, the public demand that information be readily accessible, they further expect that the government becomes more efficient, accountable and open, and that the government services remain accessible anywhere and anywhere (Jafari Mehrad & Aski Mokhtari 2005, 56). The Records and Information Systems Management division is consistent with the government’s efforts to become more focused on leveraging high-speed broadband, integrating mobile platform at levels or operation and interacting more consistently with the public using social media and wireless applications. The mounting pressure on the government to use these technologies has arose by the shift towards fiscal austerity after the global financial crisis and growing evidence that the cost of using traditional forms (such as paper-based documents or offline forms of communication) is much more expensive than the digital forms. A functioning electronic documents and records management system (EDRMS) will enable the agency to meet the needs of its information management. It will support a sum of information management processes, including data input, information creation, information classification, information storage, perseveration and search and information retrieval and disposal, which can be integrated with software packages and messaging systems. The new unit will ensure that the organization’s environment supports and promotes use of the computer-based systems (Faustine, and Boren 2008, 141). Performance management Performance information applied in reporting, such as annual reports, is critical for good governance. However, the information must remain consistent with the budgets for internal planning as well as several other internal performance reports. The traditional paper-based document management systems have been vulnerable to damages, loss or theft, making the vital data inaccessible. A full transition to a digital environment however presents an opportunity for change within this perspective since the performance information stored can be replicated, stored using enhanced security system such as password-enable storage facilities and be easily accessible. In this way, there are unlimited benefits built on strong structures that are linked directly to the plans, strategies and budgets set by the agency. When the executives are presented access reliable and timely information, they are presented with a powerful mechanism to lead the agency by making informed decisions and monitor the progress (Australian National Audit Office 2012, 6). Conclusion In conclusion, this blueprint proposes an interlinked reform agenda for the Department of Health and Ageing, aimed at improving service delivery to the Australian citizens. Transition to digital environment at the government agencies can serve as a solution in realizing these objectives. The delays in service delivery prevalent with this agency have been related to its slow uptake of digital information and records systems (Australian National Audit Office 2004, 12). To avoid these inadequacies, this memorandum proposes that the agency merges its Records and ICT division into one and a full transition to digital information and records system. It concludes by emphasizing that to curb the resistance to changes evidenced at the Records Unit and the ICT Unit, then the two should be merged to create Records and Information Systems Management division. References Allen, Bronwyn. 2013. Access to and Use of Public Sector Information: The Academic Re-user Perspective. http://www.oaic.gov.au/publications/reports/2013_IPS_supplementary/PSI__academic_re-user_Bronwyn_Allen.pdf Australian National Audit Office. 2011. Records Management in the Australian Public Service. Canberra: Commonwealth of Australia. http://www.anao.gov.au/~/media/Uploads/Audit%20Reports/2011%2012/201112%20Audit%20Report%20No53.pdf Australian National Audit Office. 2004. Better Guidance in Annual Performance Reporting. Canberra Act: Canberra Act. http://www.anao.gov.au/uploads/documents/Better_Practice_in_Annual_Performance_Reporting.pdf Australian Government. n.d. The eHealth record system. http://www.privacy.gov.au/law/other/the-ehealth-record-system Yamamoto, Keiichi, Eriko Sumi, Toru Yamazaki & Keita Asai. 2012. "A pragmatic method for electronic medical record-based observational studies: developing an electronic medical records retrieval system for clinical research." Health informatics 2(6) 124-143 Department of Public Service Commission 2010. Ahead of the Game. Blueprint for the Reform of Australian Government Administration. Canberra Act: Commonwealth of Australia. http://www.dpmc.gov.au/publications/aga_reform/aga_reform_blueprint/docs/APS_reform_blueprint.pdf Mahoney, Mark. 2002. “Transforming Health Information Management Through Technology.” Top Health Information Manager, 23(1):56-61 Mehrad, Jafari & Mokhtari, Aski. Designing the Conceptual Model of EDMS for the Institute of Technical and Vocational Higher Education. Iranian Journal of Information Science and Technology, 3 no.2 (2005): 54-68 Richard Hillestad, James Bigeiow, Anthony Bower, Federico Girosi, Robin Meiii, Richard Scoviile, and Roger Tayior. 1999. “Can Electronic Medical Record Systems Transform Health Care? Potential Health Benefits, Savings, And Costs." Health Affairs 24(5):1103-1117 Almarabeh, Tamara & Amer Abu-Ali. 2010. "A General Framework for E-Government: Definition Maturity Challenges, Opportunities, and Success."European Journal of Scientific Research, 9(1):29-42 Oakton Consulting Technology. 2011. An insight into the technology challenges facing local, state and federal governments in Australia. http://www.oakton.com.au/sites/all/themes/oakton/files/pdf/IndustryInsight_Government_II005.pdf Williams, Faustine & Susan Boren. 2008. “The role of the electronic medical record (EMR) in care delivery development in developing countries: a systematic review.” Informatics in Primary Care.16(8): 139–45 Read More