As part of the final-year Professional Practice Placement within the Bachelor of Health Information Management program, I completed an eight-week placement at the New South Wales Cancer Institute. This placement provided an opportunity to apply the theoretical knowledge I had developed throughout my studies in a real-world setting, while gaining exposure to cancer registry operations, clinical documentation, and emerging digital health technologies. More importantly, it allowed me to step beyond the traditional hospital-based view of health information management and begin to understand the broader, evolving role of the profession within population health and digital innovation.
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Lately, Health Information Services (HIS) leaders at Northern Health have been asked in several forums about what we are doing differently that allows us to produce innovative and progressive initiatives, coupled with the question of how we have fostered the observed positive culture within the HIS program. As the HIS Director, I reflect on this question often. A strong culture doesn’t emerge from strategy alone. From my perspective, a good culture eventuates when values, people, leadership, and everyday behaviours align and are demonstrated consistently, until those behaviours become ‘the way we do things around here.’ Or, as a memorable line from a leader at a Governance and Strategy session put it: ‘Culture is what people do when no one is watching.'
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The aim of this Virtual Special Issue is to bring together a collection of articles published in the Health Information Management Journal and HIM-Interchange, which highlight some of the most significant historical developments that have taken place alongside the history of the Health Information Management Association of Australia and the profession. This Collection, a sample of published articles from each decade, selected by the guest editors, contributes a scholarly perspective to the Association, reflecting on its past and planning for the future.
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Understanding the complexities of injury relies heavily on the narrative data captured at the triage point of contact in emergency departments (ED’s). ED-based injury surveillance systems, such as the Queensland Injury Surveillance Unit (QISU), process and analyse the injury narrative data that is captured in ED systems such as the Emergency Department Information System and FirstNet in participating Queensland public hospitals. With considerations to the limitations and difficulties of capturing injury narrative data, a project was initiated by the QISU called Settling the Injury Narrative Score in 2021.
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Subacute and non-acute care is currently classified using the Australian National Subacute and Non-Acute Patient (AN-SNAP) Classification Version 4 (V4), which has been used by the Independent Hospital Pricing Authority (IHPA) to price admitted subacute and non-acute care since 1 July 2016 for the purpose of activity based funding (ABF). IHPA undertakes regular review of all ABF classifications to ensure they reflect changes to patient complexity and cost over time. In 2018–19, IHPA commenced a review into the subacute and non-acute classification, resulting in the development of a refined classification.
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