IHF: Special issue improving patient care

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The increasing physician shortage in the West: are there ethical ways to solve the problem?

Currently both North America and more affluent areas of Europe are facing an increasing shortage of physicians in primary healthcare and in various hospital specialities, a shortage which in many of these countries is being alleviated by the excessively aggressive recruitment of foreign doctors. For example in the UK national health service, poor planning and under-investment in medical education has lead to a third of physicians now being recruited from overseas. Frequently these doctors are citizens of poorer EU nations or commonwealth countries in Africa and the Indian sub-continent that can ill afford to lose such expensively educated personnel. Yet sadly these poorer nations are now effectively subsidising the healthcare of the wealthy West. The UK is of course not alone in its reliance on foreign physicians- the same strategy has been employed in the US and Canada, as well as affluent EU countries such as Germany and Sweden. While the rights of individual workers to migrate should be protected, clearly health services in developed countries should be moving towards more ethical ways of solving their physician shortage.
The long-term solution is to increase the supply of domestically educated medical doctors, but policy makers could also consider ways of reducing the current demand on physicians by developing systems and work flows that allow other healthcare professionals and hospital workers to perform those tasks where the input of a doctor is not essential. Currently there are artificial barriers developed decades ago preventing highly educated healthcare workers from providing services that they are competent to offer. For instance specialist nurses and medical assistants could triage patients, order lab tests and either treat patients directly or refer them to doctors as necessary, and the bulk of a physician

Workflow optimization: a technological challenge

Hospitals have witnessed successive waves of information and
communications technology (ICT) adoption over the past two decades. This has been driven by the rapid pace of development in the fields of computing and the Internet, device miniaturization and mobility. One of the biggest challenges for deployment of new technology in hospitals consists of workflow.

Workflow and health ICT success
Workflow can determine the success or failure of health ICT projects at hospitals for a simple reason: the lower the compatibility of a new system with a clinician

Enterprise imaging: adding value and quality to medical imaging

Enterprise imaging (EI) seeks to optimize the quality and value of medical imaging for healthcare enterprises. Although definitions of the term still tend to vary, there is widespread agreement that it means more than simply implementing a new technology.

Components of enterprise imaging
For Barbara Mullarky, a radiology products marketing veteran, enterprise imaging has four basic components: visualization, workflow, collaboration and archiving.
Visualization allows images from a multitude of specialties to be displayed on a single viewer, along with intelligent tools for efficient reading and reporting. The workflow component provides configurable, patient-centric movement of images and other, associated data. Collaboration enables radiologists, cardiologists and other medical specialists to share images and data with providers in and outside a care network.
The key archiving approach consists of vendor neutral archives (VNAs), which consolidate images from multiple systems and specialties for rapid retrieval and display, along with intelligent image and content management. Individual diagnostic imaging applications plug in to the VNA, with an enterprise worklist application consolidating workflow into a single view and determining the best display application to be launched from the VNA for interpretation.

Heralding a new healthcare culture
Experts seem to broadly concur with the above framework. Some, however, also see enterprise imaging as being the symbol of a wholly new healthcare culture. For example, in comments to UBM Medica, Paul Chang, MD, from the University of Chicago School of Medicine, says that a robust enterprise imaging strategy means reinventing and aligning radiology to a new, patient-centric approach for healthcare delivery. Chang believes that EI has the potential