Estrategias Nacionales de E - Salud

National eHealth Strategy Toolkit
page I
WHO Library Cataloguing-in-Publication Data

National eHealth strategy toolkit.
1.Information technology. 2.Medical informatics. 3.Technology transfer. 4.Information
systems. 5.National health programs. I.World Health Organization. II.International
Telecomunication Union.
ISBN 978 92 4 154846 5 (WHO)
ISBN 978 92 61 14051 9 (ITU)
(NLM classification: W 26.5)
World Health Organization and International Telecommunication Union 2012

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Printed in Geneva
Foreword
The World Health Organization (WHO) and the International Telecommunication Union
(ITU) are pleased to present this National eHealth Strategy Toolkit. WHO and ITU have a long
history of working together, and this new publication represents one of our most substantial
and significant collaborations of recent years. It fully reflects the importance that the governing
bodies of our two organizations attach to the development of national eHealth strategies.
This is a shared work that reflects a shared goal responding to the needs of countries, at every
level of development, who seek to adapt and employ the latest information communication
technologies (ICT) in health for the measurable benefit of their citizens. The National eHealth
Strategy Toolkit is a milestone in our understanding of what eHealth is, what it can do, and why
and how it should be applied to health care today.
The Toolkit is a comprehensive, practical guide that all governments, their ministries,
departments and agencies can adapt to suit their own circumstances and their own vision and
goals. Its publication is very timely. This is a period when all health systems face stringent
economic challenges, greater demands for efficiencies and higher expectations from citizens.
There is, everywhere, an urgent challenge to provide more care and better care to more people,
especially those most in need.
This Toolkit expertly demonstrates how all nations can rise to that challenge, each in its
own way. While it brings the sectors of health and ICT much closer together, the Toolkit also
encourages the active participation of a wider range of stakeholders, including the general
public, reflecting important issues of social justice and equity. By bringing all of these interested
parties together, the Toolkit offers them a chance to share in a unique national project whose
ambition is nothing less than to achieve lasting progress in public and individual health.
Dr Margaret Chan
Director-General
World Health Organization
Dr Hamadoun I. Tour
Secretary General
International Telecommunication Union
page i
Acknowledgements
The World Health Organization and the International Telecommunication Union gratefully
acknowledge the contributors, peer reviewers, and consultants whose dedication, expertise, and
support made this first edition of the National eHealth Strategy Toolkit possible.
Steering committee
Najeeb Al-Shorbaji, Joan Dzenowagis (WHO); Hani Eskandar, Mario Maniewicz (ITU).
Senior technical advisers

Joan Dzenowagis (WHO); Hani Eskandar (ITU).
Consultants
Adam Powick, Mark Watson, Benjamin McCartney, Gilda Chilcott, (Deloitte Touche Tomatsu,
Australia).
Special thanks
Thomson Prentice, editor; Marilyn Langfeld, graphic designer; Valentina Pistritto (ITU), initial
project support.
Reviewers for the first edition

International Telecommunication Union
Jose Maria Diaz Batanero (HQ); Ahmed Elhefnawy (ARB).
World Health Organization

Marcelo dAgostino, Myrna Marti, David Novillo Ortiz, Ana Lucia Ruggiero (AMRO/PAHO);
Hani Farouk (EMRO); Misha Kay, Ramesh Krishnamurthy, Diana Zandi (HQ); Jyotsna
Chikersal (SEARO); Mark Landry (WPRO).
Independent experts
Zakiuddin Ahmed, Omar Alkurdi,Baljit Bedi, Peter Drury, Stephen Settimi, Petra Wilson.
National and international contributors

Hoda Baraka (Ministry of Communications and Information Technology, Egypt); FranciscaRosario Garcia-Lizana (European Commission); Dominic Kobinah, Dan Osei, Frank Nyonator,
Anthony Ofosu (Ghana Health Service, Ghana); Luisa Gonzalez-Retiz, Adrian Pacheco-Lopez,
Miriam Silva-Flores, (Ministry of Health, Mexico); Margaret DAdamo, John Novak (USAID).
page ii
Contents
Foreword
Acknowledgments
Introduction to the National eHealth Strategy Toolkit
Parts
1. Establishing a National eHealth Vision
2. Developing a National eHealth Action Plan
3. Monitoring and Evaluation
page iii
Introduction to the National eHealth

Strategy Toolkit
The Toolkit: What it is and who it is for

This National eHealth Strategy Toolkit reflects the growing impact that eHealth is bringing to
the delivery of health care around the world today, and how it is making health systems more
efficient and more responsive to peoples needs and expectations.
The Toolkit provides a framework and method for the development of a national eHealth vision,
action plan and monitoring framework. It is a resource that can be applied by all governments
that are developing or revitalizing a national eHealth strategy, whatever their current level of
eHealth advancement.
It is a practical, comprehensive, step-by-step guide, directed chiefly towards the most relevant
government departments and agencies, particularly ministries of health and ministries of
information technology and communication.
Although the Toolkit is comprehensive, it does not need to be comprehensively employed.
Individual governments and their departments can tailor it to their own national policies,
resources and requirements, and to the expectations of their citizens. They can choose, refine
and develop the parts that are best for them and create their own unique eHealth vision.
The successful application of the Toolkit does, however, require a team experienced in strategic
planning, analysis and communication process. One of the teams early priorities should be
deciding at what point to bring stakeholders into the process. This is important in managing
the process itself, because the team will have to work closely and continuously with the many
stakeholders, not just those from the health sector, who have an interest in eHealth and are keen
to contribute. Deferring their involvement until the core team is well established and has begun
its work, rather than engaging the stakeholders from the very start may prove more efficient in
the long run.
Like all strategies and plans, the outcomes of this Toolkit are not static and represent a point-intime understanding of what a country needs to achieve in order to address its particular goals
and challenges. Changes in a countrys strategic context will require a dynamic approach to
updating the eHealth vision and the associated action plan so that they remain relevant. This
requires understanding the key triggers for refreshing the vision and action plan, whether these
are specific events that change a nations strategic context for eHealth or a defined period of
time after which a revision is required.
Ongoing engagement with essential health and non-health stakeholders must also be
maintained. Success in implementing a national eHealth vision is heavily dependent on having
the continued support and guidance of stakeholders, and thus does not reach a conclusion after
a national strategy has been developed.
Continued communication is also vital. Stakeholders should be regularly informed on the
progress of the programme, and in particular, any impacts or results that implementation of the
progress has realised. This ensures transparency, which is essential to maintaining stakeholder
support and momentum for further activity and investment in eHealth.
page iv
The Toolkit is designed in three parts, with the second and third parts building progressively
on the work of the first:
Part 1: A national eHealth vision that responds to health and development goals
Part 2: A national eHealth action plan that reflects country priorities
Part 3: A plan to monitor implementation and manage associated risks.
Part 1 develops a national eHealth vision that responds to health and development goals. It
explains why a national approach to eHealth is needed, what a national eHealth plan will need
to achieve, and how it will be done.
Why: This is the strategic context for eHealth, encompassing the health of the population,
the status of the health system, the health and development priorities, and the resulting
implications for eHealth.
What: This is the role eHealth will play in the achievement of health-sector goals. It serves
as a high-level message for policy-makers that answers the question of where does our
country want to go with health, and how will eHealth help us get there?
How: This gives the various eHealth components or building blocks that must be in
place to realize the national eHealth vision.
Part 2 lays out an eHealth action plan that reflects country priorities and the eHealth context. It
structures activities over the medium term, while building a foundation for the long term.
Part 3 establishes a plan to monitor implementation and manage associated risks. It shows
the progress and the results of implementation and helps in securing long-term support and
investment.
Each of these three sections describes the activities required, along with practical advice
informed by real-world experience. Countries can undertake the entire set of activities, or those
specific to their contexts and constraints. How the Toolkit is used, and the end result, will
depend on these factors and on each countrys priorities and vision.
Countries can focus on a range of structured activities that lead to the progressive development
of a national eHealth strategy. These include:
involving the key health and non-health stakeholders in creating a national eHealth vision
and plan and its subsequent implementation.
establishing governance mechanisms to provide improved visibility, coordination and
control of eHealth activities that are occurring across the countrys health sector.
establishing the strategic context for eHealth to provide the foundation for the eHealth vision
and plan, and to enable the government to make informed decisions on whether to pursue
opportunities that present themselves from the ICT industry and other stakeholders.
forming an understanding of the current eHealth environment in terms of the programmes,
projects and eHealth components that already exist.
the Toolkit also identifies the short-, medium- and long-term goals for countries,
recognizing the importance of demonstrating outcomes and benefits throughout the
process of national strategy implementation, and to build and maintain momentum and
support for eHealth; and thereby improve the health of their populations.
Finally, while it is aimed at a specialized, professional readership, the Toolkits approach keeps
the general public firmly in mind, recognizing that it is the public who will be the ultimate
beneficiaries of eHealth in their country.
page v
Worldwide, the application of information and communication technologies to support

national health-care services is rapidly expanding and increasingly important. This is
especially so at a time when all health systems face stringent economic challenges and
greater demands to provide more and better care, especially to those most in need.
The National eHealth Strategy Toolkit is an expert, practical guide that provides
governments, their ministries and stakeholders with a solid foundation and method
for the development and implementation of a national eHealth vision, action plan and
monitoring framework. All countries, whatever their level of development, can adapt the
Toolkit to suit their own circumstances.
Representing one of the most significant collaborations in recent years between the World
Health Organization and the International Telecommunication Union, the Toolkit is a
landmark in understanding what eHealth is, what it can do, and why and how it should be
applied to health care today.
ISBN 978 92 4 154846 5
Cover art: base map made with Natural Earth;

illustration by Marilyn Langfeld
page vi
National eHealth Strategy Toolkit Part 1: eHealth Vision

Part 1
Establishing a National eHealth Vision

Part 1
Establishing a National eHealth Vision

ISBN 978 92 4 154846 5 (WHO)
ISBN 978 92 61 14051 9 (ITU)

en/index.html).
capital letters.
Printed in Geneva
Part 1
Establishing a national eHealth vision
Purpose
The National eHealth Strategy Toolkit is an essential resource for developing or revitalizing a
countrys eHealth strategy. It can be used equally by countries just setting out and those which
have already invested significantly in eHealth. This latter group includes countries now seeking
to build on promising results from pilot initiatives, to establish foundations for scaling-up
eHealth projects, or to update current strategies to reflect changing economic circumstances.
Whatever the starting point, experience shows that eHealth efforts can be strengthened,
accelerated or aligned through a national strategic planning process.
Audience
The Toolkit is intended for use by government health sector leaders in ministries, departments
and agencies who will manage the development of an eHealth strategy. The successful
application of the Toolkit requires a team experienced in strategic planning, analysis and
communication.
Part 1
Part 2
Part 3
National eHealth vision

(This document)
National eHealth
action plan
National eHealth
monitoring and evaluation
Orientation to Part 1
The first part of the Toolkit consists of 12 chapters and focuses on developing the national
eHealth vision.
Chapters 13 give an overview of eHealth, the elements of a national eHealth vision, and
the method of developing it.
Chapters 45 describe how to manage the vision process and work with stakeholders.
Chapters 612 provide a detailed guide to gathering and analyzing information,
constructing and refining the eHealth visions and recommendations. Appendices give
additional information and tools to support this Toolkit, including definitions of some
frequently used terms.
page i
Contents
Part 1. Establishing a national eHealth vision

Chapters
1. National context for eHealth
2. Framework for a national eHealth vision
10
3. National eHealth vision: overview of the method
12
4. Manage the process
15
5. Engage with stakeholders
20
6. Establish the strategic context
27
7. Learn from eHealth trends and experience
35
8. Draft an initial vision
38
9. Identify the required eHealth components
47
10. Gather information on the eHealth environment
60
11. Assess opportunities, gaps, risks and barriers
67
12. Refine vision and develop strategic recommendations
71
Annexes
A. Examples of eHealth
78
B. eHealth benefits
81
C. Structure for a national eHealth vision
82
D. Method summary
83
E. National eHealth component map
85
F. Governance continuum
87
G. Definitions of terms used in the Toolkit
88
page ii
Figures
1. National context for eHealth development
2. eHealth components
3. A framework for a national eHealth vision
10
4. Method for developing a national eHealth vision
12
5. Sample governance model for the development of a national eHealth vision
16
6. Two sample timelines for developing a national eHealth vision
19
7. Four common stakeholder roles in the development of a national eHealth vision
23
8. Sample visual model for an eHealth vision statement
42
9. Sample national eHealth component map
58
10. Stakeholder perspective model for a consumer stakeholder group
59
11. Identifying leverage opportunities, gaps, risks and barriers
68
12. Steps for refining the eHealth vision
73
13. National eHealth component map: example
85
14. Governance continuum
87
Boxes
1. Examples of eHealth outcomes
40
2. Sample links between eHealth outcomes and health system goals
41
3. Sample structure for an initial vision statement
42
4. Sample country vision statement for eHealth
42
5. Sample national eHealth vision for health-care providers
44
6. Sample scenario
45
7. Linking an eHealth service and application component to an eHealth outcome
51
8. Linking an infrastructure component to an eHealth outcome
53
9. Linking eHealth standards and interoperability to eHealth outcome
54
10. Example of a strategic recommendation for a national eHealth vision
75
11. Suggested structure for a national eHealth vision
82
page iii
Tables
1. Examples of the impact of eHealth
2. National context for eHealth development: summary
3. Context and focus of eHealth strategy
4. Role of eHealth components
5. Examples of governance functions, responsibilities and composition
17
6. Governments role and implications for strategy and planning
21
7. Stakeholder roles in a national vision
23
8. Sample stakeholder engagement approach
24
9. Sample stakeholder consultation plan
25
10. Sample approach to stakeholder consultations
26
11. Population health and demographics
28
12. Examples of health system dimensions to be explored
29
13. Examples of health strategy, goals and priorities
30
14. Strategic goals and challenges: common areas
33
15. Sample questions for defining eHealth outcomes
40
16. Sample questions for describing the vision for important stakeholders
43
17. Examples of common eHealth leadership and governance components
48
18. Examples of common eHealth strategy and investment components
49
19. Examples of common eHealth service and application components
50
20. Examples of common eHealth infrastructure components
52
21. Examples of common eHealth standards and interoperability components
53
22. Examples of common eHealth legislation, policy and compliance components
55
23. Examples of common eHealth workforce components
56
24. Internal and external factors in eHealth prioritization
72
25. Steps for refining the eHealth vision
73
26. Examples of eHealth benefits
81
27. Method summary
83
page iv
Chapter 1
National context for eHealth
1.1 The case for eHealth1

eHealth is changing health-care delivery today and is at the core of responsive health systems.
The daily business of health relies on information and communication and, increasingly, on the
technologies that enable it, at every level and in every country. This is equally so in delivering
care, deploying personnel, managing programmes or conducting research.
The World Health Organization defines eHealth as the use of information and communication
technologies (ICT) for health2. In its broadest sense, eHealth is concerned with improving the
flow of information, through electronic means, to support the delivery of health services and the
management of health systems. ICT provides significant benefits not only in achieving health
goals, but also in demonstrating what has been attained and at what cost.
The case for adopting these technologies has been evident for over a decade. However, it has
taken a crisis in the health sector in many countries to move eHealth from the periphery to the
centre of strategic health planning.
In an increasingly digital world, spurred by technological advances, economic investment, and
social and cultural changes, there is growing recognition that inevitably the health sector must
integrate ICT into its way of doing business. This applies whether the goal is to reach all citizens
with high-quality, equitable and safe care, or to meet obligations for public health research,
reporting and humanitarian action.
1.2 The need for a national approach

Today, all countries must strive to ensure that funds for health are spent wisely. The workforces
in many health systems are shrinking in parallel with a growing demand for better services
and more accountability for results. Population shifts, rapid urbanization and poverty are also
putting greater demands on health systems.
Consequently, governments are recognizing that incorporating ICT is a priority for health
systems development. Experience shows that this requires strategic and integrated action at the
national level, to make the best use of existing capacity while providing a solid foundation for
investment and innovation. Establishing the main directions as well as planning the detailed
steps that are needed is crucial to achieving longer-term goals such as universal access to care,
health sector efficiency, reform or more fundamental transformation.
Collaboration between the health and ICT sectors, both public and private, is central to this
effort. The major United Nations agencies for health and telecommunications respectively, the
World Health Organization (WHO) and the International Telecommunication Union (ITU) have
1 Adapted from Dzenowagis J. Preface. In: Dean K, Rajarajan M, eds. The health and care revolution. Ghent, EAI Publishing, 2011.
2 Building foundations for eHealth: progress of Member States: report of the WHO Global Observatory for eHealth. Geneva, World
Health Organization, 2006 (www.who.int/goe/publications, accessed 14 May 2012).
Chapter 1. National context for eHealth page 1
recognized the importance of collaboration for eHealth in their governing body resolutions3,
which encourage countries to develop national eHealth strategies. This Toolkit supports those
recommendations.
Ministries of health play a pivotal role, not only in meeting peoples needs for care and
protecting public health, but in preserving health systems through uncertain times. Ministries
of information technology and telecommunications are essential to development in all spheres,
and can make a vital contribution to the health sector. Common goals and a predictable ICT
environment enable coordinated action: building consensus on policy, facilitating better use
of shared resources and involvement of the private sector, and investment in ICT skills and
infrastructure to improve health outcomes.
While eHealth strategies deliver direct national benefits, they can also improve regional
cooperation. This is demonstrated by European Union countries, which are experiencing a
political momentum to advance eHealth for the benefit of their citizens and health systems.
These countries are being encouraged to establish new mechanisms to foster smart growth and
innovation to overcome current economic challenges.
1.3 eHealth in health systems and services

Advances in ICT have yielded substantial dividends to both individual health and public health.
From the local to the national level, ICT is changing how health care is delivered and how
health systems are run. It supports critical functions by improving the ability to gather, analyse,
manage and exchange information in all areas of health, from research on molecular genetics to
large-scale humanitarian interventions and disaster relief (Table 1).
In health systems, information and communication technologies are being used to improve
the timeliness and accuracy of public health reporting and to facilitate disease monitoring and
surveillance. They are fundamental in distance learning, and in enabling rapid response in
emergencies. Furthermore, the strategic use of eHealth can support sector-wide planning as well
as coordinating decentralized district health systems, and improving the ability to plan, budget
and deliver services.
eHealth has been described as a means to ensure that the right health information is provided
to the right person at the right place and time in a secure, electronic form to optimise the
quality and efficiency of health care delivery, research, education and knowledge4. Towards
that end, information exchange such as through electronic health records, patient registries and
shared knowledge resources is critical. Information systems and tools for diagnosis, prevention
and treatment support health care at all levels. They also enable the efficient and accountable
delivery of essential supplies, such as drugs, vaccines and equipment through the management
of procurement, supply and distribution chains.
Health information that is of high quality, reliable, affordable and accessible and the capacity
to understand and use it is a hallmark of empowerment. And empowerment informing
choice for citizens and health professionals alike is another driver for eHealth.
Examples of eHealth and eHealth applications are in Annexes A and B, respectively.
3 World Health Assembly Resolution 58.28 (2005): www.who.int; World Telecommunication Development Conference
Resolution 65 (2010): www.itu.int.
4 See definition of eHealth in: National E-Health and Information Principal Committee. National E-Health Strategy, 30th September
2008. Adelaide, Deloitte Touche Tohmatsu, 2008.
Table 1. Examples of the impact of eHealth5
Stakeholders
Impact of eHealth
Citizens
Enables personalized care, throughout the health system and across the lifespan
Makes health care available at home, at work or in school not just the hospital or clinic
Focuses on prevention, education and self-management
Facilitates reaching out to peers for advice and support
Professionals in research
and practice
Gives access to current, specialized, accredited knowledge for clinical care, research and
public health; and to research, publications and databases
Enables communication between patients and providers
Makes high-quality distance learning for basic and continuing professional education
readily available
Allows remote consultations with patients, for second opinions, and with professional
networks
Hospitals, academia and

public health
Establishes hospitals as a virtual network of providers, connecting all levels of the

system
Monitors quality and safety; improves care processes and reduces the possibility of
medical errors
Assists mobility of citizens and their medical records providing patient information
when and where needed
Opens new opportunities in basic and applied research; from health knowledge to
policy and action
Extends collaboration and shared computing power (e.g. grid and cloud computing)
Delivers services despite distance and time barriers
Standardizes ordering and delivery of drugs and supplies
Health-related businesses
Provides health content as a commodity to the public and health professionals.
Facilitates research and development of new products and services: electronic health
records, information systems, and clinical registries.
Enables broad and cost-effective marketing for health products and services to
businesses and governments, locally and abroad.
Governments
Delivers more reliable, responsive and timely reporting on public health; as health
becomes increasingly central to economy, security, foreign affairs and international
relationships.
Creates enabling environments rather than technology limitations.
Offers new roles for stakeholders, health professionals, authorities, citizens and others.
Identifies disease and risk factor trends; analyses demographic, social and health data;
models diseases in populations
1.4 The context for eHealth development

This Toolkit starts from the premise that a countrys eHealth strategy should be based on
national health priorities, the available and potential resources, and the current eHealth
environment. A national vision for eHealth also takes shape within a national context that can
be considered in terms of two dimensions. The ICT environment (vertical axis) represents the
national ICT market and overall penetration of computing and networking infrastructure. The
enabling environment for eHealth (horizontal axis) is fundamental to scaling up and sustaining
ICT adoption in the health sector. It includes aspects such as governance, policy, legislation,
standards and human resources (Figure 1).
5 Dzenowagis J. Connecting for health: global vision, local insight. Geneva, World Health Organization, 2005.
Figure 1. National context for eHealth development

Established
ICT environment
Mainstreaming
Scale up
Developing
and building up
Emerging
enabling
environment
for eHealth
II.
Early adoption
III.
I.
Established
enabling
environment
for eHealth
Experimentation
Emerging
ICT environment
Based on the ICT environment and enabling environment for eHealth, the national context can
be described in the following way:
Experimentation and early adoption, where both the ICT and enabling environments are at an
early stage
Developing and building up, where the ICT environment grows at a faster rate than the
enabling environment
Scaling up and mainstreaming, during which the enabling environment matures to support
the broader adoption of ICT.
These contexts are explained in the next three sections with a summary at the end (Table 2).
I. Experimentation and early adoption

Consider as an example a country where the ICT environment and enabling environment for
eHealth are both in their early stages. Within this national context, eHealth is project-based,
featuring a few small initiatives that are seldom connected to each other. Projects tend to be
time-limited, proof-of-concept pilots, where ICT is introduced (or imported) to demonstrate a
technology in a limited context. The ICT applications used may themselves be innovative, but
the projects are rarely sustainable.
They fail because of a lack of infrastructure and skills, a narrow focus on one particular
aspect of eHealth that disregards other concerns and impacts, and a lack of ownership by the
health entities involved. The use of ICT in the general population in this country is limited
to not much more than mobile phones. The commercial ICT market is fragmented, with little
local expertise available. The government has no role in funding and technical support for
eHealth. This comes instead from aid agencies, donors, nongovernmental organizations (NGOs)
and consultants. In this constrained environment, the country cannot consistently meet its
international obligations for public health reporting.
The driving factors for eHealth in this case are improving access to health care for the citizens,
and improving the quality of that care. Classic examples of eHealth include provision of
telemedicine services to remote areas, and asynchronous consultations such as via e-mail for
access to medical advice.
A national plan for a country in this context should focus on making the case for eHealth,
creating awareness and establishing a foundation for investment, workforce education and
adoption of eHealth in priority systems and services. There is a common misconception that
countries can leapfrog to more advanced eHealth systems. But without a parallel focus on
creating the enabling environment, innovations in ICT will stay isolated and have only a limited
impact on health.
II. Developing and building up

Now consider as a second example, another country where the national context is characterized
by a more rapidly developing ICT environment, with a slowly progressing enabling
environment. Here, eHealth is still project-based, but projects are larger and there is greater
awareness of their potential. The context is characterized by the appearance of eHealth
systems such as for health information, supply-chain management, and electronic medical
records, that remain vertical, fragmented and unable to scale up. There is growth often rapid
in the commercial ICT market, with important and visible effort on the part of the ICT sector to
attract international vendors, who predominate.
In this country example there is broader use of ICT in the general population, and increasing
uptake in other sectors as e-government, e-banking and other commercial ICT services begin
to take hold. Local vendors start to emerge, and government interest is growing. There is a lot
of activity, learning by doing, and significant project risk due to lack of standardization and
commitment to long-term investment.
Aid agencies and donors are still active funders, with more private-sector involvement, and
pockets of government investment seen in areas such as research and development in highperformance technologies. Public-private partnerships are characteristic of this context, and
eHealth is still seen as part of a broader effort to expand ICT and economic development in
general.
In this context, ICT can be a driver of development, with an increasing emphasis on
competition and expansion of services by the private sector. The health sector lags behind other
sectors, with limited awareness and adoption of ICT on a systematic basis to meet health needs.
eHealth applications such as telemedicine can deliver valuable services, and first successes and
impacts on health outcomes are often seen here.
However, due to the inadequate enabling environment, scaling up is not possible, so the health
impact remains limited. Health development aid may be focused on strengthening health
information systems (HIS) and some countries may already have an HIS strategy in place.
International obligations for public health reporting can sometimes be met in the current
environment, but a concerted and often costly effort (not always sustainable or cost-effective) is
required to establish and manage the performance of these vertical systems.
Major drivers for eHealth in this environment are access to care and quality of care. Examples
of eHealth include more extensive telemedicine networks, adoption of electronic medical record
(EMR) systems on a limited scale, procurement and supply tracking systems, and mobile-health
trials for medication management and appointment reminders.
A national plan for a country in this context should focus on strengthening the enabling
environment for eHealth, creating legal certainty, establishing the policy context for delivering
eHealth services more broadly, and identifying the standards to be adopted to ensure that
building ever-larger vertical systems is avoided.
III. Scale up and mainstreaming

In our third country example, the eHealth context is characterized by the enabling environment
catching up with the ICT environment. Here, eHealth can move to scale, as there is typically a
policy basis for investment, protecting citizens and industry more substantially. The enabling
environment encompasses aspects that can only be undertaken at the national level, including
adoption of standards and laws, incorporation of ICT in health services, and investment and
policies for developing a capable workforce.
The commercial ICT market is well established with larger international and local vendors.
The health sector takes a leading role in planning and utilizing eHealth to deliver on health
objectives, moving beyond the basics of establishing core infrastructure and services to
incorporating eHealth fully into standard service delivery models. The health ICT industry is
active, with a strong market for services, leading to new business models and competition. Paid
services are commonplace, and insurance reimbursement is increasing. There is broad uptake of
ICT by the general public, and health professionals are already introduced in some ways to ICT.
Thus, the public is exposed to more e-services, and expects them to be delivered.
As eHealth becomes mainstreamed, new businesses emerge and economic opportunities emerge
with platforms for innovation and development of new services, including those for other
markets. International obligations for public health reporting can now be met with systems
and processes being put in place on a broad scale. Health information systems are increasingly
linked, but still face problems due to legacy systems and difficulties in linking vertical systems
that have been developed at different times and with different technologies.
Drivers for eHealth in this environment are cost and quality. Health systems are often costburdened and both quality conscious and safety conscious, so here, efficiency in systems
and processes is sought. Examples of eHealth include hospital and care networks (including
electronic health records), home health monitoring, chronic disease management applications,
and tailored online services for self-management of health records.
A national plan for a country in this context should focus on ensuring the following:
interoperability and adoption of standards;
providing incentives for innovation and integration of eHealth into core services;
identifying funding for medium-to-long term implementation;
responding to the expectations of citizens for more efficient, effective and personalized
services;
using data and information for public health planning, policies for privacy and security of
information;
undertaking monitoring and evaluation to ensure that eHealth delivers according to health
priorities.
Table 2. National context for eHealth development: summary
Context
Characteristics
I. Experimentation
and early adoption
eHealth is project-based with initiatives usually small, few in number and disconnected
Projects are proof-of-concept pilots where ICT is introduced in a limited context
Projects are rarely sustainable due to the lack of infrastructure, skills and integration
The commercial ICT market is fragmented with little local expertise available
Funding and technical support is often provided by aid agencies, donors and external actors
International obligations for public health reporting cannot be met
II. Developing and

building up
eHealth is still project-based, but larger in scale with greater awareness of its potential
eHealth systems (e.g. health information systems, supply-chain management systems, electronic
medical records systems) emerge, but remain vertical, fragmented and unable to scale up
Growth occurs in the commercial ICT market, with significant effort to attract international ICT
vendors. Local vendors emerge and government interest grows
Initiatives such as e-government, e-banking and other commercial ICT services begin to take
hold; but the health sector lags behind
There is a lot of activity, learning by doing, and significant project risk
Aid agencies and donors are still active funders; there is more private sector and government
investment in development and adoption of cost-effective technologies
Public-private partnerships increase in number
eHealth is viewed as part of a broader effort to expand ICT and economic development
Early successes are promising, but scale-up is not possible and health impact remains limited
International obligations for public health reporting can sometimes be met through vertical
systems
Examples of eHealth include more extensive telemedicine networks, adoption of EMR systems on
a limited basis, procurement and stock tracking systems, and mHealth trials
III. Scale up and

mainstreaming
Investment and adoption scales up with a more comprehensive policy basis
The commercial ICT market is well established with larger vendors, both international and local
The health sector takes a leading role in planning and using eHealth to deliver on health
objectives
The health ICT industry is active; with new business models and competition, paid services
commonplace, and insurance reimbursement increasing
New businesses and economic opportunities arise; there are new platforms for innovation and
services, including for other markets
International obligations for public health reporting can be met
Health information systems are increasingly linked, but still face problems due to legacy systems
Examples of eHealth include hospital and care networks, home health monitoring, chronic
disease management applications, and tailored online services for self-management of health
records
Implications for a national eHealth vision

The country context, at whichever stage that is reflected in the three examples given above,
affects the starting point, potential goals, stakeholders, direction and focus of a national eHealth
strategy. Understanding this context will help shape the vision of what can be achieved, the
focus of activities and the magnitude of investment required (Table 3). For example, countries
just beginning eHealth deployment may focus on a limited set of objectives in a priority area,
such as improving health information systems and communication infrastructure to link health
facilities. At a later stage, these countries may focus on adopting standards and establishing
shared processes to expand the scale of successful eHealth projects. Once these efforts have
delivered concrete results, countries may move to expand and mainstream services further,
thus improving cohesion, efficiency and quality on a broader scale. A comprehensive approach
is longer term and ensures that core elements are in place. A focused plan comprises a limited
set of challenges that are addressed over a shorter time period. A national eHealth strategy adds
value at all of these stages.
Table 3. Context and focus of eHealth strategy
Context
Example focus
Example actions
I. Experimentation
and early adoption
Strengthen
infrastructure; establish
core services and
platforms; engage
investors; make the case
for eHealth.
Create awareness of eHealth; highlight outcomes of successful

pilots and proof-of-concept projects
Make the case for eHealth investment in priority areas
Establish initial mechanisms for national eHealth governance,

coordination and cooperation
Establish a foundation for investment, workforce education and

adoption of eHealth in priority systems and services
II. Developing and

building up
Strengthen and link

core systems; create
a foundation for
investment; ensure legal
certainty; strengthen
the eHealth enabling
environment.
Establish eHealth data and interoperability standards, and

associated compliance and accreditation mechanisms
Establish the policy context to support investment in and adoption

of ICT in health services
Address legislative requirements and barriers (e.g. data protection

and privacy)
Implement changes to education and training programmes to

improve eHealth workforce capability and capacity
Secure long-term funding for investment in national eHealth

infrastructure and services
Establish national eHealth planning processes, which have broader

cross-sectoral stakeholder representation and participation
III. Scale up and

mainstreaming
Focus on scale up and

integration of services;
cost-effectiveness of
investments; incentives
for quality and broader
adoption; policies
for privacy, security,
innovation.
Ensure broad adoption of standards by health ICT vendors
Continue development of data and interoperability standards to

support broader and deeper types of health information flows
Create incentives for integration of eHealth into core health

services
Provide education and awareness programmes to health-care

providers and citizens
Respond to expectations of citizens for more efficient, effective

and personalised services
Leverage emerging health information data sources to support

public health planning, management and monitoring
Undertake evaluation and monitoring to ensure that eHealth

delivers according to health priorities
eHealth components
The national eHealth environment is made up of components, or building blocks (Figure 2),
which will be introduced or strengthened through the eHealth strategy.
Figure 2. eHealth components
Leadership and governance
Strategy
and
investment
Services and applications
Legislation,
policy and
compliance
Standards & interoperability
Infrastructure
Workforce
The components can be grouped into the ICT environment and the enabling environment
(Table 4).
Table 4. Role of eHealth components
Component
Role
Description
Leadership,
governance and
multi-sector
engagement
Enabling environment
Direct and coordinate eHealth at the national level; ensure

alignment with health goals and political support; promote
awareness and engage stakeholders.
Use mechanisms, expertise, coordination and partnerships to

develop or adopt eHealth components (e.g. standards).
Support and empower required change, implementation

of recommendations and monitoring results for delivery of
expected benefits.
Strategy and
investment
Ensure a responsive strategy and plan for the national eHealth

environment. Lead planning, with involvement of major
stakeholders and sectors.
Align financing with priorities; donor, government and privatesector funding identified for medium term.
Legislation, policy
and compliance
Adopt national policies and legislation in priority areas; review

sectoral policies for alignment and comprehensiveness; establish
regular policy reviews.
Create a legal and enforcement environment to establish trust

and protection for consumers and industry in eHealth practice
and systems.
Workforce
Make eHealth knowledge and skills available through internal

expertise, technical cooperation or the private sector.
Build national, regional and specialized networks for eHealth

implementation.
Establish eHealth education and training programmes for health

workforce capacity building.
Standards and
interoperability
Introduce standards that enable consistent and accurate

collection and exchange of health information across health
systems and services.
Infrastructure
ICT environment
Form the foundations for electronic information exchange

across geographical and health-sector boundaries. This includes
the physical infrastructure (e.g. networks), core services and
applications that underpin a national eHealth environment.
Services and
applications
ICT environment
Provide tangible means for enabling services and systems; access

to, and exchange and management of information and content.
Users include the general public, patients, providers, insurance,
and others. The means may be supplied by government or
commercially.
Chapter 2
Framework for a national eHealth vision

A national eHealth vision explains why a national approach to eHealth is needed, what a
national eHealth plan will achieve, and how it will be done (Figure 3). Answering these
questions constitutes the major work of strategy development.
Figure 3. A framework for a national eHealth vision
Strategic context
Rationale for eHealth
Population health
Health system status
Health strategy, goals and priorities
Economic and social development goals
Goals and challenges
Implications for eHealth
eHealth vision
Desired outcomes
eHealth outcomes for the health

system
Changes and impact on key
stakeholder groups
Required components
Foundations for change

Strategy and investment
ICT services and applications
Infrastructure
Standards and interoperability
Legislation, policy and compliance
Workforce
2.1 Strategic context

A national eHealth vision emerges from the broader context of a countrys health and
development goals, providing the rationale for why eHealth is needed. Governments using
this Toolkit already have a preliminary basis for undertaking a national strategy development
process. This step confirms that rationale, and ensures that the broader context is also
considered.
The strategic context includes:
current and likely direction of population health, and of specific populations
structure and status of the health system
national health strategy, goals and priorities
national development priorities (social and economic).

Chapter 2. Framework for a national eHealth vision page 10
Elaborating the health goals and challenges helps to identify specific areas where investing
in ICT can add value for health; the national development context (e.g. economic growth,
innovation), and shows how eHealth will also support development or market objectives.
Together, these aspects constitute the strategic context for the national eHealth vision.
2.2 eHealth vision

Going from context to vision requires making the link between why a national approach to
eHealth is required, and what eHealth will achieve. The strategic vision describes a national
health system that has been enabled by eHealth. It shows how eHealth will be used to respond
to the health systems priority goals and challenges, by achieving eHealth outcomes. It answers
the question of where does the country want to go with health and how eHealth will help get it
there.
The vision statement serves as a high-level message that health sector leaders can adopt and
communicate to their constituencies. It should be meaningful and understandable to important
stakeholder groups, particularly in terms of what the vision will mean for them.
2.3 Required components

The required eHealth components are the building blocks that need to be put in place to
achieve the vision. Comparing the required components with the current eHealth environment
shows what is already in place, and what is still needed. This will enable the formulation of
recommendations to be used as the starting point of a national eHealth action plan, which is the
focus of Part 2.
2.4 Suggested structure

A suggested structure for a national eHealth vision document, which can be modified for the
intended audience, is provided in Annex C.
Chapter 2. Framework for a national eHealth vision page 11
Chapter 3
National eHealth vision: overview of the

method
The Toolkit method is based on experience and lessons from countries that have already
developed a national strategy (Figure 4). A successful outcome requires effective leadership, a
well-managed process and stakeholder engagement. The vision is developed through an iterative
approach, which ensures it is grounded in the current context, yet is not overly constrained.
First, an initial unconstrained vision is drafted, based on a review of health system goals,
challenges and relevant international trends and best practices. Next, the vision is refined,
based on an analysis of the current eHealth environment, including opportunities and gaps.
Recommendations are drawn up which reflect priorities and resources, in preparation for Part
2: the development of an implementation plan. This chapter summarizes the steps. Details are
provided in Chapters 412 and a summary table in Annex E.
Figure 4. Method for developing a national eHealth vision
Manage the process
Engage with stakeholders
Establish the
strategic context
Draft an
initial vision
Learn from trends

and experience
Identify
required
components
Assess
opportunities
and gaps
Refine vision
and develop
strategic
recommendations
Gather information on the eHealth environment
3.1 Manage the process

The vision development process requires establishing the plan for conducting the process
(gathering information, drafting); mechanisms for approving and endorsing the vision; and
ensuring that consultation and communication with stakeholders is well managed. A successful
outcome requires on-going leadership and support, appropriate governance mechanisms, and a
core team with technical knowledge, analytical ability and excellent communication skills.
3.2 Engage with stakeholders

Producing a national eHealth vision that is well researched and supported requires working
with a range of multisectoral stakeholders, consistent with the governments role in eHealth.
An inclusive approach builds relationships and educates stakeholders, while gaining valuable
perspectives on what eHealth should deliver. This engagement is carried on throughout the
vision development process, to ensure that stakeholders interests are understood, that they
remain informed on progress, and that the vision has their continued support. This support
will be instrumental in developing and implementing a national action plan.
Chapter 3. National eHealth vision: overview of the method page 12
3.3 Establish the strategic context

The development of a national eHealth vision begins by establishing the strategic context, which
describes the health system goals and challenges that eHealth can help to address. The strategic
context is developed by researching population health, the current health system, and broader
health and development goals. The non-health context is also considered, to the extent that
social and development goals have implications for eHealth.
3.4 Learn from trends and experience

Research into the eHealth experience of other countries (including both successes and
failures), as well as trends and best practice, provides an understanding of the outcomes that
can be achieved, and the types of goals for which eHealth is relevant. Some eHealth practices
are driven by major shifts in technology; others by concerns about cost, quality and access;
still others by citizens needs and preferences, or by market incentives. Investing time in this
research is critical to gain an appreciation of the potential technologies, challenges and risks
that should be considered in planning. Since formulating a strategy requires a judgement about
the future, planners should also become familiar with new ICTs, their common elements, and
their potential use in country settings.
3.5 Draft an initial vision

An initial vision for eHealth is drafted once the strategic context has been defined and eHealth
trends, experience and best practice have been reviewed. The initial vision is unconstrained,
meaning that the limitations of the current eHealth environment are not considered at this
stage. This approach enables governments to understand what an ideal national eHealth
environment could provide in their own context, and avoids a typical focus on the current
environment alone. It also enables a more comprehensive view of opportunities that could be
pursued at a later date. Finally, it may indicate whether an incremental approach is sufficient to
develop the national eHealth environment, or whether a larger scale change may be required.
3.6 Identify required components

Once the initial vision for the national eHealth environment has been defined, it becomes
possible to identify the eHealth components, or building blocks, required to deliver the vision.
These components include: leadership and governance; strategy and investment; workforce,
standards, legislation and policy; and infrastructure and services.
3.7 Gather information on the eHealth environment

This stage focuses on determining which eHealth components already exist or will be
delivered during the timeframe being considered. This includes identifying traditional eHealth
components (such as existing health information systems and sources), as well as components
used by other parts of the public and private sectors, which could be re-used or shared (such
as eGovernment components, private sector information systems, or data assets). This type
of information will be used to refine the initial eHealth vision and to create a better balance
between aspiration and pragmatism.
3.8 Assess opportunities and gaps

This stage combines the knowledge of the required eHealth components and current eHealth
environment in order to identify opportunities where existing or planned eHealth components
can be re-used or shared; gaps that will need to be addressed to deliver the vision; and other
potential risks and barriers to the achievement of a national eHealth environment.
3.9 Refine the vision and develop strategic recommendations

The vision is refined, based on the opportunities, gaps, risks and barriers, and a set of strategic
recommendations is developed. These form the primary input to Part 2 of the Toolkit. This
stage also includes endorsement of the final eHealth vision and its subsequent communication
to the broader stakeholder community.
Chapter 4
Manage the process

This process focuses on the effective management of the development of a national eHealth
vision.
Manage the process
Establish the
strategic context
Identify
required
components
Draft an
initial vision
Learn from trends

and experience
Assess
opportunities
and gaps
Refine vision
and develop
strategic
recommendations
Objective
Effective leadership and governance of the vision development process improves transparency
and credibility, facilitates guidance, and ensures that mechanisms for approving, endorsing and
owning the national eHealth vision are in place. Effective management ensures that the process
is undertaken in a structured and timely manner with appropriate stakeholder consultation.
Activities
The process requires establishing or ensuring:
high-level health sector leadership and support
appropriate governance structure and mechanisms
a multi-disciplinary project team with the requisite skills and expertise
an agreed timeline and resources for completing the work.
Outputs
A credible, well-managed process resulting in a national eHealth vision that supports the
national health agenda and reflects the needs of health system stakeholders.
Chapter 4. Manage the process page 15
4.1 Health leadership and support

National planning processes, particularly significant reform or transformation initiatives,
require sustained leadership and commitment from senior government officials and healthsector leaders. Development of a national eHealth vision often launches a countrys formal
programme in eHealth. The strategy development and implementation process benefits from
a credible and respected leader, or leadership team, which actively and visibly champions the
effort. This sends a clear message that the national eHealth vision is being driven by the health
sector for the health sector. The leadership team secures the funding and resources required to
develop the vision, and assists in resolving major issues and challenges that may arise.
4.2 Governance structure and mechanisms

The governance structure and roles should be set up early in the vision development process to
gain credibility, coordinate efforts and establish the necessary expert and reference groups.
A governance mechanism is a committee, council, task force or special group that has the
mandate or responsibility to perform one or more of the functions below.
Oversight and steering (i.e. input, escalation, review and endorsement of deliverables)
Project management (i.e. progress monitoring, financials, risk management)
Subject-matter (expert) input across domains such as:
national health system and services delivery, including health workforce and budget
population health
national health strategy and policy
current health ICT and eHealth environment
other sectors including national infrastructure, telecommunications, education and
workforce capacity building, finance, etc.
Stakeholder engagement and consultation
Communications management.
The structure, reporting or accountability mechanisms can be flexible according to

organizational or ministerial structure, and the desired management of the process. See Figure
5 for an example of a governance structure, and a description of roles in Table 5.
Figure 5. Sample governance model for the development of a national eHealth vision
Health sector leadership
Steering committee
Stakeholder
reference and expert
advisory groups
eHealth strategy team
Broader stakeholder
environment
Table 5. Examples of governance functions, responsibilities and composition
Group
Responsibilities
Composition
Health sector
leadership
Gives overall direction, oversight and mandate
Secures spending authority and resources
Acts as the vocal and visible champion
Assists with resolution of major issues, problems,

conflicts and other challenges
Senior-level health sector decisionmakers, such as the Minister of Health or

the national health policy and strategy
council.
Steering
committee
Acts individually and collectively as a vocal and visible

champion through its representative organizations
Provides direction and guidance to the core team
Approves, endorses and owns the national eHealth vision
Makes decisions at key stages of the project
Assists in addressing risks, resolving issues and conflicts
Oversees overall progress, and approves changes to

scope or approach
Those individuals who should be

involved in making decisions in relation
to development of the national eHealth
vision, the acceptance of the vision, and
the progression of its recommendations,
including representatives from ministries
of health and ICT.
Stakeholder
reference
and expert
advisory
groups
Provides guidance on the development of outcomes and

recommendations, and supports the development of the
national eHealth vision
Assists in identification of existing or planned eHealth

components, and their re-use or sharing
Provides input into the development of eHealth

governance model
Provides insights into the implications of strategic

directions and recommendations for the stakeholder
groups
Reviews and provides feedback on findings, conclusions,

and draft deliverables
Academics, thought leaders and health

sector representatives. Not involved
directly in decision-making but able to
exert a high degree of influence due to
their acknowledged expertise in the field
and/or their role as formal or informal
advisers to key decision-makers.
An expert advisory group is a small

group of industry, sector or issue experts
who are asked to provide technical input
and advice.
This group should be established early

in the project, because it can take time
to identify individuals or representatives
from key organizations who will
participate.
eHealth
strategy team
Planning and management of the vision development

process.
Information gathering, analysis and drafting of the

Stakeholder research and consultation
Individuals skilled and experienced in

the management and delivery of largescale health sector strategy.
Broader
stakeholder
environment
Providing input to the development of the national

eHealth vision
Providing feedback on deliverables that have been

socialized or published
Individuals or organizations that are

impacted by, or have a particular interest
in eHealth and the outcomes of the
process.
The complexity of the nations health system and the associated stakeholder environment will
determine the number of individuals required in each group. This is particularly the case for the
eHealth strategy team as the effort associated with coordinating, management and consultation
is directly related to the complexity and size of the stakeholder environment.
4.3 Core strategy team

This Toolkit takes a project-based approach to development of a national eHealth vision, which
is a complex undertaking requiring knowledge and expertise across several disciplines. Not all
countries will have the expertise within the health sector to undertake the process. The core
strategy team should have health system and public health expertise as a starting point, and can
draw from other government agencies and the private sector as required.
The core project team should include or have access to the following skills, knowledge and
expertise:
understanding of the national health sector needs and challenges;
ability to research, analyse and extract lessons from international programmes and projects;
strategic analysis, planning skills and experience at the national level;
broad experience in working with stakeholders and communicating with broader

constituencies;
broad knowledge of ICT, eHealth, its components and its application in the sector;
senior health sector, ministerial or government representatives should also be in the team.
4.4 Timeline and milestones

The timeframe for developing a national eHealth vision can vary significantly, based on factors
such as the size and structure of the health system, the level of engagement and support sought,
the scope of the strategy, and the resources available for the process. Developing a realistic
project plan and updating it regularly is important to managing the project successfully.
Taking time to develop this plan enables the project team to understand the expectations of the
steering committee and decision-makers, and to keep them informed as the project progresses.
It also helps forge a common view across the team, enables coherence between different
strands of the project, and helps to anticipate long lead-time activities. Planning for internal
(team) coordination and communication, project documentation and management should be
conducted at an early stage.
The figure below shows two examples of the duration and timing of the steps to be completed
(Figure 6), varying between 1219 weeks.
Figure 6. Two sample timelines for developing a national eHealth vision

Week
Stage
10
11
. Manage the process

Establish the strategic context
Learn from eHealth trends
Draft an initial vision
Identify required components
Gather information on the

eHealth environment
Assess opportunities and gaps
Refine vision and develop

recommendations
Upper expected timeframe
Lower expected timeframe
12
13
14
15
16
17
18
19
Chapter 5

This process focuses on ensuring effective collaboration with stakeholders during the
development of a national eHealth vision.
Manage the process
Establish the
strategic context
Draft an
initial vision
Learn from trends

and experience
Identify
required
components
Assess
opportunities
and gaps
Refine vision
and develop
strategic
recommendations
Objective
Producing a national eHealth vision that is well researched and supported requires working
with a range of multisectoral stakeholders, consistent with the governments role in eHealth.
There is likely to be a number of stakeholder groups with an interest in a national eHealth
vision, which are keen to provide input and follow its progress. Careful management of them
is critical to ensure that the vision has appropriate input, support and acceptance. An inclusive
approach builds relationships and educates stakeholders while gaining valuable perspectives on
what eHealth should deliver. This engagement is carried on throughout the process to ensure
that stakeholders interests are understood, that they remain informed on progress, and that the
vision has their continued support.
Activities
Given the range of stakeholders that may need to be involved, working with them can be a
complex undertaking. Managing this complexity requires:
clarifying the role of government in national eHealth development;
identifying the stakeholder groups that may need to be involved;
developing a pragmatic approach to managing these groups, taking into account influence,
knowledge, and expertise; and
defining the points at which consultation will occur, ensuring this is communicated to
stakeholders and carried out as planned.
Outputs
An informed national eHealth vision that is relevant to, and supported by, stakeholders.
Chapter 5. Engage with stakeholders page 20
5.1 The role of government

Strategy development processes vary considerably according to the country context and the role
of government. Some strategies are precisely directed, others emerge in a more collaborative
way. This step clarifies the governments role and the main partners in eHealth development.
The role of the government will have a direct bearing on how the eHealth vision is developed
and the nature and level of stakeholder involvement (see Annex F, Governance continuum). The
implications for strategy and planning are outlined below (Table 6). Clarifying the governments
role will also facilitate, at a later stage, an understanding of the spectrum of interventions,
actions or policy levers that are available to support eHealth.
Table 6. Governments role and implications for strategy and planning
Market
Description
Implications for planning
Fully regulated
Government drives the development

and adoption of eHealth from a central
mandate. eHealth is generally implemented
through large-scale national or state
programmes and projects.
Government is responsible for developing the

national eHealth vision.
Limited stakeholder consultation is conducted on

the current eHealth environment and feedback
on the national vision; the content of the plan is
primarily driven by the government.
Guided market
Government provides central coordination

of eHealth in areas of national significance.
There is greater flexibility and reduced
central control and regulation in areas
where the health sector and market are
best positioned to play a role in developing
the eHealth environment.
Government is responsible for leading and

managing the development of the national eHealth
vision.
Government works with stakeholders to develop

the strategic context, vision and supporting
recommendations. Stakeholders may provide
subject matter expertise on the current and future
eHealth environment.
Content of the plan is driven by both the

government and important multi-sector
stakeholders.
Free market
Government provides no central authority

or governance over the development of
the national eHealth environment. There is
heavy reliance on external parties (such as
customers, care providers, and suppliers)
to cooperate and collaborate with each
other to develop the national eHealth
environment.
Government facilitates the process by which

stakeholders are brought together to develop the
national eHealth vision.
Government does not provide significant input or

content, but may play a facilitating and advisory
role to assist in the development of a national
eHealth vision, which different stakeholders will
endorse.
5.2 Identify and understand the stakeholders

Health and non-health sector stakeholders should be identified and their interests, expectations
and values explored. Taking time to understand their perspectives will enable a more
comprehensive picture to emerge of the technical, political and social context, and the
acceptability of potential strategic directions. It will also help in forming the case for eHealth in
terms of what benefits may be delivered to each stakeholder group, and how that group should
be involved in the planning and delivery of the vision itself.
Stakeholders from the health sector include:
health professional associations
hospital and health-services associations
academic, research institutes and think-tanks
health and disability insurance entities

patient associations and advocacy groups
general public
national, state and local public health and health-care authorities
private care providers including private health organizations, nongovernmental associations

and charitable affiliates
health ICT vendors (local, national and international firms)
media national and local, general and specialized (e.g. health-care).
Stakeholders from beyond the health sector also play an important role in developing and
implementing the vision, (e.g. expertise or services), or may benefit directly (e.g. through new
business opportunities). Examples include:
national civil services, vital registration and statistics offices
ICT/telecommunications ministries
private sector ICT infrastructure and service providers
education, social welfare and community services
defence and civil protection entities
innovation, industry and science institutes and ministries
treasury and finance institutions
international organizations and donors such as the European Commission, the World
Bank, the International Monetary Fund and United Nations specialized agencies.
These stakeholders should be analysed to inform the engagement process and communication
plan.
What are the main concerns, interests, mandate, experience and views of each stakeholder
group?
How supportive and influential is each group?
What expertise and/or resources may be available for the present strategy development, as
well as for implementation of the action plan?
What should be the role of each and how should they be involved (Figure 7)?
Are there stakeholders that are not organized but whose interests should be considered?
Understanding the different stakeholders makes it possible to determine the level, focus,
frequency and medium of engagement to use. Their interests, level of influence, and potential
contribution should be well understood before the start of communication. Research on
stakeholder interests and capabilities is useful not only for the strategy development process, but
will also be required for Part 2, implementation planning.
The strategy team will need to decide how to prioritize its efforts and how to engage most
effectively, particularly with those stakeholders most affected by the strategy, or most capable of
influencing it and its implementation. Serving the true customers of the strategy is as critical as
achieving buy-in for the vision.
5.3 Clarify stakeholder roles

Stakeholders may be characterized by the role, contribution, level of influence and interest that
each is likely to have in the development of a national eHealth vision. Understanding these
aspects will enable strategic engagement of key groups at the right points in the process
(Figure 7, Table 7).
Figure 7. Four common stakeholder roles in the development of a national eHealth vision
Key influencers
Advisers, academics, and senior

executives in health, funding
and investment organizations
Advocacy groups, health

executives, insurers, patient
associations
Engaged stakeholders
ders and g
ehol
ene
tak
ra
s
r
l
a
t
k
s
e
de
h
d
old
ge
a
e
g
r
En
fluence
n
i
r
ey
c
bli
pu
Individuals, carers, families,

community groups, employers
Br
oa
Broader stakeholders
and general public
Decision-makers
National eHealth steering

committee
Decisionmakers
Table 7. Stakeholder roles in a national vision
Role
Description
Examples
Decisionmakers
They set the overall vision and strategic direction,

guiding the vision and planning process. They are
responsible for approving, endorsing and owning
the national eHealth vision and carrying out
strategic recommendations.
National eHealth steering committee
Other government committees or councils to

which the steering committee reports (e.g.
the steering committee may be a subset of a
broader health and/or ICT council).
Key influencers
They are not involved directly in decision-making

but are highly influential in decisions relating to
the national eHealth vision. This is due to their
acknowledged eminence and expertise in the
field; and their role as formal or informal advisers
to key decision-makers.
Senior executives in key health organizations
Senior executives in funding and investment

organizations
Eminent academics and experts
Other advisers to steering committee members

and other relevant government committees
and councils
Engaged
stakeholders
They are not involved in, nor have influence on,

decision-making, but are a source of subject
matter expertise. They have a strong interest in
the national eHealth vision because of the impact
it will have on them and/or their organization.
Members of advocacy groups (e.g. privacy,

public, vendors, industry, unions, etc.)
Patient associations and advocacy groups
Health agency executives (e.g. NGOs, hospitals,

etc.)
Health committees and programmes
Broader
stakeholders
and general
public
There may be sections of the general public who

are aware of developments in eHealth and are
interested in the potential impacts on them.
Individuals
Carers
Families
Community groups
There may also be a requirement to ask the

general public to provide input or endorsement
of components of the national eHealth vision.
5.4 Determine approach to stakeholder engagement

Each stakeholder group requires a distinct approach to engagement and consultation, taking
into account its role (Table 8). Once this has been determined, it can also be used to plan where
stakeholders will be consulted during development of the vision.
Stakeholder engagement should be linked to a communications plan that sets out what and how
the project team will communicate about the project, including with the media. Mass media
outlets may be the only means by which the general public is informed and influenced about
it, so these outlets are particularly important if a high public profile is sought. National media
or specialized health media may express interest at any stage. Communications with other key
groups should be designed according to their level of interest, expertise and support. Channels
of communication and the way content is framed should reflect the goals of working with the
particular stakeholder group and will link to a later step of this process, when the benefits to
stakeholders are outlined.
Table 8. Sample stakeholder engagement approach
Role
Approach to engagement
Decision-makers
Frequent and formal contact to seek input, and guidance, present material for final review, and
seek acceptance and endorsement of recommendations.
Key influencers
Frequent and more informal contact to seek input and guidance and assistance in forming key
directions and recommendations.
Engaged
stakeholders
Initial consultation followed up with structured outward communications at appropriate intervals

to advise on process and outcomes.
and general public
May be managed through mass media or online questionnaires and surveying techniques. These
enable publication of material such as a summary of the eHealth vision, and seek input from the
general public through a questionnaire, poll or survey.
Generally, face-to-face consultations with the general public are not required during the
development of the national eHealth vision and action plan, although public consultation forums
can be used if needed.
5.5 Define where consultation will occur

The project team should develop a stakeholder consultation plan that describes in detail how,
when and for what purpose stakeholders will be engaged. A high-level example is provided in
Table 9.
Decision-makers
Consulted to gather input required to develop

the strategic context for national eHealth.
Review and endorse strategic health system

goals and challenges.
Consulted to identify international jurisdictions

and projects that should be considered or
explored as part of research activities.
Review and endorse timeframe for the national

eHealth vision.
Consulted to provide input into initial national

eHealth vision.
Review and endorse initial national eHealth

vision.
Consulted to provide input into required eHealth

components, in particular: leadership and
governance; strategy and investment; legislation
and policy.
Review and endorse required eHealth

components.
Consulted as part of identifying existing or

planned eHealth components within the nations
current eHealth environment.
Consulted as part of assessment of existing or

Review and endorse assessment outcomes (i.e.

re-use and sharing opportunities, gaps, risks and
barriers).
Provide input and guidance to the prioritization

of eHealth components that will be delivered
over the visions timeframe.
Provide input and guidance to the development

of strategic recommendations.
Review and endorse refined national eHealth

vision and strategic recommendations.
Stage
Establish the strategic

context for a national
eHealth vision
Identify relevant eHealth

trends and best practice
Construct an initial vision

for national eHealth
Identify the required

eHealth components
Gather information about

the current eHealth
environment
Assess the current state of

eHealth for opportunities,
gaps and barriers
Refine vision and

develop strategic
recommendations
Table 9. Sample stakeholder consultation plan
May be consulted to provide additional input

and guidance to the prioritization of eHealth
components.
Provide input and guidance to the development

of strategic recommendations.
Endorsed national eHealth vision and strategic

recommendations presented to key influencers
not involved in its refinement.
Consulted as part of assessment of existing or

Consulted as part of identifying existing or

Consulted to provide input into and review

required eHealth components, in particular:
leadership and governance; strategy and
investment; legislation and policy; services and
applications; infrastructure.
Consulted to provide input into initial national

eHealth vision.
Consulted to provide input into and shape

scenarios that put the eHealth vision into
practice.
Consulted to identify international jurisdictions

and projects that should be considered as
explored as part of research activities.
Consulted to gather input required to develop

the strategic context for national eHealth.
Key influencers
Broader stakeholders would

receive a summary of the refined
national eHealth vision as part of
the broader socialization process.
May be consulted as part of the

assessment of existing or planned
eHealth components.
May be consulted to identify

existing or planned eHealth
components.
N/A, not applicable
May be consulted as part of

refining scenarios that put the
eHealth vision in practice.
May be provided with an overview

of the initial eHealth vision to
which they can provide feedback
and comments.
May be consulted as part of

identifying compelling uses of
eHealth in similar nations and
geographical regions.
May be consulted to gather input

to understanding the challenges
facing the national health system
and population health.
May be provided with an overview

of the endorsed eHealth vision as
part of broader public awareness
and education.
N/A
N/A
N/A
N/A
N/A
May be consulted to gather general

public views on the health system
challenges that eHealth should be
used to resolve.
General public
The final plan should take into account the availability of stakeholders, and in particular seek
to reduce the number of consultations, interviews and discussions that need to be held with the
same stakeholder. This may be accomplished over a number of rounds, rotating the stakeholders
involved in each round (Table 10).
Table 10. Sample approach to stakeholder consultations
Round
Focus of engagement and consultation
Proposed mechanism
One
Preliminary consultations would explore questions such as:
Individual or small group

interviews
What are the priority challenges within the health sector that
eHealth may be able to resolve?
Why should we consider investing in eHealth?
What is our vision for eHealth over the next 510 years?
What should be the priorities for national eHealth?
What are the risks and barriers to delivering eHealth in our country?
What existing, current or planned initiatives are we aware of that

could be a foundation for a national eHealth vision or could be
scaled nationally towards the vision?
Which other countries could we learn from and why?

Two
A broader set of consultations would be undertaken to:

--Validate and refine initial drafts of the strategic context for
eHealth and the initial national eHealth vision
--Identify additional health sector challenges and benefits of

relevance to eHealth
--Explore eHealth components that would be required to deliver

the initial national eHealth vision.
Three
A set of targeted and focused consultations would be undertaken

to:
--gather information regarding the nations current eHealth
environment
--identify opportunities to re-use or share existing or planned
Group forums and workshops

wherever practical to facilitate
participation by a larger group of
stakeholders.
Individual or small group

interviews as required where
group forums are inappropriate or
impractical.
Scheduled on an as-needed basis
Individual interviews and small

group forums as appropriate;
video conferences and
teleconferences, as required.
eHealth components
--explore and assess model options for eHealth leadership and

governance
--discuss findings and recommendations with individual decisionmakers and stakeholders where required.
Chapter 6
Establish the strategic context

This stage focuses on the establishing the strategic context for a national eHealth vision.
Manage the process
Establish the
strategic context
Draft an
initial vision
Learn from trends

and experience
Identify
required
components
Assess
opportunities
and gaps
Refine vision
and develop
strategic
recommendations
Objective
Developing a national eHealth vision begins by establishing the strategic context, which
describes the priority health system goals and challenges that eHealth will help to address. The
strategic context is developed by researching population health; the health system; national
health strategy, priorities and goals; and social and economic development goals.
Activities
Research population health and demographics.
Describe the health system.
Review the national health strategy, goals and priorities.
Identify economic and social development goals relevant to eHealth.
Identify work already done on strategies for eHealth, ICT or health information systems.
Identify the strategic goals and challenges most directly affected by the eHealth vision.
Describe how a national eHealth environment can support these goals and challenges.
Outputs
The strategic goals and challenges to delivering improved health outcomes, along with an
understanding of the relative strategic priorities for the sector.
The potential role for eHealth in addressing these goals and challenges.
Chapter 6. Establishing the strategic context page 27
6.1 Research population health and demographics

Objective
This step focuses on forming a broad understanding of the health of the population, and how it
is expected to change over the next 1020 years (Table 11).
Table 11. Population health and demographics
Dimension
Sample questions
Size and
demographics
What is the size and age distribution of the current population?
What are the primary geographic, social, economic and other demographic segments (e.g.
population living below the poverty line, age groups, literacy, and other relevant indicators)?
How are these various segments expected to change?
Current health
outcomes
What are current health outcomes, such as:

--average life expectancy
--mortality rates and causes

--primary diseases and risk factors, particularly affecting poorer populations
--other important national and international health measures?
Implications of
demographic trends
What demographic changes are forecast to occur?
What challenges will these changes create for the health system?
Implications of
health outcome
trends
What changes in population health outcomes are forecast to occur?
What health and non-health factors are expected to be responsible for these changes?
What challenges will these changes create for the health system?
Recommended outputs
This step should produce an understanding of:
current population health and demographics, and anticipated changes
the implications of these changes for the health system
specific challenges for segments of the population (age groups, socioeconomic groups, etc.).
Approach
Internal research and analysis, supported by stakeholder interviews.
Internal research and analysis

The project team should use available data and information resources to minimize the time
spent on this step. Data should be requested from the national health department and agencies
responsible for collecting and publishing the data. Other sources include international agencies,
such as WHO, which collect and publish data and country reports. A literature search may
identify additional information resources.
Stakeholder interviews
Interviews should be conducted with health ministries, departments and agencies responsible
for monitoring and reporting on population health, where internal research has been unable
to locate the required information. Additional interviews with ministries, departments and
agencies responsible for health planning may also be useful to gain insights into the health and
non-health drivers of population health outcomes.
6.2 Describe the health system

Objective
This step focuses on understanding the national health system, including challenges of access,
cost and quality of services and its overall management (Table 12).
Table 12. Examples of health system dimensions to be explored
Dimension
Sample questions
Services
What types of health services1 are available to citizens?
What health-care services cannot be delivered to the population and what challenges or barriers are
responsible for this?
Structure and
roles
Which entities2 plan, manage and deliver health services at a national, state, regional and local level?
What are the responsibilities of these entities and what are their relationships with each other?
What gaps or challenges exist with the current health system structure?
Workforce
What is the size, education and distribution of the health workforce?
Where are workforce imbalances occurring, or expected to occur in the future?
What impact will these imbalances have on the health system, services and health outcomes?
Funding
What is the current expenditure of the national health system?3
What model is used to fund the national health system?4
What changes in health-care spending and funding models are likely to occur?
What are the funding and budget cycles for the health system, and which entities are involved?5
Governance,
policy
and regulation
What governance and policy mechanisms exist at a national, state, regional and local level?
What are the relationships and interactions between these mechanisms?
How are regulation and performance monitoring of the health system undertaken?
Effectiveness
and efficiency
What challenges affect the quality and safety of health services?
What challenges affect the effort, time and cost associated with delivering health services?
Accessibility
What challenges affect the ability of certain population segments to access health services?
Notes:
1 Examples of health-care services include primary care, allied health, specialist services, pharmacy, community health,
diagnostic and laboratory, acute care, and health services for the aged.
2 Examples may include public health departments, agencies, organizations and providers, private health-care organizations,
networks and providers, and nongovernmental organizations (NGOs).
3 Countries may not have this information available. This should not be viewed as a barrier to creating a national eHealth
vision. But it may increase the complexity of constructing an economic case for investment in eHealth.
4 Funding models may include taxation, social health insurance, private health insurance, out-of-pocket payments, donor
funding.
5 This includes consideration of planning and funding processes for major donors.
Recommended outputs
This step should produce a summary of:
the national health system
health system challenges, and any communicated priorities regarding them
potential challenges to the development of a national eHealth environment.
Approach
Internal research and analysis, supported by interviews with health sector stakeholders.

This step should focus on obtaining information on the national health system. This
information should be available from national, state, regional and local health departments and
agencies, as well as through Internet-based research. International agencies such as WHO also
publish reports on country health systems.
Health-sector stakeholders should be consulted as part of developing an understanding of
the health system and associated challenges. Both broad and specialized perspectives should
be sought. Consultation ensures that the necessary information is collected and provides
stakeholders with the opportunity to outline their views on the potential role and contribution
of eHealth.
6.3 Review health strategy, goals and priorities

Objective
This step focuses on identifying the health strategies, goals and priorities that may exist (Table 13)
and distilling them into a common group on which a national eHealth vision can be developed.
A national vision cannot be developed until this alignment exists.
Table 13. Examples of health strategy, goals and priorities
Dimension
Sample questions
Challenges
What are the current challenges to the health system and broader health sector? Areas to consider:
--population health
--equity and accessibility of care

--health workforce supply and distribution
--health system structure and organization
--effectiveness and efficiency of health-care delivery
--emergence of advanced medical treatment regimes
--funding, insurance and cost of care.
Priorities
What are the governments stated priorities for addressing these challenges?
Strategy
What is the national health strategy?
How recently has the strategy been developed and what is its timeframe?
Goals and
targets
What goals and targets have been identified as part of the national health strategy?
What commitments have been made to achieving international health goals?1
What other international obligations, partnerships or programmes are in place?2
Timeframes
What are the timeframes for delivering the health strategy, goals and priorities?
Initiatives
What major health system improvement, transformation or reforms are underway or planned?
Funding
What are the implications for future funding of the nations health system?
Notes:
1 Such as the Millennium Development Goals (MDGs), which UN member states have committed to achieving by 2015.
2 Such as the International Health Regulations (IHR), and the Partnership for Maternal, Newborn and Child Health (PMNCH).
Recommended outputs
The output of this step should be a set of strategic themes, goals and priorities that are
supported by the relevant health-sector leaders and decision-makers.
Approach
Countries may not have a well-articulated health strategy, set of goals, or priorities. Often
multiple versions of these co-exist at national, state and regional levels. This step will require
consultation with health-sector stakeholders to identify and refine these to an agreed set that
can be used for the basis of developing a national eHealth vision.

This step should focus on reviewing information on a countrys health strategy, goals and
priorities. Information may be in the form of a health strategy, reform agenda, or a set of
future health-care policies or principles. Sources will depend on the structure and governance
of the health system, but will probably be found in national, state, regional and local health
departments and agencies.
Interviews with stakeholders should refine or confirm internal research. Stakeholders
responsible for health strategy, planning and policy at a national, state, regional and local level
should be selected, including:
health strategists and planners from both the public and private sectors
health policy-makers
politicians and ministers with a health portfolio.
Workshops may need to be conducted where discussion is required to explore and resolve
divergent strategies, goals and priorities.
6.4 Identify development goals relevant to eHealth

Objective
This step focuses on determining whether there are important social or economic development
goals or commitments that should be considered as part of developing a national eHealth
vision. While eHealth strategies are primarily developed to deliver health benefits for countries,
they can also be an important mechanism for facilitating cooperation at the regional level and
driving investment in ICT infrastructure, research and development. For example, a national
eHealth strategy could establish incentives and facilitate the development of technologies for
export, promote a new market, or serve as a driver for innovation in the nations health ICT
sector.
Recommended outputs
This step should identify additional non-health sector drivers that are relevant to eHealth and
that should be considered in the development of a national eHealth vision.
Approach
Internal analysis followed by validation with high-level sector stakeholders.
Internal analysis
Regional documentation, reports, announcements or cooperation agreements should be
obtained from development partners in other ministries, agencies or institutions. These
agreements may take the form of policies, major commitments such as the Millennium
Development Goals, and instruments such as directives and recommendations used by entities
such as the European Commission, for example. These agreements can then be analysed to
understand how the development of a national eHealth environment may provide opportunities
to align with or to further their goals and targets.
Refinement and validation with stakeholders

Interviews with stakeholders in science, technology, development and related ministries can
help validate the findings, shed light on the priorities and timeframe, and clarify how these may
inform the development of the national eHealth vision.
6.5 Review existing strategies for eHealth, ICT or health

information systems
Objective
This step reviews work done to date and status on strategies related to eHealth. These could be
in the area of eHealth (vision statements, goals, policy documents, government mandates or
pledges), health information systems, or ICT.
Approach
Internal analysis followed by validation with high-level sector stakeholders.
Internal analysis
Review of health and ICT ministry documentation, including a review of resolutions, mandates,
policy statements or commitments. Previous reports or other documentation can yield valuable
insights and lessons for the current effort.

Interviews with stakeholders and expert groups.
6.6 Select goals and challenges where eHealth will have the
most impact
Objective
This step focuses on combining the knowledge gained through the previous steps to identify the
strategic goals and challenges that can best be supported by eHealth. While there may be many
of these only some will be directly supported by a national eHealth environment. This step aims
to identify those where eHealth can have the biggest impact, to be used as the basis for defining
the national eHealth vision.
The goals selected may be common across the areas of population health, health system,
health strategy, and broader social and economic development, or may be important goals and
challenges that have occurred in only one of these areas (Table 14).
Table 14. Strategic goals and challenges: common areas
Area
Sample questions
Population health
What are the strategic goals for improving the health outcomes of the population?
What challenges will be created by current and expected changes in population health?
Equity and accessibility
What are the challenges impacting the delivery of equitable and accessible health services
across the population?
Health workforce supply

and distribution
What are the challenges facing the supply of the nations health workforce and its ability to
support effective and efficient health-care delivery at all levels of care?
What are the challenges related to the distribution of a nations health workforce and its
ability to support effective and efficient health-care delivery in metropolitan, regional, rural
and remote parts of the nation?
Health system structure

and organization
What are the challenges caused by the existing structural, funding, governance and
leadership arrangements of the nations health system?
Effectiveness and
efficiency of health-care
delivery
What are the challenges that affect the quality and safety of health services delivered to the
population?
What are the challenges affecting the effort, time and cost associated with delivering health
services to the population?
Emergence of advanced
medical treatment
regimes
What are the opportunities and challenges associated with the emergence of advanced
medical treatment regimes and the demand for these by the population and health-care
providers?
Funding
What are the funding challenges for health systems, trends in public and private spending,
sustainability of the health system, projected funding and its impact on future health
services?
These are just examples, and the specific goals and challenges may differ significantly between
countries. However, the process for reaching them is the same.
Recommended outputs
This step should produce a clear description of the main strategic goals and challenges around
which the national eHealth vision will be developed.
Approach
Internal analysis followed by validation and refinement with health-sector stakeholders.
Internal analysis
The information collected so far should be consolidated to form a manageable number of
strategic goals and challenges around which a national eHealth vision can be constructed.
Based on existing country experiences, between five and eight strategic goals and challenges
are recommended. More than eight increases the complexity of developing a well-structured,
understandable vision and action plan. A large number of goals and challenges should be
grouped into a set of strategic themes. The vision can then be drafted to respond to these themes.
It is also important to avoid overlap and duplication among goals and challenges. If, for
example, one challenge is actually a result of another, the focus should be on the main
challenge.

The strategic goals and challenges should be reviewed with key stakeholders and refined based
on their feedback. This essential step should focus on developing a consensus on the set of
themes, goals or challenges around which the national eHealth vision will be constructed.
These are just examples, and the specific goals and challenges may differ significantly between
countries. However, the process for reaching them is the same.
6.7 Describe how eHealth will support selected goals

Objective
This step explores the relationship between flows of health information, and the goals and
challenges identified in the previous step. The focus is on determining how health information
flows may need to change. It may also identify how the development of a national eHealth
environment could support non-health sector goals and challenges.
Health information flows refers to electronic exchange of information within the health sector,
and the provision of health services through electronic channels. Exploring a strategic goal
or challenge from this perspective helps determine how these flows may need to be improved
to enable a goal to be met or a challenge to be overcome. This is a critical step towards
understanding what a national eHealth vision has to do to enable or support a health system.
The questions below may assist in understanding the implications of strategic goals and
challenges for eHealth.
What are the main information flow challenges that currently exist?
How do these challenges act as a barrier to achieving a strategic goal or overcoming a
strategic challenge?
How will the flow of information in the health sector need to change?
What information, knowledge and tools would need to be made available to individuals,
health-care providers, managers and policy-makers?
Recommended outputs
This step should describe the implications for eHealth arising from the themes identified in the
previous step. These should be described in terms of health information flows or the potential
impact on other sectors.
Approach
Internal analysis to determine and describe how eHealth will support health and development
goals:
the strategic goals and challenges for the health system and social and economic
development;
the implications of these goals and challenges;
description of how sharing and access to information and other electronic health services
can address health goals;
description of how a national eHealth environment may allow non-health goals and
challenges to be addressed.
Chapter 7
Learn from eHealth trends

and experience
This stage focuses on identifying and learning from relevant eHealth trends and experience.
Manage the process
Establish the
strategic context
Draft an
initial vision
Learn from trends

and experience
Identify
required
components
Assess
opportunities
and gaps
Refine vision
and develop
strategic
recommendations
Objective
Research on the eHealth experience of other countries (including successes and failures), as well
as trends and best practice can provide an understanding of the outcomes that can be achieved
and the types of goals for which eHealth is relevant.
Activities
Research national eHealth visions, strategies and programmes.
Research international eHealth trends, best practice and outcomes.
Outputs
An understanding of:
how eHealth is being used in similar countries and settings
the types of health system goals or challenges that eHealth can address
evidence of the specific benefits that eHealth has delivered in similar settings.
Chapter 7. Learn from eHealth trends and experience page 35
7.1 Research national eHealth visions, strategies and

programmes
Objective
This step identifies knowledge and lessons from other national eHealth visions, strategies and
programmes that may be used as input to the development of a national eHealth vision.
Examples of the type of information that this step should seek to identify include:
health system goals and challenges that countries are trying to address through eHealth
strategic recommendations on how eHealth should be used
non-health sector goals and challenges where eHealth has been applied
changes to information flows in health systems and services
current and planned eHealth programmes, projects and pilots
the current eHealth environment (and constraints) in which eHealth is implemented
lessons learned from successes and failures.
This step should focus on countries that may be similar in terms of:
health system structure and operation
health system goals and challenges
eHealth and national development context.
Recommended outputs
This step should produce a broad understanding of the national eHealth visions, strategies and
implementation programmes of similar countries.
Approach
Internal research and analysis, complemented with exploratory interviews with representatives
from other countries.

This step requires selecting appropriate countries and deciding the questions to be asked. A
small set of countries should be decided upon at an early stage in order to focus research efforts
and ensure this step is appropriately time-limited. This can be a challenging undertaking, due
to a lack of familiarity with other countries, a lack of comparability in many instances, and the
time required to undertake this work.
Information should be sought from the relevant health departments and agencies. Some
countries may have a dedicated eHealth department; or eHealth may be delegated to a nonhealth department or agency. The existence of these entities should be confirmed early in the
process.
Reports from international agencies, such as WHO, may be of use when information is not
directly available from countries. Relevant reports should be reviewed as input to this step.
Exploratory interviews
Relying on research alone for a full understanding of another countrys eHealth programme,
and the lessons associated with its implementation, can also be challenging. For countries of
particular interest there may be value in organizing regional meetings, study tours or interviews
with individuals who are responsible for eHealth. It is important to focus the enquiry on
experience and lessons learned. Most countries are open to sharing knowledge about their
eHealth experience. The primary challenge is often locating the right individual(s) with whom
to communicate, particularly in those countries without a nationally-coordinated approach to
eHealth.
7.2 Research international eHealth trends, best practice and

outcomes
Objective
This step develops a broader understanding of how eHealth can be applied to health systems
goals and challenges. Globally, there are numerous projects and research studies on the
application of eHealth to particular health systems, settings and challenges. Understanding
these and the benefits and outcomes they have delivered helps to inform a national eHealth
vision.
Examples of the type of information that this step should seek to identify include:
eHealth services and applications in use in other countries
health system goals and challenges that eHealth services and applications address
health system settings in which these services and applications are being used
challenges and barriers experienced in delivering eHealth
measured benefits or outcomes, such as clinical effectiveness outcomes (e.g. reductions in

adverse medication reactions) and efficiency outcomes (e.g. reductions in the number of
diagnostic tests requested).
Recommended outputs
This step should lead to an understanding of the common ways in which eHealth has been used
in other countries to address specific health system goals and challenges, and the benefits and
outcomes that it has delivered.
Approach
Research should focus on information on the use of eHealth to address health system goals
and challenges. Most of this research can be conducted via the Internet. Common sources
of information include government, agency and industry reports on the use of eHealth and
studies found in clinical, technology and other journals and publications. Information from
international agencies such as WHO can also be used as input to this step.
Chapter 8
Draft an initial vision

This stage focuses on drafting an initial unconstrained eHealth vision.
Manage the process
Establish the
strategic context
Draft an
initial vision
Learn from trends

and experience
Identify
required
components
Assess
opportunities
and gaps
Refine vision
and develop
strategic
recommendations
Objective
A national eHealth vision describes how eHealth will contribute to achieving a countrys health
goals. It will reflect stakeholder input obtained so far, and be informed by research on global
eHealth trends and practices.
Activities
Agree the time horizon for the eHealth vision.
Define desired eHealth outcomes based on health goals and challenges.
Describe the rationale for each outcome sought; link outcomes to the strategic context.
Develop an initial vision statement.
Describe what delivering the national eHealth vision will mean for stakeholders.
Develop one or more scenarios that put the national eHealth vision into practice (optional).
Outputs
A description of:
the health system outcomes that eHealth should enable or support

(Note: outputs and outcomes are defined in Annex G)
the rationale between outcomes and the strategic context for eHealth
the benefits to stakeholders
one or more scenarios that demonstrate the national eHealth vision in practice (optional).
Chapter 8. Draft an initial vision page 38
8.1 Agree the time horizon

Objective
This step determines the time horizon for the eHealth vision. This improves focus and ensures
that the benefits and outcomes can be described in terms of a target delivery date (e.g. By 2020
eHealth will enable the country to).
The time horizon takes into account:
the national health strategy and its timeframe for targets and goals
lessons from other national eHealth strategies, and associated timeframes
guidance provided by senior political and health sector decision-makers.
Recommended outputs
This step defines the timeframe for the national eHealth vision, agreed to by health sector
leadership.
Approach
Internal analysis followed by review and agreement of relevant stakeholders.
8.2 Define the desired eHealth outcomes

Objective
This step defines the change, or outcomes, that a national eHealth environment should produce.
It answers questions on what will be achieved or changed by using eHealth, and how the health
system and services will change as a result (Table 15).
eHealth outcomes are achieved by establishing a national eHealth environment that:
improves information flows within the health sector
improves electronic access to health services and information.
eHealth outcomes are derived from strategic themes (goals and challenges) and country context.
Once agreed, the eHealth outcomes form the basis for determining the required components.
Table 15. Sample questions for defining eHealth outcomes
Sample question
Areas where changes may be needed
What changes to the health

system and services are
required to meet the goals
identified in the strategic
context?
Health system and services planning, management and reporting
Models of care
Coordination and continuity of health-care delivery
Access to health-care resources and infrastructure
Supply and distribution of the health workforce
Quality and safety of health-care delivery
Time and cost of health-care delivery
Role of individuals in managing their own health and well-being
Policy, investment and research decision-making
Where are changes

needed?
What changes to health

information flows, etc.
would support these
desired changes?
Capture and sharing of health information between health-care providers
Capture and sharing of population health data
Monitoring and reporting on population health outcomes
Access to medical information and care delivery tools that support health-care providers
in delivering care to individuals
Access to health education and awareness information for individuals and carers
Access to health services for individuals in remote or rural communities
Recommended outputs
This step should describe the eHealth outcomes, followed by:
the required changes to health information flows or the way in which health services are
delivered; and
the health system outcomes that result.
This approach ensures each description can stand alone, but that its value to the health system
is clear (Box 1).
Box 1. Examples of eHealth outcomes
Enable electronic access to appropriate health-care services for citizens in remote, or rural communities.
Facilitate continuous improvement of the health system through more effective utilization of health outcome
information.
Improve the quality, safety and efficiency of clinical practices by giving care providers better access to patient
information, clinical evidence and decision support tools.
Support more informed policy, investment and research decisions through access to timely, accurate and
comprehensive reporting health-care system activities and outcomes.
Ensure the right consumer health information is made available electronically to the right person at the right place
and time to enable informed care and treatment decisions.
Enable the health sector to operate more effectively as a connected system, overcoming fragmentation and
duplication of service delivery.
Provide consumers with electronic access to the information needed for better management and control of their own
health.
Enable multi-disciplinary teams to communicate and exchange information electronically and provide bettercoordinated services across the continuum of care.
Approach
Internal working sessions to formulate a concise description of how eHealth will be used to
respond to health system goals, encompassing insights from research into eHealth trends and
best practice. Experience suggests that consultation with stakeholders on eHealth outcomes
should be delayed until the vision statement has been drafted and the impact on stakeholder
groups identified.
8.3 Link eHealth outcomes to the strategic context

Objective
This step describes the rationale between the strategic context and the eHealth outcomes
defined in the previous step. A national eHealth vision should demonstrate how it addresses
health system goals, and how it responds to stakeholders needs. Without a clear link to the
strategic context, a national eHealth vision risks being misinterpreted or considered irrelevant.
In some cases, eHealth outcomes will address multiple health system goals, so outcomes should
be described in a broad manner. Describing the rationale clearly makes the relationships
explicit.
Recommended outputs
This step should produce a description of the rationale between eHealth outcomes and the
health system goals defined as part of the strategic context for eHealth (Box 2).
Box 2. Sample links between eHealth outcomes and health system goals
Health system goal or challenge
Health workforce shortages primarily affect rural and remote communities, due to the concentration of professionals in
urban areas.
eHealth outcome
Rationale
Enable electronic access to appropriate health-care

services for patients in rural and remote communities.
Enabling individuals to access services through electronic

means will partly compensate for health workforce shortages.

To have halted by 2015 and begun to reverse the spread of HIV/AIDS in our country.
eHealth outcome
Rationale
Provide individuals with electronic access to the

information they need about preventing HIV/AIDS and
other diseases.
Access to education and awareness information about HIV/

AIDs and other sexually transmitted diseases is an effective
way to combat the spread of these diseases.
eHealth outcome
Rationale
Facilitate improved monitoring and surveillance of

population health through more effective data collection,
reporting and exchange.
Surveillance and reporting on HIV/AIDS is essential to the

planning and implementation of programmes aimed at
halting and reversing the spread of the disease.
Additional information could be provided to strengthen the rationale for the associated eHealth
outcome. Examples include outcomes of relevant eHealth projects and other studies, identified
through research and stakeholder consultation.
Approach
Internal working sessions are held to develop a sound rationale for each outcome sought. The
knowledge to support this step should exist largely through activities already undertaken.
Country experience recommends that consultation with stakeholders on the rationale should
be delayed until the national eHealth vision statement has been drafted, and impacts on
stakeholders identified.
8.4 Develop an initial vision statement

Objective
This step develops an initial vision statement that can be endorsed by political and health
sector decision-makers, used to support health policy, and easily communicated to stakeholders
and constituencies. The statement should be meaningful and relevant, and should not be
technology-oriented.
A vision statement is a high-level statement that communicates the value of eHealth in a simple
and understandable manner. It describes how eHealth will lead to achieving the strategic
benefits for the health system, and within what timeframe.
Recommended outputs
This step should produce a vision statement that has been reviewed and refined with the
relevant stakeholders (Box 3).
Box 3. Sample structure for an initial vision statement
By [timeframe]
eHealth will deliver [strategic benefits and outcomes for the health system and population]
through [strategic changes to health information flows].
This structure ensures that the vision statement for eHealth can exist in isolation and still
communicate the value of investing in a national eHealth environment (Box 4).
Box 4. Sample country vision statement for eHealth
By 2020
eHealth will enable a safer, higher quality, more equitable and sustainable health system
for all citizens
by transforming the way information is used to plan, manage and deliver health services.
Visual models can be used to communicate complex vision statements (Figure 8).
Figure 8. Sample visual model for an eHealth vision statement
Health system priorities

Benefits to
health system
Benefit 1
Benefit 2
Benefit 3
eHealth
outcomes
Outcome 1
Outcome 2
Outcome 3
The model above communicates a vision for eHealth through three elements:
the strategic health system priorities and focus for eHealth
the expected benefits or outcomes to the health system
the eHealth outcomes that are sought.
Approach
This step requires internal working sessions to draft a compelling vision statement for eHealth.
Once developed, the statement should be reviewed with a small group of stakeholders. The
focus should be on refining the content of the statement, the eHealth outcomes that underpin
it, and the manner in which the vision has been articulated. Broader consultation on the vision
statement should be deferred until the impact of the vision has been described for stakeholders.
8.5 Describe what the eHealth vision will mean for

stakeholders
Objective
This step describes how eHealth will change stakeholders experience with the health system.
This helps stakeholders understand what eHealth means for them, and is critical to gaining
their support for the vision (Table 16).
Table 16. Sample questions for describing the vision for important stakeholders
Example questions
Potential considerations
Which are the important

stakeholder groups for
which the vision should be
described?
Individuals
Health-care providers
Health-care managers and administrators
Medical researchers
Others, including subgroups within the above stakeholder groups (e.g. rural and
remote individuals, rural and remote health-care providers)
Note that this should build on stakeholders understanding that has been developed
during the activities in Section 4.
What is each stakeholder

groups current experience
when interacting with the
health system?
How will eHealth improve

their experience with the
health system?
This should be driven by the health system challenges that were identified through the
strategic context, which may include areas such as:
access to health information
access to care delivery tools
access to health-care services
coordination and continuity of health-care delivery
their role in the health system.

This covers the same areas as above, except that the focus is on describing practically how
the challenges will be overcome as a result of delivering the vision.
Recommended outputs
This step should describe the eHealth vision for important stakeholder groups, including:
challenges they currently experience in relation to health services or the health system
improvements they would experience if the vision were delivered (Box 5).
Box 5. Sample national eHealth vision for health-care providers
The 2020 eHealth vision for health-care providers

Delivering our national eHealth vision will enable health-care providers to make more informed decisions at the point of
care as a result of better access to accurate and complete individual health information, the support of decision-support
tools and access to an improved evidence base for treatment decisions. They will deliver care more efficiently and be able
to share information and coordinate care delivery more easily with other providers.
What happens today?
What will the eHealth vision deliver by 2020?
Working with incomplete information when

providing patient care.
Wasting time collecting patient information and

duplicating treatment activities.
Manually coordinating care with other providers and

exchanging information in an inefficient, incomplete
and ad hoc manner.
Risking the occurrence of adverse events through

incomplete information and a lack of access to
decision-support tools at the point of care.
Limited ability to interact with patients remotely.
Difficulty in monitoring adherence or response to

treatment and medication.
Limited means to monitor effectiveness of service

delivery outcomes.
Health professionals will have an integrated and complete

view of patient health information at the point of care.
Multidisciplinary provider teams will be electronically

connected to enable more coordinated care delivery.
Health professionals will be able to share information

electronically in a timely and secure manner across different
locations and all parts of the health sector.
Health professionals will have access to data that allows them

to monitor and evaluate service delivery outcomes more
effectively.
Health professionals will be able electronically to order tests,

prescribe medications and refer individuals to other providers.
Care decisions will be supported by access to information

sources and decision-support tools at the point of care.
Health professionals will be able to interact electronically with

patients regardless of location.
Health professionals will be supported by automated patient

monitoring.
Approach
This step is an internal activity that develops descriptions of what the eHealth vision will
mean for important stakeholder groups, particularly in terms of benefits and improvements
in their current experience with the health system. Once developed, the descriptions should
be reviewed and refined with each group to ensure they are accurate and meaningful. This is
where stakeholders start to understand what the vision means for them, so consultation may
uncover opinions, perspectives and concerns that require revisiting the eHealth outcomes. In
fact, this is often the point where refining the national eHealth vision begins.
8.6 Develop one or more scenarios that put the national

eHealth vision into practice (optional)
Objective
This step develops scenarios that communicate how a national eHealth vision will look
in practice. Scenarios typically describe hypothetical but common, real-world situations
illustrating how challenges would be addressed by eHealth.
Scenario development is an optional step that provides additional detail for stakeholders.
Country experience suggests that scenarios are valuable for educating and building awareness
of the intended role of eHealth.
Developing scenarios requires an understanding of:
the stakeholder groups that should feature in the scenario
the current health system challenges that the scenario should focus on demonstrating
the future role of eHealth in overcoming these challenges.

Recommended outputs
This step should produce one or more scenarios that will assist important stakeholder groups to
understand how delivering the national eHealth vision will improve their experience with the
health system (Box 6).
Box 6. Sample scenario
How eHealth would change Akeyos experience
Akeyo and her family live in a rural area in east Africa where over 65 per cent of the 4.4 million people live below the
poverty line. Akeyo has recently been diagnosed with Type 2 diabetes. This happened almost by chance, when she was
visiting the nearest health centre with her daughter for a routine immunization. During the discussion with the doctor,
Akeyo reporting feeling frequently tired herself. The doctor requested a blood test, which led to the diagnosis.
Akeyos experience with the current health system

It takes Akeyo and her family, including six children over three hours to walk to the health centre, which has a visiting
doctor from one of the sub-district hospitals. Akeyo has not met this doctor before and they are unlikely to meet again
because the doctor will only be at the clinic for one day, and has over 100 patients to see and children to immunize.
While the doctor is administering the childhood immunization to her daughter, Akeyo mentions she is more tired than
usual. The doctor orders a blood test which shows that Akeyo is experiencing the onset of Type 2 diabetes. Akeyos
doctor has only one minute to explain to her what Type 2 diabetes is and how to manage her symptoms. There is no
paper-based information to give her, and thus she must rely on the doctor and community health worker present to
give her the information she needs very quickly.
Walking back to her village from the clinic with her children, Akeyo is confused, and does not understand the
implications of the diagnosis or how to manage her condition. She has no access to written or electronic information on
diabetes (such as information available via the Internet).
Akeyo is very busy with her family and life goes on. Forgetting about her diagnosis, she does not change her diet or
level of exercise or receive further support for her condition. Over time Akeyo notices that she is becoming even more
tired and is experiencing tingling in the toes of her left foot and blurred vision. She is no longer able to walk the three
hours to the health centre, and the complications from her Type 2 diabetes are becoming more serious. She is now at
great risk of blindness, heart disease, nerve damage and loss of blood flow to her limbs, as well as kidney disease. This
means she that will no longer be able to look after her children adequately and is at risk of premature death.
How eHealth would change Akeyos experience with the health system
With growing mobile phone penetration in the country, Akeyos experience could have been quite different. For
example, her husband has a mobile phone which could have been used to deliver mobile eHealth (or mHealth) services.
With the introduction of mHealth, the events that occurred in the above scenario would have been different in the
following ways:
Preemptive care
--Education diet and general health information regarding diabetes could have been delivered to Akeyo via her
husbands mobile phone, telling her what she should and should not be eating in order to manage her blood sugar
levels better.
--Helpline a helpline could enable Akeyo to get advice and consult about her diabetes with a health worker or
doctor. Akeyo could receive dietary counselling to help manage her blood sugar levels, and information on when a
medical adviser would be at the nearest health centre if she needed to make an appointment.
--Treatment support a mobile community health worker would visit Akeyos village once a week and provide it with
Bluetoothbased blood glucose metres. Akeyo could now regularly measure her blood glucose level and upload
this to a diabetes management service via mobile phone. This would enable remote health-care providers to
monitor her blood glucose levels and send her an SMS with health management information. She would also receive
a weekly SMS with updated advice, and information, to help keep her focused and motivated.
Safer care with the implementation of Electronic Health Records (EHRs) or summary records Akeyos medical
practitioners would now be aware of her diagnosis and help her manage her chronic illness. They would know to
check her glucose levels when they meet and to review her treatment options, prescribing medications if necessary.
More efficient use of a care providers time having access to Akeyos EHR means that the visiting mobile communitybased health worker would no longer have to ask Akeyo for her health information each time they meet. This record
would also be available to other medical professionals that Akeyo may interact with either in person or by phone.
In this scenario, Akeyo is now much more successful in managing her Type 2 diabetes and in avoiding the serious
complications, because there is adequate monitoring of her condition and control of her blood sugar levels. This means
that her quality of life and life expectancy will be dramatically improved, and she will be able to continue to work, and
care for her family.
Approach
Developing scenarios is a creative exercise that involves constructing a story to demonstrate
how eHealth will improve the health system experience for stakeholders. Examples of eHealth
services and applications (such as those described in Annex A) can be used to add further
credibility and realism to the scenario. Once developed, scenarios should be reviewed and
refined with the relevant stakeholder groups. This provides an opportunity to gather input and
insights to ensure the scenario is accurate, and builds awareness and support for the national
eHealth vision.
Chapter 9
Identify the required eHealth components

This stage focuses on identifying the eHealth components required to deliver the eHealth vision,
which is still at a draft stage.
Manage the process
Establish the
strategic context
Draft an
initial vision
Learn from trends

and experience
Identify
required
components
Assess
opportunities
and gaps
Refine vision
and develop
strategic
recommendations
Objective
Once the initial unconstrained vision for the national eHealth environment has been drafted, it
is possible to define the required eHealth components, or building blocks, of a national eHealth
environment.
Activities
Identify the required eHealth components across the seven component areas:
leadership and governance
strategy and investment
services and applications
infrastructure
standards and interoperability
legislation, policy and compliance
workforce.
An eHealth strategic architecture model may also be created at this stage, to communicate the
required eHealth components in a visual manner (optional).
Outputs
A description of:
the set of eHealth components needed to deliver the national eHealth vision
the relationships and interdependencies between the components.
Chapter 9. Identify the required eHealth components page 47
9.1 Leadership and governance

Objective
This step identifies the eHealth leadership and governance components required to direct and
coordinate national, state, regional and local eHealth activities towards the delivery of a national
eHealth environment (Table 17).
Table 17. Examples of common eHealth leadership and governance components
Component
Description
Examples
Programme
management
Oversight and coordination of specific eHealth

initiatives across the national eHealth programme to
ensure delivery of on-time and on-budget projects.
Project coordination
Progress tracking and reporting
Risk management
Dependency management
Stakeholder
engagement
Consultation with stakeholders to gather input and

ensure they are involved for the duration of the
programme.
Reference groups
Engagement forums
Public consultation
Communications strategy and plans
Strategic
architecture
Defines the eHealth and enabling functions required

to ensure that eHealth can operate successfully and
deliver the expected benefits.
Requirements definition
Component models
Functional architecture
Reference architecture
Clinical safety
Oversight and management of clinical safety risks

and concerns regarding the development of a
national eHealth environment, ensuring that the
system which is delivered is trusted and supported
by health-care professionals.
Hazard identification and assessment
Development of safety and mitigation

controls and procedures
Development of clinical safety policy
Oversight of clinical safety education and

training activities
Management
and operation
Management, operation and support of the

national eHealth environment to ensure it is reliable
and available to support individuals, health-care
providers, administrators and managers.
Availability, incident, access and service-level

management
Change management
Monitoring
and evaluation
Enables measurement of the outcomes that are

being delivered, the identification and correction of
planned outcomes that are not being achieved, and
demonstrates to stakeholders the outcomes that
have been achieved.
Outcome identification, monitoring and

assessment
Policy
oversight
Oversight of adherence to eHealth, health and

broader policies that support the development of
the national eHealth environment.
Policy identification and assessment
Policy linkages
These components may exist at different levels including at national, state, regional and local
(e.g. hospital, health-care provider organization) levels. Roles, relationships and responsibilities
will need to be defined during implementation planning.
Recommended outputs
This step should produce a description of the leadership and governance required for the
national eHealth environment. This should include a description and chart, or visual model,
of the recommended functions and mechanisms required at national, state, regional and local
levels including:
leadership and governance bodies and mechanisms
roles and responsibilities
relationships between these governance bodies and mechanisms.

Approach
This step should be approached as an internal activity that involves brainstorming and working
sessions to identify the preferred leadership and governance model, including defining the
relationship to existing bodies at national, state and local levels.
9.2 Strategy and investment

Objective
This step identifies the eHealth strategy and investment components required to develop,
operate and sustain the national eHealth environment. These components support the
development of strategy and plans at various levels to guide the development of that
environment. eHealth investment components focus on providing the appropriate investment
and funding for the execution of eHealth strategies and plans (Table 18).
Table 18. Examples of common eHealth strategy and investment components
Component
Description
Examples
Strategy and
planning
Establishes the eHealth strategy and plan

to guide the development of the national
eHealth environment in response to
health system goals and challenges.
National, state, regional and local eHealth strategy and

planning bodies and mechanisms
Integration of these bodies between different levels
Funding
Enables the development and operation

of the national eHealth environment.
National, state, regional and local eHealth and health ICT

funding mechanisms and incentive schemes
Investment
management
Supports the allocation of eHealth

investment funding to projects that assist
the development of a national eHealth
environment.
eHealth investment and business case development
Evaluation and prioritization of eHealth investment and

business cases
Budgeting and tracking of investment funds
Recommended outputs
This step should produce a description of the eHealth strategy and investment components
required to support the development and operation of the national eHealth environment.
Approach
Internal activity that involves brainstorming and working sessions to identify the required
eHealth strategy and investment components needed to develop, operate and support the
national eHealth environment.
Where possible, these components should be linked back to the eHealth outcomes defined
in Section 8.2, as a means of creating traceability to the strategic context for eHealth. Given
the enabling nature of these components, they may also be linked to service and application,
infrastructure or standards components.
Internal activity that involves brainstorming and working sessions to identify the required
eHealth strategy and investment components needed to develop, operate and support the
9.3 Services and applications

Objective
This step identifies the eHealth service and application components required to address the
health system goals. Services and applications are the means to address the needs of individuals,
health-care providers, managers and administrators. These components enable stakeholders to
access, use and share health information, and deliver health services in new ways.
Understanding how health information flows need to be improved, or how health services
need to be delivered via electronic channels, will assist in identifying the eHealth service and
application components that need to be present in the national eHealth environment (Table 19).
This understanding should have been developed during the stage of establishing the strategic
context and the initial eHealth vision.
Table 19. Examples of common eHealth service and application components
Component
Description
Examples
Individual
electronic health
information
Services that support the collection and

storage of health information for an
individual.
Electronic health records (EHR)
Electronic medical records (EMR)
Personal health records (PHR)
Health-care
communications
and
collaboration
Services that enable health-care

providers electronically to communicate
and share information with other such
providers as part of providing care to an
individual.
Electronic referrals and specialist letters
Electronic health event summaries, prescribing and test

ordering
Access to an individuals EHR and test results
Health-care provider and service directories
Care plan management
Appointment booking and management
Health-care
service delivery
tools
Services that support health-care

providers in making diagnosis and
treatment decisions, and in managing
the delivery of care to an individual,
whether electronically or in person.
Medications management
Prescription and test ordering decision support
Clinical decision support
Alerts monitoring and management
Chronic disease management
Real-time clinical data access and analysis
Telemedicine (telehealth) and mobile health (mHealth)
Health
information and
knowledge
Services that enable individuals and

health-care providers to access trusted
and verified health information and
knowledge.
Consumer health knowledge sources
Health-care provider knowledge sources
Distance learning and electronic resources
Health-care
management
and
administration
Services that enable health-care

managers and administrators to
manage effectively the delivery of care
to individuals and monitor the health of
the broader population.
Adverse event monitoring
Risk analysis
Compliance monitoring
Surveillance and At-Risk Identification
Health-care operations management
Clinical practice improvement
Health programme design and optimization
Health policy development
Health care and clinical research
Recommended outputs
This step should produce a description of the eHealth service and application components
required to deliver the eHealth outcomes described by the initial eHealth vision.
Approach
sessions to identify the required eHealth service and application components, and link these
back to the eHealth outcomes defined within the initial vision for national eHealth. This helps
stakeholders understand why the identified eHealth service and application components are
required in the national eHealth environment (Box 7).
Box 7. Linking an eHealth service and application component to an eHealth outcome

Health workforce shortages primarily affect rural and remote areas and communities due to the concentration of
many highly trained professionals in urban and metropolitan areas.
eHealth outcome
Rationale
Enable electronic access to appropriate

health services for citizens in rural and
remote communities.
Enabling individuals to access health services remotely through electronic

means will partly address challenges of health workforce shortages.
Service and application components
Rationale
Service delivery channels

(Telehealth)
Telehealth services for electronic consultations support delivery of quality care

to individuals living in areas affected by workforce shortages.
These components should not be defined in detail, as this may require a significant amount of
time for little additional benefit. It may also unnecessarily constrain the way in which these
components can be realized physically. The implementation plan will determine the detailed
requirements and design of these components.
Other components will probably be identified during this step. Often, these are enabling
components, such as infrastructure, policy and standards. They should be noted as they are
identified, and considered when analysing that specific component.
9.4 Infrastructure
Objective
This step identifies the eHealth infrastructure components required to support the sharing
of structured and meaningful health information across geographical and health-sector
boundaries, and to support new and improved ways of delivering health-care services and
information.
Strong international evidence shows that countries only make significant progress at a
national level once they have established eHealth infrastructure components to support
health information exchange. It is significantly more cost-effective to develop core eHealth
infrastructure components at a national level, rather than duplicating effort and expenditure
across a fragmented set of eHealth programmes.
Infrastructure components span both physical technology infrastructure and software platforms
and services that support health information exchange across the health sector (Table 20).
Table 20. Examples of common eHealth infrastructure components
Component
Description
Examples
High-speed data
connectivity
The high-level data networking and connectivity

infrastructure required to support priority eHealth
services and applications, and the broader national
eHealth vision.
Metropolitan, regional, rural and remote

network coverage
Mobile coverage
Computing
infrastructure
The physical computing infrastructure (e.g. PCs,

laptops, PDAs, mobile phones, server infrastructure,
etc.) that hosts software applications which enable
the collection, recording and exchange of electronic
information across the health sector, and support
health-care service delivery.
National, state, regional and local

computing infrastructure
Health-care provider computing

infrastructure
Identification
and
authentication
services
The core services that enable the secure transmission

and delivery of messages and the appropriate
authentication of the message receiver, to ensure that
information is transmitted in a secure manner, and is
delivered to the correct recipient.
Unique identifiers for health-care

organizations, providers and individuals
Health-care provider authentication
Secure messaging
Directory
services
Services that enable the identification of health-care

providers by name or identifier, or by the type of
health-care services that they provide.
Health-care provider directories
Health-care service directories
Health-care
provider
systems
The information systems (applications) used by

health-care organizations and providers to capture,
collect and view health information for individuals.
Practice management systems
Patient management systems
Clinical information systems
Individual
Electronic
Health
Record (EHR)
repositories
Repositories and associated services that support

the secure storage of and access to an individuals
electronic health record (EHR) across geographical
and health sector boundaries.
Approach to implementing repositories

at various levels including national, state,
regional and private organizations.
Health
information
datasets
Datasets that support health-care management and

administration, which typically provide access to
longitudinal and aggregated information for analysis,
reporting, research and decision-making.
Information requirements for priority

health system management and
administration
Information requirements for health and

medical research activities
Recommended outputs
This step should produce a description of the eHealth infrastructure components required
to support the eHealth service and application components identified in Section 9.3, and the
broader changes to health information flows required to deliver the eHealth outcomes described
in the initial.
Approach
This step should be approached as an internal activity that involves brainstorming and
working sessions to identify the required eHealth service and application components,
and linking these back to the eHealth outcomes defined in the initial eHealth vision. This
helps stakeholders understand why these components are required in the national eHealth
environment (Box 8).
Box 8. Linking an infrastructure component to an eHealth outcome

Health workforce shortages affect rural and remote communities due to the concentration of professionals in
urban areas.
eHealth outcome
Rationale
Enable electronic access to

appropriate health services
for citizens in rural and remote
communities.
Enabling individuals to access health-care services remotely through electronic means

will partly address challenges of health workforce shortages.
Infrastructure component
Description
High-speed data connectivity
Delivering health services to rural and remote communities will require high-speed data
connectivity, technically able to support telemedicine applications, for communities and
urban health facilities.
Infrastructure component
Description
Computing infrastructure
The delivery of telemedicine applications will require that urban facilities and rural
and remote communities have access to the appropriate computing infrastructure,
networked with a high-speed data connection and with appropriate software and
peripherals (such as video camera).
As above, these components should not be defined in detail, as this may require a significant
amount of time for little additional benefit. It may also unnecessarily constrain the way in
which these components can be realized physically. The implementation plan will determine
the detailed requirements and design of these components. Other eHealth components will
likely be identified during this step, usually enabling components such as policy, standards and
information protection for example. They should be noted as they are identified, and considered
when analysing that specific component.
9.5 Standards and interoperability

Objective
The step identifies the eHealth standards and interoperability components required to enable
the consistent and accurate collection and exchange of health information across geographical
and health-sector boundaries (Table 21). Without these components, health information cannot
be collected consistently, will be open to misinterpretation, and will be difficult or impossible to
share due to incompatibilities in data structures and terminologies.
Table 21. Examples of common eHealth standards and interoperability components
Component
Description
Examples
Data structure
standards
These standards govern the way health datasets are

stored using consistent data structures and can be
presented with consistency in software applications,
to ensure information is neither misinterpreted nor
overlooked.
Referrals and specialist letters
Health event summaries
Prescriptions, test orders and results
Care plans
Real-time clinical data
Appointments
Electronic health records
Common
terminologies
These enable information communicated electronically

to make use of a common language for describing
symptoms, diagnoses and treatments.
Clinical coding standards
Medical terminology standards
Medicines terminology standards
Component
Description
Examples
Messaging
standards
These define message structure to allow data to be

transmitted and received through the secure messaging
infrastructure from one care provider to another. They
also define the acknowledgements that should be
provided when a message is delivered or opened and
the warnings to be generated if the message is not
delivered, or is declined.
Message structures
Message transmission protocols
Message acknowledgement
protocols
Secure messaging
standards
These are for the secure transmission and delivery of

messages and the appropriate authentication of the
message receiver, to ensure that information is securely
transmitted and delivered to the correct recipient.
Privacy and confidentiality
Authentication
Non-repudiation
Software
accreditation
standards
These define the criteria with which eHealth software

products and services must comply in order to be
certified as able to exchange health information with the
Quality
Security
Interoperability
Recommended outputs
This step should produce a description of the eHealth standards and interoperability
components required to support:
the eHealth service and application components identified in Section 9.3
the eHealth infrastructure components identified in Section 9.4
broader changes to health information flows required to deliver the eHealth outcomes
described in the initial eHealth vision.
Approach
sessions to identify the required eHealth standards and interoperability components, and link
these back to the eHealth outcomes. The link can also be made by describing how eHealth
standards and interoperability components are required to support a service and application or
infrastructure component, which in turn has been linked to an eHealth outcome (Box 9).
Box 9. Linking eHealth standards and interoperability to eHealth outcome

To have halted by 2015 and begun to reverse the spread of HIV/AIDS in our country.
eHealth outcome
Rationale
Facilitate improved monitoring and

surveillance of population health
through more effective data collection,
reporting and exchange
Improved monitoring and surveillance of health outcomes related to HIV/

AIDS is essential to the planning, management and implementation of health
programmes.
Surveillance of population health, in particular HIV/AIDS, is a critical aspect for

the development of targeted prevention and care programmes. This requires
the ability to collect, analyse and report on diseases and conditions across the
population and special groups.
Health care management and

administration
(Surveillance and At Risk Identification)
Individual Electronic Health Information
(EHR)
Requires the ability to capture, store and access health information for an
individual regardless of the health-care provider(s) that the individual has
visited. An EHR component will ensure that key health information, such as
medical conditions, health event summaries, and test results, can be stored and
used to support surveillance activities.

components
Data structure standards
components
Common terminologies
Effective monitoring and reporting outcomes requires that there is a common

structure for storage of health and clinical event information, such as EHRs,
health event summaries, and test orders and results.
Effective interpretation of health and clinical event data structures requires
a common language for describing symptoms, diagnoses and treatments,
particularly those associated with the diagnosis and treatment of HIV/AIDS.
Other eHealth components will probably be identified during this step, usually enabling
components such as policy, standards, and information protection. They should be noted as
they are identified, and considered when analysing that specific component.
9.6 Legislation, policy and compliance

Objective
This step identifies the eHealth legislation, policy and compliance components that are required
to support the development and operation of the national eHealth environment (Table 22).
Table 22. Examples of common eHealth legislation, policy and compliance components
Component
Description
Examples
Legislation
National legislation, policy and

regulatory components that
govern how health information
is stored, accessed and shared
across geographical and healthsector boundaries.
Unique health identifier regimes
Privacy, protection, storage and retention of personal health

information
Consumer protection including in the online environment
Access and consent to personal health information use and

disclosure, including secondary use
Audit and complaint procedures (e.g. such as those required for

suspected breaches of privacy)
Licensing regimes which may be needed to ensure that private

operators of components of a national eHealth environment
meet required standards for privacy, integrity and security
Policy
Broader public policy required

to support the development of a
Health sector policy (e.g. reform, improved access to and use of

health information)
Non-health sector policy (e.g. broader industry and

economic development, utilization of existing eGovernment
infrastructure)
Policies to stimulate and manage innovation, risk, evaluation of

feasibility and utility of services
eHealthspecific policy
Policies specifically governing

eHealth services, including
privacy of health-related data
held in digitized format, its use
and sharing for research and the
public interest.
Policies on medical jurisdiction, liability for eHealth services (e.g.

telemedicine), safety, data integrity and quality of care
Policies for reimbursement for eHealth services (e.g.

telemedicine), both public and private
Policies for managing Internet health information quality, sales

of medicines and regulated health products
Policies to demonstrate eHealth outcomes and clinical

effectiveness
Compliance
Components required to
support the development of
eHealth products and which are
compatible with the national
eHealth environment.
Development of national eHealth standards and other

interoperability requirements
Compliance, conformance and accreditation of eHealth

products and services
Recommended outputs
This step should produce a description of the eHealth legislation, policy and compliance
components required to develop and operate the national eHealth environment.
Approach
sessions to identify the eHealth legislative, policy and compliance components required to
deliver and operate the national eHealth environment; consultation with subject matter experts
may be required.
Where possible these components should be linked back to eHealth outcomes. This link may
also be achieved via eHealth service and application, infrastructure or standards components.
9.7 Workforce
Objective
This step identifies the eHealth workforce components required to design, develop, operate and
support the national eHealth environment (Table 23). These components encompass workers
who will use eHealth as part of performing their jobs (such as health-care providers) and those
who will design, implement and support the broader national eHealth environment (such as
health IT workers and health informaticians).
Table 23. Examples of common eHealth workforce components
Component
Description
Examples
Health
workforce
The components required to deliver

a health workforce that has the skills,
experience and knowledge to apply
eHealth in the management and delivery
of care to individuals.
eHealth skills and competencies that health workers

require
Education and training (development, integration or

changes to existing curricula) required to develop an
eHealth-ready health workforce
eHealth accreditation requirements for health workers
Priority segments of the nations health workforce
Implications for workforce change and adoption
Health ICT
workforce
The same components as above but

applied to designing, building, operating
and supporting eHealth services.
As above, but applicable to ICT workers
Recommended outputs
This step should produce a description of the eHealth workforce components required to
develop, operate and support the national eHealth environment.
Approach
sessions. Where possible these components should be linked back to eHealth outcomes,
including through eHealth service and application, infrastructure or standards components.
9.8 Develop eHealth strategic architecture models (optional)

Objective
This step develops architecture models that describe the eHealth components required to
deliver the initial eHealth vision. These should not be technical models, because they are
focused on conveying information to senior-level stakeholders.
A range of models could be developed. One example worthy of consideration is an eHealth
component map, which logically structures, on a single page, the eHealth components required to
deliver the national eHealth vision. This map can communicate complex information to various
audiences in a way they can grasp quickly. Another possibility is a high-level stakeholder
perspectives model, which describes what the national eHealth environment would enable
different stakeholders (e.g. consumers, health-care providers, etc.) to do.
Recommended outputs
This step should produce a model that describes the eHealth components required to deliver the
national eHealth vision (Figures 9 and 10).
Figure 9. Sample national eHealth component map6
eHealth Governance
Strategy
Investment
Governance
eHealth Solutions
Individual Electronic
(IEHR )
Health Record
Health
Information
Health Service Delivery
Health Care Management
Consumer
Health
Knowledge
Portal
Adverse Event
Monitoring
Clinical Practice
Improvement
Care Provider
Health
Knowledge
Portal
Risk Analysis
Clinical Decision
Support
Research and
Improvement
Test Results
Receipt and
Analysis
Compliance
Monitoring
Health Program
Design and
Optimisation
Medications
Management
Chronic
Disease
Management
Surveillance and
At Risk
Identification
Health Policy
Development
Appointment
Booking and
Management
Clinical
Decision
Support
IEHR Access
and Update
Health Care
Operations
Management
Health Care
Research
Alerts
Monitoring and
Management
Electronic
Consultations
Real -Time
Clinical Data
Access and
Analysis
Patient
Demographics
Personal Health
Diary
Referrals
Sending and
Receipt
Allergies
Test Results
Event
Summaries
Sending and
Receipt
Current Health
Profile
Event
Summaries
Notifications
Sending and
Receipt
Prescriptions
Sending and
Receipt
Current
Medication List
Access Control
Care Plan
Management
Medications
Prescription
Test
Ordering
Decision Support
Decision
for Medications Support for Test
Prescribing
Ordering
Practice
Performance
Analysis
eHealth Infrastructure
Computer
Systems
Universal
Health Identifier
Service (UHI )
Practice, Patient
and Clinical
Management
Systems
Broadband
Connectivity
National
Authentication
Service (NASH )
Provider and
Services
Directories
Prescription
Transfer
Service
Individual
Electronic Health
Record (IEHR )
Repositories
Health
Information
Datasets
National
Product
Catalogue
eHealth Enablers
Privacy
Privacy
Regulations
Consent
Management
Policy
Standards
Compliance
Referrals
Data
Structure
Standards
Orders and
Test Results
Notifications
Care Plans
Clinical Coding
Standards
Medical
Terminology
Standards
Prescriptions Appointments
Event
Summaries
Real -time
Clinical Data
Data
Presentation
Standards
Security
Standards
Messaging
Standards
Software
Accreditation
Standards
Adoption
Workforce
Compliance
Services
Awareness
Campaigns
Professional
Accreditation
Standards
Care Provider
Workforce
Development
IEHR Licensing
Regime
Incentives
Professional
Practice
Standards
Health IT
Workforce
Development
Engagement
Forums
Accreditation
Regime
Clinical Practice
and Process
Redesign
Procurement
Standards
6 National E-Health and Information Principal Committee. National E-Health Strategy, 30th September 2008. Adelaide, Deloitte
Touche Tohmatsu, 2008.
Figure 10. Stakeholder perspective model for a consumer stakeholder group7

Access Health Information
Participate in Care Delivery
Access health and well-being
Interact with care providers

Interact with remote
information on the internet

Access health and
condition-based communities
Access personal health portal
Access HealthBook
Access service provider and
services details
Family
Consumer
Community
Consumer demand and new internet

technology has enabled consumer
access to health communities and
information specific to their needs
Consumers can more
proactively participate in
the care management of
their family community
Manage Health and Well-being
monitoring devices
Record symptoms
Review care plans
Electronic connectivity will
provide consumers with new and
more appropriate interaction
channels with care providers or
multidisciplinary teams
Pharmacy & Diagnostic Service
Manage and monitor
Receive automated medication
View test orders and results

Make appointments online
medication
Monitor health and well-being
Update medication details
Remote access to clinician
support
Create, view and monitor
appointments
Support care of family
community
Trend towards proactive

management of the consumer or
their families health and
well-being
dispensing
Access Health Record

Access personal health
record
Access medication record

Access electronic care plan
Maintain personal health
record
Manage access to health

record
Consumers require greater

access to their personal health
information and a greater
ability to control with whom it
is shared
Approach
Annex E provides the basis for developing an eHealth component map for a national eHealth
vision, which can be extended or refined as needed, and accompanied with descriptions that
define the intent or scope of each component.
Chapter 10
Gather information on the eHealth

environment
This stage focuses on gathering information about the countrys current eHealth environment.
Manage the process
Establish the
strategic context
Draft an
initial vision
Learn from trends

and experience
Identify
required
components
Assess
opportunities
and gaps
Refine vision
and develop
strategic
recommendations
Objective
This stage focuses on understanding the current national eHealth environment in terms of
eHealth components that already exist, or will be delivered within the timeframe of the eHealth
strategy.
Activities
Investigate the current eHealth environment across the seven common component areas:
infrastructure
workforce.
Outputs
A description of the existing or planned eHealth components that can be used to identify
opportunities for re-use and sharing, as well as any gaps that will have to be addressed in the
eHealth action plan.
Chapter 10. Gather information on the eHealth environment page 60
10.1 Investigate the current eHealth environment

Objective
This stage identifies existing or planned eHealth components. This assessment will be used to
identify opportunities to re-use or share components, and identify gaps to be addressed to deliver
the eHealth vision. Sample questions are provided under each heading to assist with this step.
Which organizations and bodies coordinate and develop eHealth at national, state, regional
and local levels? What are their roles and responsibilities?
Which organizations or groups are dedicated to the development of eHealth8, and what is
their current role in the development of a national eHealth environment?
What competencies and capacities do the above groups have in order to deliver a national
eHealth vision and associated work programme? For example, the question is whether they
are competent and capable to perform:
programme execution and oversight

stakeholder engagement and consultation
architecture design
clinical safety governance and oversight
management and operations
monitoring and evaluation.
Do these organizations currently collaborate, and if not, for what reasons?

What authority and mandate do these entities have to direct action at the various levels of
the health system (i.e. national, state and regional) to drive the development of a national
eHealth environment?
What level of autonomy do health-care organizations and providers currently have
regarding investment in eHealth, and how does this differ across the health system?
What level of fragmentation exists across the health system? For example, does the
health system collectively focus on health system priorities, or do different segments and
organizations focus on their own particular outcomes?
What is the expressed political commitment to support the development of a national
eHealth environment?
Which organizations, bodies and other mechanisms are responsible for health strategy and
planning at national, state, regional and local levels?
How well integrated is health strategy and planning between the national, state, regional
and local levels?
How is the countrys health system funded?
How is investment in eHealth and the broader health ICT environment funded?
Are there any government programmes or schemes through which funding is available for
investing in health ICT or eHealth services and applications, and eHealth infrastructure?
8 Examples include Canada Health Infoway and Australias National eHealth Transition Authority (NEHTA).
Are there any existing funding mechanisms for eHealth investments? Are these linked to
priority health information flows or the implementation of eHealth standards?
Which government organizations or bodies perform investment management roles for the
development of national infrastructure?
Have there been any eHealth strategies or plans that have failed or stalled? If so, what were
the reasons?
Which eHealth services and applications have been or are being implemented across the
health sector, and what is the reason for their introduction?
Which projects or pilots are underway to deliver eHealth services and applications, and
what health challenges are these attempting to address?
Which health information flows currently exist or are being implemented within the
health sector?
Which individual electronic health information services and applications are currently in use?
What level of diversity exists among the health ICT applications and products9 that are
used today within the health sector? For example, are there applications or products that
have a strong presence across the sector, or is there a proliferation of different applications
or products in use to address local needs?
Can existing eHealth services and applications be integrated with other services and
applications, or scaled up beyond their current use to support larger individual and healthcare provider populations?
Which electronic communication channels are being used to deliver health-care services
to individuals remotely, such as telephone, videoconference, web conference, mobile phone
and other electronic consultation tools?
What national health or other information and knowledge sources exist today?
What level of adoption of eHealth standards has occurred among existing eHealth services
and applications?
How is investment in eHealth services and applications being funded (e.g. publicly,
privately, other)?
Which eHealth services, applications and information sources are used today to undertake
health management, administration, analysis and reporting at a national, state and regional
level?
What are the challenges or barriers to the introduction and use of eHealth services and
applications within the nations health system?
Have there been any large-scale eHealth services or application projects that have failed or
stalled? If so, what were the primary reasons?
9 Primarily those vendors that provide products and solutions that assist in the management and delivery of care to individuals,
such as systems for practice management, patient management, clinical information and electronic medical records.
Infrastructure
Can individuals, health-care providers and health-care organizations be uniquely identified

across the health sector?
How advanced are health-care providers and organizations in their adoption of ICT, in
particular the use of computer systems and network-based communications?
How advanced are they in their adoption of health-care provider systems, such as practice
and patient management systems, and clinical information systems?
Are there segments of the health sector that would be considered highly computerized,
which may make them candidates for delivering quick wins?
Are there any existing repositories of electronic health information for individuals, such
as electronic health records or any other data assets that capture information regarding an
individuals encounters with the health system?
What is the capacity and coverage of data connectivity and networking across the country,
including metropolitan, regional, rural and remote areas?
What is the capacity and coverage of mobile connectivity and networking (e.g. mobile
phone coverage) across the country, including metropolitan, regional, rural and remote
geographical areas?
What is the penetration of computers and high-speed Internet in the general public?
What is the penetration of mobile phones and other smart devices in the general public?
What national, state and regional computing infrastructure exists across the country, including
components such as server farms, data centres, support systems and personnel, etc.?
Can existing infrastructure components scale up to support broader national use?
Have there been large-scale eHealth or other ICT infrastructure projects that have failed or
stalled? If so, what were the primary reasons?
What work has been done on establishing standards for the following:
the storage of health datasets using consistent data structures

the exchange of structured health data
the unique identification of individuals, health-care providers and health-care
organizations across the health sector
the authentication of health-care organizations and providers

the secure transmission of health information between health-care providers?
What work has been done on establishing common medical and clinical terminologies?
Are there any commonly agreed interoperability requirements or standards for eHealth and
other health ICT services and applications?
Are there any accreditation standards for eHealth services and applications which focus on
ensuring interoperability with other services and applications?
Which organizations or bodies are currently developing eHealth standards and other material
to support interoperability across the health sector, and what is the scope of their work?
Have there been eHealth standards or interoperability initiatives that have failed or stalled?
If so, what were the primary reasons?
What data protection legislation and regulatory frameworks10 exist?

Which areas do existing data protection legislation and regulatory frameworks address,
such as:
individuals choice to opt in or opt out of the collection of their personal health
information;
purposes for collection, use, disclosure, accuracy, retention, access to and correction of
erroneous information, security of an individuals personal health information;
regulatory, compliance and enforcement mechanisms?
Do existing legislation and regulatory frameworks support or constrain the sharing of

health information across geographical and health sector boundaries?
If various data protection legislation and regulatory frameworks exist at different levels
(e.g. national, state, regional), are they consistent with one another?
Who is responsible for regulating compliance with data protection legislation, in particular
across the nations health sector?
What risks do existing data protection legislation and regulatory frameworks pose to the
growth and development of the national eHealth environment?
What existing health policies and broader economic and national policies directly or
indirectly support improved health information flows through the nations health system?
Conversely, are there policies that would act as a barrier or risk to investment in improving
health information flows?
Which organizations or bodies are currently responsible for the development of health
sector and broader national standards?
Which organizations or bodies are currently responsible for undertaking conformance,
compliance and accreditation of products and services, including ICT, used in the health sector?
Have there been any failed or stalled attempts to develop eHealth policy and legislation, or
eHealth compliance processes? If so, what were the reasons?
Are there policies to define medical jurisdiction, liability or reimbursement of eHealth
services (public and private insurance), such as telemedicine?
What policies address patient safety and quality of care through requirements for data
quality, transmission standards, or clinical competency criteria?
Are there policies for quality criteria, information management and sales of medicines and
regulated health products on the Internet?
Are there policies for equity of access to information, including for gender and other
sociocultural groups?
What policies exist to stimulate and manage innovations such as who is responsible
for introducing change and innovation, how risks are managed and how to evaluate
appropriateness, feasibility and utility?
What policies exist to demonstrate health outcomes due to eHealth, and provide evidence
on clinical effectiveness?
What policies exist to promote e-commerce and services provision (for example,
e-signature) in all sectors?
10 May encompass aspects such as privacy, access, consent, use and disclosure of personal health information, as well as
mechanisms by which complaints and breaches are identified and investigated.
Workforce
What is the current level of skill of the health workforce in the use of eHealth and health
ICT to support the day-to-day delivery of care to individuals?
Are there any accreditation requirements regarding the use of eHealth and health ICT as a
health-care provider?
What education in the use of eHealth and health ICT to support delivery of care to
individuals is currently provided by training programmes, such as those offered by
universities, vocational training institutions and professional bodies?
What level of consistency or commonality exists among different training programmes
in the use of eHealth and health ICT to support the delivery of care to individuals? For
example, is there a common definition of eHealth and understanding of the knowledge and
skills that providers will require, or does this differ among training programmes?
Which organizations or bodies are responsible for the development of education and
training curricula for universities, vocational training institutions and professional bodies,
in particular for health-care providers?
What is the current state of the ICT workforce, and in particular the health ICT, eHealth
and health informatics workforce?
What training programmes exist to provide education in the design, implementation and
operation of health ICT, eHealth and health informatics services?
Are there recognized qualifications in the domains of health ICT, eHealth and health
informatics?
What is the market and availability of professionals in eHealth and informatics
(e.g. domestic workforce, international workforce, other)?
Recommended outputs
This step should produce a description of the countrys current eHealth environment across the
seven common eHealth component areas.
Approach
This step will require a combination of internal research and analysis, and consultation with
health-sector stakeholders.

Information may be available from national, state and regional health departments as well as
from other organizations and groups that focus on the development of eHealth. Research should
span both the public and private health sector. Reports from international agencies, such as
WHO and ITU, can also be used to support this step.
Stakeholder consultation
Experience suggests that considerable information can be obtained through interviews and
consultation with health-sector stakeholders, listed below.
Individual health-care providers in disciplines such as general practice, medical specialties,

nursing, pathology and diagnostics, pharmacy and radiology.
Health-care provider representatives or industry bodies.
Individuals from national, state, regional and local health departments and organizations,
such as:
health-care service managers and administrators or equivalents

clinical leaders, directors or equivalents
chief information officers (CIOs) or equivalents
representatives of eHealth/health informatics organizations and groups
health professional staff (or appropriate representative groups).
Other suggestions and insights

A broad focus should be taken to allow identification of useful components within the wider
public and private sectors. The fact that something is not referred to as eHealth, or not currently
used by the health sector, does not automatically exclude it from being relevant to delivering
a national eHealth environment. For example, eGovernment components that have been
developed through other programmes could potentially be utilized as part of a national eHealth
environment. Examples may include unique identification schemes, ICT infrastructure and
organizational components.
It should be ensured that this step does not consume the development of the national eHealth
vision. Vision and strategy development projects are often negatively affected by spending too
much effort and time collecting and analysing information regarding the current environment.
Instead, the focus should be more oriented towards the future environment. To minimize this
risk, this step should be time-limited.
It is important, too, that the eHealth strategy team members do not intentionally or
unintentionally constrain their thinking during this step. The focus has to be on gathering
information on the current eHealth environment, not assessing what the information means for
delivering the national eHealth vision. The next stage focuses on understanding the implications
for the vision.
Chapter 11
Assess opportunities, gaps, risks and

barriers
This stage focuses on assessing the current eHealth environment to identify opportunities, gaps
and barriers to realizing the eHealth vision.
Manage the process
Establish the
strategic context
Draft an
initial vision
Learn from trends

and experience
Identify
required
components
Assess
opportunities
and gaps
Refine vision
and develop
strategic
recommendations
Objective
This stage combines knowledge of the eHealth components and current eHealth environment to
identify opportunities for re-using or sharing components, gaps to be addressed, and potential
risks or barriers to doing so. This is a critical stage of the process because it will be the basis for
refining the draft vision towards an aspirational, but still prgamatic, eHealth vision.
Activities
Assess existing or planned eHealth components against the required components, across the
seven common areas:
infrastructure
workforce.
Outputs
A description of:
existing eHealth components that might be re-used or shared by a national eHealth

environment
eHealth components that do not exist and will need to be developed
the risks and barriers associated with opportunities and gaps identified.
Chapter 11. Assess opportunities, gaps, risks and barriers page 67
11.1 Assess existing eHealth components against required

components
Objective
This stage focuses on identifying three main elements.
Re-use and sharing opportunities: What existing eHealth components can be used in the
delivery of the national eHealth vision?
Gaps: Where are there no suitable existing eHealth components identified as needed in the
draft vision?
Risks and barriers: What risks and barriers may affect the ability to deliver the required
eHealth components?
The required eHealth components (Chapter 8) are compared with the existing eHealth
components (Chapter 10) to determine the opportunities, gaps, risks and barriers (Figure 11).
Figure 11. Identifying leverage opportunities, gaps, risks and barriers
Vision for national
eHealth
Required eHealth
components
Implications
compare
Understanding of the
current eHealth
environment
Leverage
opportunities
Gaps
Risks and barriers
Existing eHealth
components
Identify re-use and sharing opportunities

Questions below assist in identifying re-use and sharing opportunities.
What existing or planned eHealth components could partially or completely deliver a

required eHealth component?
What is the timeline for the delivery of planned eHealth components, and what is their
delivery dependent upon (e.g. legislation, funding, policy, other components, etc.)?
How would an existing (or planned) eHealth component need to be modified to permit it to
be used within the national eHealth environment?
What would be the broad timeframes for modifying or extending existing components?
What would be the broad costs to modify or extend existing components?
Which stakeholders should be consulted on the use of an existing or planned component?
Identify gaps
Questions below to assist in identifying gaps.
Which required eHealth components in the draft vision have no existing components to
build on (components do not exist or are inadequate)?
What investment in eHealth components will be required to support these gaps, including
where an existing (or planned) component needs to be augmented or extended as it only
partially delivers a required eHealth component?
What actions or activities need to occur as part of this investment?
Does undertaking these activities depend on any other investment (e.g. legislation, funding,
policy, other components, etc.)?
What would be the broad timeframes for making this investment?
What would be the broad costs to deliver this investment?
Which stakeholders should be consulted and involved in designing, implementing and

operating these investments?
Identify risks and barriers

Questions below assist in identifying risks and barriers.
What risks and barriers are associated with using an existing or planned eHealth
component in the national vision? Examples of potential risks include:
ability to engage effectively with and gain the support of stakeholders

availability of skills, knowledge and expertise
existing culture practices and attitudes, and resulting adoption of eHealth
existing legislation and regulatory frameworks
existing health and other government policy
clinical quality and safety
privacy and security of personal health information
dependencies on other eHealth components
stability and continuity of political and bureaucratic health-sector leaders
availability of investment funding
ability to achieve consensus, buy-in and action across stakeholder groups.
What would be the impact on the eHealth vision of not addressing these gaps?
Do any of the risks and barriers highlight missing eHealth components?
What actions should be taken to mitigate these risks and barriers?
Recommended outputs
This stage should produce a description of the re-use and sharing opportunities, gaps, and
associated risks and barriers for delivering the initial national eHealth vision.
Approach
This stage requires a combination of internal assessment supported by consultation with
stakeholders to validate and refine the outcomes of the assessment.
Internal assessment
The assessment process should include four steps:
1. Compare eHealth components required by the initial eHealth vision with the
understanding of the components that exist or are planned to exist in the current eHealth
environment.
2. Identify and describe the opportunities to re-use or share existing eHealth components.
3. Identify and describe the gaps in delivering the components required by the initial eHealth
vision (i.e. those instances where there appears to be no suitable existing components in
the current eHealth environment).
4. Identify and describe the risks and barriers identified during the analysis of re-use and
sharing opportunities and gaps, along with any other broader sectoral or environment risks
and barriers that should be considered.
Stakeholders should be consulted to confirm whether eHealth components can indeed be
re-used or shared, as well as additional considerations, risks and barriers that may have to be
considered. This input can be used to validate or refine the assessment. There may not be an
immediate stakeholder, or set of stakeholders, associated with a particular gap, risk or barrier.
In this case a stakeholder reference group11 may identify stakeholders who should be consulted.
11 The role of a stakeholder reference group is discussed as part of the recommended approach to governing the development of
a national eHealth vision (Section 4.2).
Chapter 12
Refine vision and develop strategic

recommendations
This stage focuses on refining the initial vision for eHealth and developing a set of strategic
recommendations.
Manage the process
Establish the
strategic context
Draft an
initial vision
Learn from trends

and experience
Identify
required
components
Assess
opportunities
and gaps
Refine vision
and develop
strategic
recommendations
Objective
This stage refines the initial unconstrained vision by considering the opportunities and gaps
that have been identified, along with other risks and barriers to the delivery of a national
eHealth environment. This creates an aspirational yet pragmatic vision for national eHealth.
A set of strategic recommendations to deliver this refined vision is also developed during this
stage, and forms the primary input into Part 2 of this Toolkit.
Activities
Adjust the scope and focus.
Refine the initial vision.
Develop strategic recommendations.
Gain endorsement and communicate national eHealth vision and strategic

recommendations.
Outputs
An aspirational yet pragmatic vision for national eHealth.

A set of strategic recommendations for delivering the required eHealth components,
applications and services that underpin the refined vision.
Endorsement of the vision recommendations by decision-makers.
Communication of the vision to the broader stakeholder community.
Chapter 12. Refine vision and develop strategic recommendations page 71
12.1 Adjust scope and focus

Objective
Countries will have varying commitment, components and resources to implement a national
eHealth vision, and will also be starting their eHealth journey from quite different points.
This means that some countries will be able to focus on delivering all the eHealth components
identified in Chapter 9, while others will focus on a subset of these. Prioritization is an iterative
process, influenced by internal and external factors (Table 24).
Table 24. Internal and external factors in eHealth prioritization
Type
Description
Examples
Internal
Knowledge and
insights developed
over the course
of developing the
national eHealth
vision.
Opportunities to re-use or share existing components
Gaps that need to be filled
Risks and barriers associated with opportunities and gaps
Dependencies on the establishment of other components
High-level estimates of the magnitude of funding and duration to establish the

required components
External
Guidance and
direction provided
by political and
health sector
decision makers and
stakeholders.
Desire for a national eHealth vision and how it should balance:

--short-term eHealth outcomes (13 years)
--long-term eHealth outcomes (5 10 years).
Opinions on what is likely to be achievable within the timeframe given the

political and health sector landscape
Likely available resources and funding that the country has (or will have) to direct
towards implementing the vision
This process examines the vision against the following criteria: (1) is it realistic, given the
opportunities, gaps and risks; (2) do eHealth outcomes align with health priorities; and (3) is
there enough support?
It is not the intention of this step to develop a detailed roadmap of prioritized activities, but
rather to identify the broad set of eHealth components that should be delivered within the
timeframe of the national eHealth vision (Part 2 of the Toolkit focuses on the development of
a national action plan). It is also not the focus of this stage to develop a detailed business case,
covering benefits and costs. While funding is explored briefly during this stage, and in more
detail in Part 2, the development of a detailed business case is beyond the scope of the Toolkit.
Recommended outputs
This step should describe the eHealth components that will be delivered and the rationale for
their selection.
Approach
This step is an iterative process consisting of internal analysis, supported by consultation with
political and health-sector stakeholders (Figure 12, Table 25).
Figure 12. Steps for refining the eHealth vision

Step 1
Initial vision for eHealth
Analysis of eHealth environment
(opportunities, gaps, risks, timeframe)
eHealth
components
that can be realistically
delivered
Refined vision
for eHealth
Review of
eHealth
outcomes,
priorities,
timeframes
Step 3
Assessed
commitments and
funding
Step 2
Revised components
or timeframe
Table 25. Steps for refining the eHealth vision
Step
1
Inputs
Sample questions
Possible outcomes
Analysis of eHealth
environment:
Given the identified re-use and sharing

opportunities, gaps, risks and barriers, which
eHealth components could realistically be
put in place within the required timeframe?
What do political and health-sector

stakeholders think can be realistically
delivered within the required timeframe?
An understanding of the
eHealth components that
can be realistically delivered
within the desired timeframe.
Outputs of step (1)
Understanding of health
system outcomes
Understanding of
population health outcomes
Understanding of nonhealth sectoral outcomes
What health system, population health and

broader non-health sectoral outcomes will
the proposed eHealth components enable?
How well do these outcomes align with

short- and long-term strategic health
priorities?
An optimized set of
eHealth components; or
Outputs of step (2)
Political commitment for

Stakeholder commitment to
national vision
Likely funding that will

be available to deliver the
vision
Are these outcomes acceptable to political

and health-sector decision-makers and
stakeholders?
Given the funding that will likely be

available, what eHealth components can be
delivered?
Should the health system goals and

challenges be revisited to limit or extend the
scope of eHealth components that should
be delivered?
A supported and prioritised

set of eHealth components; or
re-use and sharing

opportunities
gaps
risks and barriers
vision timeframe
2
a need to revisit the timeframe

for the national eHealth vision.
a need to revisit the strategic

health priorities that the vision
should respond to; or
a need to revisit the timeframe
for the national eHealth vision.
While the above diagram and table would suggest a structured and linear approach to this
prioritization, in reality the process needs to be flexible in moving between these various
steps as knowledge and direction is provided by political and health-sector stakeholders. It is
also important to recognize that this step focuses on prioritization at a strategic level, not a
programme planning level. Detailed planning and associated prioritization is the focus of Part 2
of this Toolkit.
12.2 Refine the initial eHealth vision

Objective
This step refines the initial eHealth vision to reflect the outcomes of the prioritization process.
Below are examples of the types of questions that should be explored.
How effectively can the eHealth outcomes defined in Chapter 8, Section 8.2, be achieved
with the prioritized set of eHealth components?
What revision to the eHealth outcomes is required to reflect accurately the prioritized set of
eHealth components?
What changes to the initial vision statement for eHealth is required as a result of revision to
the eHealth outcomes?
What do these changes mean for each of the stakeholder groups for whom the initial
eHealth vision was originally described, and how do these descriptions need to be
updated?
What changes to the eHealth strategic architecture models are required?
Recommended outputs
This step should update the outputs developed in Chapters 8 and 9 to reflect the prioritized set
of eHealth components. Outputs to be updated include:
eHealth outcomes (Section 8.2)
the eHealth vision statement (Section 8.4)
descriptions of what the vision means for important stakeholder groups (Section 8.5)
scenarios that demonstrate the vision in practice (Section 8.6)
eHealth strategic architecture models (Section 9.8).
Content that is no longer required is maintained rather than deleted, and referred to as potential
future directions for eHealth. This ensures that work is not lost and can be revisited at a later
point in time, potentially as part of the process of revising the national eHealth vision.
Approach
This should be an internal activity, because it focuses on refining previously developed material.
The outputs of this step should be reviewed by the stakeholders who were originally involved in
the development of the initial eHealth vision.
12.3 Develop strategic recommendations

Objective
This step describes the strategic recommendations for delivering the refined eHealth vision.
Strategic recommendations should be high-level, focused on outcomes, and should be described
for each of the seven common eHealth component areas that have been used throughout this
process.
Strategic recommendations describe the high-level actions required to deliver the national
eHealth environment. These actions may describe how new eHealth components will be
delivered, or how existing eHealth components will be repurposed or extended. Dependencies

between strategic recommendations should also be identified, along with the associated risks
and barriers. An understanding of dependencies, risks and barriers will form an important
input into Part 2 of this Toolkit.
Recommended outputs
Each strategic recommendation (Box 10) should be uniquely referenced to enable traceability to
the national action plan (to be developed in Part 2) and should include:
the rationale for the recommendation
a description of the high-level actions to be undertaken
dependencies with other recommendations, and the nature of this dependency
risks and barriers.
Actions are indicative and are intended to assist with understanding the implications of the
strategy. These actions will be refined during the detailed planning conducted in Part 2.
Box 10. Example of a strategic recommendation for a national eHealth vision
eHealth infrastructure components

Form the core foundations for electronic information exchange across geographical and health-sector boundaries
Strategic recommendations
Ref
Recommendation
Rationale and specific actions
Dependencies
R.1
Implement a unique
national health
identification regime
and service
There is an urgent need to design, build and implement an

identification and authentication regime for individual health
information, as this service is fundamental to the countrys ability to
securely and reliably access and share information.
R.15, R.17
It includes functions to uniquely identify individuals, care providers

and care provider organizations to ensure that information about the
right person is sent to the right care provider.
Identification services should include the allocation and management
of unique identifiers and the provision of directories that allow
providers to be located by name and type of services.
Specific actions would include:
undertake design and build a national unique health identification

(UHI) service;
contract service provider to take responsibility for operation of the

UHI service based on confirmation of providers component and
capacity to operate and maintain the service. Establish a services
contract and service level agreement for the operation of the UHI
service;
establish a governance arrangement for oversight of the UHI service

operation;
make the allocation of the consumer and care provider national

identifiers universal and automatic and mandate their use for the
provision of government-funded health services.
R.2
Establish
mechanisms
to encourage
care providers
to invest in the
implementation and
maintenance of an
acceptable baseline
of computing
infrastructure
A key barrier to eHealth take-up is the relatively poor quality of

computing infrastructure (PCs, network connectivity and core patient,
clinical and practice management systems) across the health sector.
To provide the infrastructure foundations to support eHealth there is
a need to encourage care providers and organizations to invest in an
acceptable base of computing infrastructure.
R.24, R34
Specific actions would include:
persuading national and state governments and authorities to

invest sufficient funds in the establishment and maintenance of an
acceptable baseline of computing infrastructure;
linking care provider accreditation to computing infrastructure

investment.
Approach
This step should be an internal activity that will involve brainstorming and working sessions
to formulate a set of recommendations that collectively deliver the eHealth components
underpinning the refined actions. The strategic recommendations should be tested and refined
with stakeholders, who should provide input on each recommendation.
12.4 Gain endorsement and communicate national eHealth

vision and strategic recommendations
Objective
This step involves obtaining endorsement of the finalized national eHealth vision and associated
strategic recommendations, and then communicating these to the broader stakeholder
environment. It concludes the development of the national eHealth vision and marks the
beginning of the transition towards the development of the action plan.
Recommended outputs
This step will produce the above endorsements by the appropriate decision-maker(s) and
communicate them to the broader stakeholder community. It also facilitates their understanding
and support ahead of the development of the action plan.
Approach
This step involves presenting, reviewing and obtaining endorsement of the national eHealth
vision and associated recommendations by the appropriate decision-maker(s). This will typically
be the steering committee that was established to govern the development of the national
eHealth vision.
Once endorsed, the national eHealth vision and strategic recommendations should be published
and communicated to the broader stakeholders and public. This launches a period of education
and awareness building of the national eHealth vision and what it will mean for the country.
This period requires listening and responding appropriately to views, opinions and feedback.
Some input may also trigger adjustment to some aspect of the vision or recommendations.
The period of education, awareness building and listening will vary in duration, depending
on the urgency to proceed with developing an action plan. For example, some countries
may opt to have a period of broader consultation regarding the national eHealth vision and
recommendations, potentially in the form of inviting public submissions and comments. This
may precede the final refinement of the national eHealth vision. Another country may be
comfortable that stakeholder engagement was sufficient and that developing the action plan
should proceed.
This period may also overlap with the mobilization of the team that will be responsible for the
plans development. These activities are described in Part 2 of this Toolkit. Part 2 also concerns
the need to revise the national eHealth vision to reflect the availability of funding.
Annex A
Examples of eHealth
These examples are taken from the Global Observatory for eHealth (http://www.who.int/goe/en).
Electronic medical records (EMRs)

An EMR is a computerized medical record used to capture, store and share information between
health-care providers in an organization, supporting the delivery of health services to patients.
EMR systems may stand alone or may be integrated with other information systems in a health
services organization. They function as the legal record created during the provision of care to
the patient.
Electronic health records (EHRs)

An EHR is a computerized health record used to capture, store, access and share summary
information for a patient between health-care organizations and providers. Examples of
information include demographics, medical history, medication and allergies, immunizations,
discharge summaries and other summary information. Typically, EHRs are developed to support
the provision of care across health-sector or geographical boundaries. They may also be used by
individuals and their caregivers to take a more active role in the management of their own health.
Personal health records (PHRs)

A PHR is a computerized health record created and maintained by an individual who is
proactive in the management of her or his own health. The record can be private, or made
available to health-care providers. PHRs can store a diverse range of information such as an
individuals allergies, adverse drug reactions, chronic diseases, family history, illnesses and
hospitalizations, medications, diet and exercise plans, and test results.
Telemedicine (telehealth)
Telemedicine supports the provision of health-care services at a distance; that is, the individual
and health-care providers need not be in the same location. Telemedicine enables the delivery of
safe and quality care to individuals living in areas with limited access to services. Examples of
telemedicine services are provided below.
Store-and-forward services involve acquiring medical data (e.g. images) and transmission
to a health-care provider (e.g. doctor or medical specialist) for offline assessment and
treatment recommendation. Examples include teleradiology and telepathology.
Remote monitoring services enable health-care providers to monitor an individuals
condition remotely, using technologies such as implanted devices and sensors with wireless
or wired connections.
Interactive services enable real-time interaction between an individual and her or his
health-care provider through means such as telephone, web conference, video conference,
and other forms of online and remote communication. Psychiatry and mental health
services are classic examples.
Annex A. Examples of eHealth page 78
Telecare services enable care and support to older individuals and those with special needs.
This helps them to remain independent in their homes and increases their sense of connectivity
with the broader community. Services include alerts (e.g. domestic accidents such as falls) and
monitoring (e.g. vital signs, blood glucose, weight).
Mobile health (mHealth)

mHealth describes services and information provided through mobile technology, such as mobile
phones and handheld computers. mHealth has emerged rapidly in developing countries as a result
of the large penetration of mobile phones and the lack of other, modern health infrastructure.
Examples include the use of mobile devices for:
data collection for surveillance and public health (e.g. outbreak investigation)
real-time monitoring of an individuals health
treatment support, health advice and medication compliance
health information to practitioners, researchers and patients
health education and awareness programmes
diagnostic and treatment support, communication for health-care workers.
Decision support systems

Decision support systems assist health-care providers in making diagnosis and treatment
decisions. These systems combine an individuals current and historical health information with
the health-care providers knowledge, to provide advice intended to result in better quality care
and outcomes for the individual.
For example, in the area of medication management, decision support tools draw on electronic
knowledge sources, such as clinical practice guidelines and knowledge bases, and apply this
knowledge to local patient and clinical data through expert rules to guide medications decisionmaking. Decision support systems, when coupled with a comprehensive and accurate base of
patient information, are able to identify potential drug interactions, dosing inaccuracies and
prescribing errors that could lead to serious adverse events.
Chronic disease management services

Chronic disease management services are designed to improve coordination and management
of care for individuals with chronic conditions. Better tracking of health status, test results,
and other parameters enables closer management and prevention of episodes of acute illness
or decline in status. Information tracked over time supports individual care planning as well
as programme design, resource allocation and research on disease states, benefiting clinicians,
administrators, managers and researchers.
Practice, patient and clinical management systems

Practice, patient and clinical management systems refer to the computer systems that health-care
organizations use to manage the delivery of care to individuals. These systems provide the ability
to capture, store, access and share health information for patients during their care episode. These
systems can also provide a broad range of health-care management and delivery functions for
a health-care entity, such as diagnostics management, scheduling and resourcing management,
clinical care management and reporting. Practice, patient and clinical management systems form
one of the foundations required for collecting, recording and sharing electronic information across
a countrys health sector.
Electronic medication services

Electronic medication services benefit health-care professionals and the general public. Services
such as electronic prescribing allow the electronic transmission of prescription information
from the health professional to the pharmacy, reducing medication errors and replacing paperbased systems. Online (Internet) medication purchase from certified pharmacies can reduce
cost and improve convenience and access to medications.
Health knowledge resources

Health knowledge resources encompass those services that manage and provide access to
trusted information to support health-care providers and individuals. Resources include
international electronic journals and resource collections, national electronic journals, and
national open archives.
Distance learning for health professionals (eLearning)

eLearning services comprise education and training in electronic form for health professionals.
eLearning can improve the quality of education, increase access where learning resources
are unavailable, or use new forms of learning. Examples of use include continuing medical
education for doctors and nurses, and training on preventive services at the household level for
community health workers. eLearning tools vary widely, and may allow interaction between
the learner and instructor, access to digital libraries and online courses, networks to share
experiences, or the use of mobile devices to access information to support delivery of care.
Health information systems

Health information systems facilitate gathering, aggregating, analysing and synthesizing data
from multiple sources to report on health situation and trends (disease burden, patterns of risk
behaviour, health service coverage and health system metrics). Countries may have in place
one or more health information systems supporting reporting on diseases or programmes. They
may also have HIS strategies aimed at improving decision-making, policy development, health
services management, response to emerging threats and better allocation of health resources.12
12 Health Metrics Network (HMN). Framework for Health Information Systems Strengthening:
www.who.int/healthmetrics/documents/framework/en/index.html.
Annex B
eHealth benefits
Table 26. Examples of eHealth benefits 13,14,15
Benefit area
Examples
Access to services
Ability to deliver basic and enhanced health services to rural and remote communities
Ability for patients to locate health-care providers that offer the services they require
Access to second medical opinion from remote specialists
Efficiency gains in health

services delivery
Enhanced health workforce productivity due to greater efficiencies in obtaining patient

information, record keeping, administration and referrals
Improved utilisation of health workforce through remote health-care delivery models
Quality and safety of care
Increased adherence to best practice by health-care providers; reduced instances of

medically avoidable adverse events
Improved ability to monitor compliance to medications and other treatment regimes
Health monitoring and

reporting
Improved ability to support surveillance and management of public health interventions
Improved ability to analyse and report on population health outcomes
Access to health
knowledge and
education
Improved access to health-care provider knowledge sources, including medical literature,

education, training and other resources
Improved access to consumer health knowledge sources, including health education and
awareness, and prevention information for certain health conditions
Operations planning and

management
Improved access to quality data sources to inform health-care service and workforce
planning and development
Empowering individuals
Improved participation of individuals in self-monitoring and chronic disease management
Improved access to trusted health knowledge sources
Innovation and growth
Increased standardization of information exchange and communication between different

segments, agencies and organizations
Increased opportunity for market innovation through access to eHealth standards
13 Eysenbach G. What is e-health? Journal of Medical Internet Research, 2001, 3:e20.

15 Booz & Co. Optimising e-Health value using an investment model to build a foundation for program success. 2010.
Annex B. eHealth benefits page 81
Annex C
Structure for a national eHealth vision

A suggested structure for a national eHealth vision document is outlined below. The order of the
sections can be modified according to the intended audience. For example, some audiences may
prefer to describe the current state of eHealth before outlining the future eHealth requirements.
Regardless of the audience, every section should be addressed in the national eHealth vision.
Box 11. Suggested structure for a national eHealth vision

Title
Foreword
Purpose
Audience
How to read this document
Executive summary
1. Strategic context for eHealth
1.1 Population health
1.2 Health system status
1.3 Strategic health and development goals and challenges
1.4 Implications for eHealth
2. Vision for eHealth
2.1 Our national eHealth vision
2.2 eHealth outcomes for the health system
2.3 Changes and impact on stakeholders
2.4 The eHealth vision in practice (optional scenario)
3. Foundations for change
3.1 Leadership and governance
3.2 Strategies and innovation
3.3 ICT services and applications
3.4 Infrastructure
3.5 Standards and interoperability
3.6 Legislation, policy and compliance
3.7 Workforce
4. Strategic recommendations
Annex C. Structure for a national eHealth vision page 82
Annex D
Method summary
This Annex summaries the method described in the Toolkit (Table 27).
Table 27. Method summary
Stage
Activities
Outputs
Gather information
about the
current eHealth
environment
Develop a broad understanding of the nations

current eHealth environment across the seven
component areas:
--leadership and governance
A description of the current eHealth

environment in terms of the eHealth
foundations, applications and services that
exist or are planned for the near term.
Assess the current

state of eHealth
for opportunities,
gaps, risks and
barriers
Identify opportunities for re-using or sharing

components, gaps to be addressed, and
potential risks or barriers to doing so:
A description of:
Refine vision and

develop strategic
recommendations
Prioritize eHealth components
Refine the initial vision
Develop strategic recommendations
Gain endorsement and communicate national

eHealth vision and strategic recommendations.
An aspirational yet pragmatic vision for

national eHealth
A set of strategic recommendations

for delivering the required eHealth
components, applications and services that
underpin the refined vision
Endorsement of the national eHealth

vision and strategic recommendations by
decision- maker(s)
Communication of the endorsed vision

and recommendations to the broader
stakeholder community.
Identify relevant
eHealth trends and
best-practice
Research national eHealth visions, strategies and

programmes
Research international eHealth trends, best

practice and outcomes.
--strategy and investment

--services and applications
--infrastructure
--standards and interoperability
--legislation, policy and compliance
--workforce.

--infrastructure
--workforce.
existing eHealth components that might

be re-used or shared by a national eHealth
environment
eHealth components that do not exist and

will need to be developed
the risks and barriers associated with

opportunities and gaps identified.
An understanding of:
how eHealth is being used in similar

countries and settings
the types of health system goals or

challenges that can be addressed with
eHealth
evidence of the specific benefits that

eHealth has delivered in similar settings.
Annex D. Method summary page 83
Stage
Activities
Outputs
Draft an initial
vision
Agree the time horizon for the national eHealth

vision
Define the desired eHealth outcomes based on

health goals and challenges
Describe the rationale for each outcome sought;

link eHealth outcomes to the strategic context.
Develop an initial vision statement.
Describe what the eHealth vision will mean for

stakeholders
Develop one or more scenarios that put the

national eHealth vision into practice (optional)
A description of:
Identify the
required eHealth
components
Identify the required eHealth components across

the seven component areas:
--leadership and governance.
--strategy and investment.

--services and applications.
--infrastructure.
--standards and interoperability.
--legislation, policy and compliance.
--workforce.
the health system outcomes that eHealth

should enable or support
the rationale between outcomes and the

strategic context for eHealth
the benefits to stakeholders
one or more scenarios that demonstrate

the national eHealth vision in practice
(optional).
A description of:
the set of eHealth components needed to

deliver the national eHealth vision.
the relationships and interdependencies

between the components.
An eHealth strategic architecture model may also

be created to communicate the required eHealth
components in a visual manner (optional).
Gather information
about the
current eHealth
environment
Develop a broad understanding of the nations

current eHealth environment across the seven
component areas:
A description of the current eHealth

environment in terms of the eHealth
foundations, applications and services that
exist or are planned for the near term.
Assess the current

state of eHealth
for opportunities,
gaps, risks and
barriers
Identify opportunities for re-using or sharing

components, gaps to be addressed, and
potential risks or barriers to doing so:
A description of:
Refine vision and

develop strategic
recommendations
Prioritize eHealth components
Refine the initial vision
Develop strategic recommendations
Gain endorsement and communicate national

eHealth vision and strategic recommendations.
An aspirational yet pragmatic vision for

national eHealth
A set of strategic recommendations

for delivering the required eHealth
components, applications and services that
underpin the refined vision
Endorsement of the national eHealth

vision and strategic recommendations by
decision maker(s)
Communication of the endorsed vision

and recommendations to the broader
stakeholder community.

--infrastructure
--workforce.

--infrastructure
--workforce.
existing eHealth components that might be

re-used or shared
eHealth components that do not exist and

will need to be developed
the risks and barriers associated with

opportunities and gaps identified.
Annex D. Method summary page 84
Annex E
National eHealth component map

A detailed component map can be used as a basis for identifying and assessing eHealth
components (Figure 13). The sample component map has been split across two pages for
readability.
Figure 13. National eHealth component map: example
Leadership and governance mechanisms
Strategy and
investment
Strategy & planning
Stakeholder
engagement
Program
execution
Architecture
Management
and operation
Clinical safety
Outcomes
management

Individual electronic
health information
Health-care communications and collaboration
Health-care service delivery tools
National
Electronic health
record (EHR)
Electronic referrals
Electronic test
ordering
Care plan
management
Medications
management
Alerts monitoring
and management
State
Electronic medical
record (EMR)
Electronic
specialist letters
Individual health
record access
Appointment
booking and
management
Prescription
decision support
Disease
management
Regional
Personal health
records (PHR)
Electronic health
event summaries
Electronic test
results
Test order decision

support
Real-time clinical
data access and
analysis
Electronic
prescription
Directories access
Clinical decision
support
Telemedicine
(Telehealth)
Local
Mobile health
(mHealth)
Integrated strategy
and planning
Funding
National
Infrastructure
Identification & authentication services
State
Regional
Local
Investment
management
Unique health
identifiers
Health-care provider
authentication
Directories
Secure messaging
Healthcare
organisations and
providers
systems
Health-care
services
Practice
Management
National
State
Regional
Local
Health-care
providers
Rural
Remote
Mobile
Test orders
& results
Care plans
Individuals & their

carers

Metropolitan
Regional
Investment case
development
Evaluation and
priorization

Health event
summaries
Investment
allocation
Referrals
Budgeting and
tracking
Clinical and medical

terminologies
Prescriptions
Messaging standards
Security messaging
standards
Annex E. National eHealth component map page 85
Real -time clinical

data
Software accreditation
standards
Figure 13. National eHealth component map: example
Legislation, policy Workforce

and compliance

Health information
and knowledge
Health-care management
and administration
Individual health
knowledge sources
Adverse event
monitoring
Healthcare provider
knowledge sources
Risk analysis
Legislation
Clinical practive
improvement
Health identifiers
eHealth skills and

competencies
Clinical decisions
support research
& Improvement
Privacy policy
Education &
training
Compliance
monitoring
Health programme
design and
optimization
Access and
consent policy
Accreditation
Surveillance and At
Risk identification
Health policy
development
Usage and
disclosure policy
Priority cadres
Health-care
operations
management
Health-care and
clinical research
Storage and
retention policy
Audit and
complaint policy
Infrastructure
Licensing
Directories
Clinical information
systems
Patient management
systems
Individual
electronic health
record (EHR)
repositories
Health management Health & medical

research
& administration
Education &
training
Accreditation
Non-health
sector policy
Compliance
Standards
development

Electronic health
records (EHRs)
eHealth skills and

competencies
Policy
eHealth-specific
policy
Specialist letters
Health ICT workforce
Health information datasets
Health sector
policy
Appointments
Health workforce
Images and other

media
Clinical events
Conformance and
accreditation
Annex E. National eHealth component map page 86
Priority cadres
Annex F
Governance continuum
The governance model for the national eHealth vision will depend on the country context and
the role of the government (Figure 14).
Figure 14. Governance continuum16
Fully regulated
Type of governance
Bureaucratic
governance
Structure
Centralised
Controls
Legislation
and sanctions
Guided market
Market
governance
Free market
Network
governance
Combines centralised
and decentralised
Decentralised
Performance
based on
outcomes
Coproduction
and
cooperation
Fully regulated
At one end of the continuum is the centralized bureaucratic model under which decisions are
mandated, rules and protocols are defined centrally, and there is a heavy reliance on direct
supervision to ensure enforcement and adherence. If applied to eHealth, the centralized
bureaucratic leadership and governance model would drive eHealth adoption from a central
mandate and all aspects of eHealth would be implemented through large-scale national or state
programmes and projects.
Free market
At the other end of the continuum is the free-market model in which there is no clear central
authority and a reliance on external parties such as customers, care providers and suppliers
to produce outcomes collaboratively. The free-market model supports collaboration and
innovation, allowing grass-roots eHealth initiatives to continue with little or no intervention
from a central authority.
Guided market
Between these two extremes lies the guided-market model which balances the need for
local initiative and innovation against the need to coordinate centrally specific aspects of
implementation. The guided-market model is characterized by central coordination in areas
of national significance, combined with greater flexibility and reduced central control and
regulation in areas where the market is best positioned to play a role. The model relies on
competition and the use of incentives, funding and compliance mechanisms to drive outcomes
in the marketplace.
16 Adapted from National E-Health and Information Principal Committee. National E-Health Strategy, 30th September 2008. Adelaide,
Deliotte Touche Tohmatsu, 2008.
Annex F. Governance continuum page 87
Annex G
Definitions of terms used in the Toolkit

Part
Term
Definition
Part I:
Strategic goals and

challenges
Strategic health sector goals and challenges and/or other national

development goals that can be best supported by eHealth. While there
may be many different goals and challenges, only some of these can be
directly supported by eHealth.
eHealth outcomes
What will be achieved or changed through using eHealth, and how will
the health system and services change by:
Establishing a
national eHealth
vision
improving the information flows within the health sector
improving electronic access to health services and information.

eHealth vision
High-level statement that describes the strategic benefits and

outcomes for the country in general or for the health system and
population through the strategic changes to health system and
services introduced by eHealth (eHealth outcomes).
National eHealth
environment
The national eHealth environment is made up of eHealth components

representing the enabling and foundation elements for eHealth as well
as technical capabilities that form together an ecosystem for eHealth
in a country.
eHealth components
The building blocks of a national eHealth environment which will allow

the eHealth outcomes to be achieved. They describe what is needed to
be introduced or strengthened to achieve the eHealth vision in terms of:
infrastructure
workforce.
Strategic
recommendations
Strategic recommendations describe the highlevel actions required to

deliver the national eHealth environment. These actions may describe
how new eHealth components will be delivered, or how existing
eHealth components will be repurposed or extended.
Part 2:
Action lines
Developing an
eHealth action plan
Broad areas to group national activities of similar focus and intent that
are required to deliver a nations eHealth vision.
eHealth outputs
The specific achievements, deliverables, results or changes required to

deliver a strategic recommendation.
Activities
The set of activities which need to be undertaken to deliver a particular

output.
Output indicators
Indicators that provide insights into the adoption and take-up of

eHealth within the countrys health sector.
Part 3:
National eHealth
monitoring
and evaluation
guidelines
Outcome indicators
Indicators that provide insights into the tangible results for

stakeholders that arise from the adoption and use of eHealth.
Annex G. Definition of terms used in the Toolkit page 88

ISBN 978 92 4 154846 5

National eHealth Toolkit Part 2: Developing a national eHealth action plan

Part 2
Developing a National eHealth
Action Plan

Part 2
Developing a National eHealth
Action Plan

ISBN 978 92 4 154846 5 (WHO)
ISBN 978 92 61 14051 9 (ITU)

en/index.html).
capital letters.
Printed in Geneva
Part 2
Developing a national eHealth action plan
Purpose
Part 2 of this Toolkit builds on the national eHealth vision that was articulated in Part 1. Using
the results obtained from there as the starting point, it now moves forward to discuss how the
vision can be achieved through the development of a comprehensive, well-structured national
action plan for eHealth.
A country embarking on a national eHealth strategy will shape the action plan to reflect its own
unique circumstances, constraints and priorities. The primary value of this exercise is to enable
a government to plan eHealth activities and funding over the short- to medium-term, while
building a solid foundation for investment and growth over the longer term.
The action plan can be regarded as a self-contained document that will be widely published for
all the countrys eHealth stakeholders and other interested parties to read and refer to in order
to understand and begin to implement the plan.
Some elements of it will be unavoidably and of necessity complex. Nevertheless, efforts to render
it accessible and understandable to a wide audience are worthwhile, and on this basis a definition
of terms frequently used is provided in Annex G. This approach benefits not just the immediate
readership, but those including ultimately the general public to whom the plan and its main
elements should be championed and communicated. An example of how to construct this
document and shape it into chapters or sections is contained in Annex A. The running order of
the sections should be modified as necessary according to the particular intended audience.
Audience
The complete, three-part Toolkit is a guide for government health-sector leaders in ministries,
departments and agencies who will manage the development of an eHealth strategy and action
plan for their country. Building the plan begins with understanding what it should do (Part
1), which was particularly directed towards a political audience that has to win endorsement
and support for the goals of the strategy. It also included professionals, working largely but
not exclusively within a government, and already familiar with the current and potential
applications of information communication technologies (ICTs) to health.
The intended audience for Part 2 is also political, but more directed towards those who will be
implementing the plan, including the stakeholders described in Part 1 and referred to again in
Part 2, and their involvement is crucial.
The main readership of Part 2 therefore is decision-makers who have developed a national
eHealth vision through other means and who seek to develop their own plan for its
implementation. As with all three parts of the Toolkit, successful application of the plan
requires a team experienced in strategic planning, analysis and communication. The focus of
Part 3 will be on ensuring that the plan does what it is supposed to do, refining and redirecting
it if necessary, and if done well, also informing practice in other countries.
page i
Toolkit overview
To recap from the general introduction, the Toolkit provides a framework and method for
the three-part development of a national eHealth vision, an action plan and a monitoring
framework, with the second and third parts building progressively on the work of Part 1.
Part 1: A national eHealth vision that responds to health and development goals.
Part 2: A national eHealth action plan that reflects country priorities and the eHealth
context.
Part 3: A plan to monitor implementation and manage associated risks.
Part 1
Part 2
Part 3
National eHealth
action plan
(This document)
National eHealth
Part 2 consists of nine chapters and six annexes:
Chapters 1 and 2 provide guidance on managing the process and working with
stakeholders.
Chapter 2 summarizes the outputs from Part 1 to be used as the starting point for
developing the action plan.
Chapter 3 describes the main elements and method by which an action plan for eHealth is
developed.
Chapter 4 is concerned with engaging further with stakeholders in developing the plan.
Chapters 59 provide detailed guidance on each stage of the planning process.
The annexes provide additional information to support this Toolkit, including a definition of
terms and a suggested structure for the plan document.
page ii
Contents
Part 2. Developing a national eHealth action plan

Chapters
Introduction From vision to action plan
1. Framework for an action plan
2. Developing the national eHealth action plan: Overview
3. Manage the process
4. Engage with stakeholders
10
5. Develop eHealth action lines
16
6. Develop an integrated action plan
27
7. Determine high-level resource requirements
33
8. Apply funding constraints to refine plan
41
9. Define implementation phases
46
Annexes
A. Structure of an eHealth action plan
51
B. Methodology summary
52
C. Mapping eHealth components to action lines
54
D. Examples of eHealth activities
56
E. Examples of eHealth activity risks
61
F. Public-private partnerships (PPP)
63
G. Definition of terms used in the Toolkit
65
page iii
Figures
1. From vision to action plan
2. Framework for an eHealth action plan
3. A method for developing an eHealth action plan
4. Sample governance structure
5. Sample timelines for developing an eHealth action plan
6. Common stakeholder roles in developing an eHealth action plan
12
7. High-level mapping of eHealth components to four common action lines
18
8. Sample eHealth action line plan
24
9. Sample consolidated work plan for an eHealth action plan
28
10. Suggested approach to estimating funding requirements
39
11. Implementation phases in an eHealth action plan
47
12. Mapping eHealth components to action lines
53
Boxes
1. Examples of strategic recommendations and outputs
19
2. Example of messages for implementation phases
48
3. Implementation targets for the Connect and Communicate phase (Years 1-3)
49
4. National eHealth action plan
51
page iv
Tables
1. Suggested governance mechanisms for developing an eHealth action plan
2. Governments role and implications for planning
11
3. Common stakeholder roles
13
4. Sample approach to stakeholder groups
14
5. Sample stakeholder consultation plan
15
6. Four common eHealth action lines
17
7. Elements defining eHealth activities
20
8. Sample activities in four common eHealth action lines (not exhaustive)
21
9. Description of steps for exploring alignment of action plan
30
10. Suggested dimensions to explore skills and expertise
34
11. Approaches to securing skills and expertise
36
12. Suggested dimensions for determining the approach to securing skills and resources
37
13. Exploring the potential availability of funding
42
14. Approach to refining action plan to take account of funding availability
44
15. Approach to identifying implementation phases
47
16. Methodology summary for developing a national eHealth plan
52
17. Examples of governance activities (not exhaustive)
55
18. Examples of foundation activities (not exhaustive)
56
19. Examples of solutions activities (not exhaustive)
58
20. Examples of change and adoption activities (not exhaustive)
59
21. Examples of leadership and governance risks (not exhaustive)
60
22. Examples of stakeholder engagement and buy-in risks (not exhaustive)
60
23. Examples of resource and funding risks (not exhaustive)
61
24. Examples of implementation approach risks (not exhaustive)
61
25. Examples of external dependency risks (not exhaustive)
61
page v
Introduction
From vision to action plan
The national eHealth vision

By this point in the overall process, a government will have established a national eHealth
vision by completing Part 1 of the Toolkit. The vision, and recommendations for taking it
forward, will have been endorsed by health-sector leaders and supported by the broader
stakeholder environment.
The national eHealth vision describes:
the health and development context and specific health goals that eHealth will support;
the outcomes that eHealth is expected to deliver;
the eHealth components required to deliver this vision, taking into account the current
eHealth environment; and
the strategic recommendations, including priorities, for putting these components in place.
Part 1 shows why eHealth is required and what a national eHealth plan will deliver.
The eHealth action plan

Part 2, the national eHealth action plan, describes how the eHealth vision will be achieved. It
outlines the main action lines and resources required to implement the recommendations from
Part 1 (Figure 1).
Figure 1. From vision to action plan
Part 1
Vision
Part 2
Strategic
recommendations
Activities
Integrated
action plan
An action plan enables a government to:
identify all components and how they should be governed, funded and coordinated to
ensure that results are achieved at a national, state and local level; and to
work closely with multisector stakeholders who will be involved in implementing the plan.
Introduction. From vision to action plan page 1
Chapter 1
Framework for an action plan

An action plan for eHealth describes the comprehensive set of activities, required resources and
strategic phases for implementing the national eHealth vision (Figure 2).
Figure 2. Framework for an eHealth action plan
Action lines
Action lines
Outputs
Activities and dependencies
Risks and challenges
Resources
Skills and expertise

High-level resources
Funding requirements
Strategic phases
Implementation phases
Strategic focus
Implementation targets
1.1 eHealth action lines

The national action plan is based on groups of activities, or action lines, that provide a highlevel view of the major areas of work required to deliver the national eHealth vision. The
specific activities, deliverables, dependencies and risks are described for each action line.
1.2 Resources
Examples of the resources required to implement an eHealth action plan include human
resources people and their skills and expertise, vendors and suppliers and infrastructure.
Among other considerations, the quality, cost and availability of these resources, and whether
they are local or international, will affect the scope, timing and delivery of activities in the
action plan. For this reason, resources are carefully considered in the planning stage in order to
optimize, share and leverage current and potential resources for implementation.
Chapter 1. Framework for an action plan page 2
1.3 Strategic phases

An eHealth action plan is typically complex, with interdependent activities across multiple
action lines and a multi-year timeframe. Representing the plan in strategic phases makes
planning and funding more logical and practical by defining a specific focus, with priorities,
targets and deliverables for each time-limited phase. These phases are described from a highlevel perspective in a way that can be understood and communicated by senior political leaders
and stakeholders. Plans for initial phases are usually more detailed than for later phases, which
may be timed to fit with national planning or budget cycles.
1.4 Suggested structure

The framework in this chapter describes the core components to be considered in developing
a national action plan for eHealth. Annex A suggests a structure for the plan, which can be
modified as needed for the primary audience.
Chapter 1. Framework for an action plan page 3
Chapter 2
Developing the national eHealth action

plan: overview
Figure 3. A method for developing an eHealth action plan
Manage the process
Develop eHealth
action lines
Develop an
integrated action plan
Determine
high-level resource
requirements
Apply funding
constraints
to refine plan
Define
implementation
phases
A national eHealth action plan is developed as an iterative process, similar to that used in
developing the national eHealth vision. First, an initial plan is drafted based on the vision and
recommendations developed in Part 1 of this Toolkit. Next, the draft is refined based on a
countrys constraints (such as resources and funding) and eHealth environment. This approach
ensures that the plan is grounded in the current context, but is not overly constrained. It also
allows for the identification of activities that could be implemented should additional resources
become available. This section summarizes the method, with details provided in Chapters 3
and 5 and a summary table in Annex B.
2.1 Manage the process

The planning process must be effectively managed to produce a plan that corresponds to the
vision and recommendations developed in Part 1. A successful process requires health-sector
leadership and support, appropriate governance mechanisms, stakeholder consultation, and a
core team with technical knowledge, analytical ability and communication skills.
2.2 Engage with stakeholders

Producing an informed and supported action plan requires consultation with multisectoral
stakeholders, such as have been described in Part 1, consistent with the governments role and
governance of the process. Stakeholders who will be responsible for implementation of the
action plan should be involved in its development, to ensure feasibility and facilitate support as
the plan is rolled out.
2.3 Develop eHealth action lines

The development of an action plan begins with defining the activities required to deliver the
national eHealth vision and recommendations. Activities are then grouped as action lines, each
of which has its own focus, priorities and targets for implementation.
Chapter 2. Developing the national eHealth action plan: overview page 4
2.4 Develop an integrated action plan

The detailed plans for each action line are integrated to form a comprehensive eHealth action
plan. This plan is checked for alignment with the strategic priorities and recommendations from
Part 1. The plan is also reviewed to ensure that it is pragmatic and achievable, and that risks are
identified and addressed.
2.5 Determine high-level resource requirements

The focus of this step is to identify the skills and expertise required to implement the action
plan. Assessing these against the current eHealth environment allows potential constraints
to be identified. The quality, cost and availability of resources, and whether they are local or
international will affect the scope, timing and delivery of activities. As mentioned in Section 1.2,
it is for this reason that resources need to be carefully considered in the planning stage in order
to optimize current and projected resources as well as to gauge funding needs.
2.6 Apply funding constraints to refine plan

Identifying and securing financial resources to implement a proposed national eHealth plan will
present challenges for many countries. This step outlines the magnitude and timing of potential
funding and refines the action plan so that it is realistic and can be implemented in this context.
2.7 Define implementation phases

An action plan can be divided into phases that progressively take a country towards its eHealth
vision. A phased approach to implementation is both strategic and practical. Each phase can be
used to communicate a complex action plan in a way that stakeholders can understand, and can
have defined targets. These help stakeholders understand what each phase should achieve and
what progress is being made towards the objectives.
Chapter 2. Developing the national eHealth action plan: overview page 5
Chapter 3
Manage the process

This process focuses on the effective management of the development of the eHealth action
plan.
Manage the process
Develop eHealth
action lines
Develop an
Determine
high-level resource
requirements
Apply funding
constraints
to refine plan
Define
implementation
phases
Objective
Effective management under the responsibility of a core team ensures that the development
of an eHealth action plan is undertaken in a structured and timely manner, with appropriate
stakeholder engagement.
Activities
The leadership, governance and management mechanisms established during Part 1 should be
continued into the planning process. They are:
maintaining health sector, ministerial and government leadership and support

adapting governance mechanisms established in Part 1 to continue the process of eHealth
planning
ensuring that the required programme development skills and expertise are present
defining a timeline and process for developing the plan and ensuring the agreed steps are
taken.
Outputs
A credible, well-managed process resulting in a national eHealth action plan informed and
supported by stakeholders.
3.1 Health leadership and support

The top-level ministerial and health-sector leadership that was essential to developing a national
eHealth vision is now equally important for the development of a national eHealth action plan.
Maintaining this support may involve formally recognizing the start of the action planning
process. This creates a clear separation from the development of the national eHealth vision,
and can be used to focus leaders on the objectives of, and their role in, the next phase of the
process. This can also be used to re-energize those involved, following what may have been a
complex or lengthy process to develop the national eHealth vision. However, capitalizing on
the momentum gained from that exercise and moving immediately after its endorsement to
developing the action plan is by far the best way to maintain leadership and support.
3.2 Governance structure and mechanisms

The governance structure from Part 1 can be used for Part 2, with changes to the composition
of groups and responsibilities as needed; an example is given below (Figure 4), with details of
the mechanisms in Table 1.
Figure 4. Sample governance structure
Health-sector leadership
Steering committee
Stakeholder
reference and expert
advisory groups
eHealth strategy team
Broader stakeholder
environment
Table 1. Suggested governance mechanisms for developing an eHealth action plan
Mechanism
Responsibilities
Composition
Health-sector
leadership
Provides high-level oversight and direction
Secures spending authority and resources
Acts as the vocal and visible champion
Supports project management to resolve major

problems, conflicts or challenges
Senior health-sector decision-makers, such as the

minister of health or the national health policy
and strategy council.
Steering
committee
Acts individually and collectively as a vocal and

visible champion through their organizations
Assists in resolving issues and conflicts
Reviews and approve changes to the scope
Provides direction and guidance to the core

team
Oversees progress
Approves, endorses and owns the eHealth

action plan
Those individuals who should be involved in

making decisions in relation to the action plan
and its support.
Provides input and guidance regarding the

development of the action plan
Reviews and provides feedback on draft

deliverables
Academics, thought-leaders, health-sector

representatives and potential funders who are
not involved directly in decision-making but are
able to exert a high degree of influence due to
their acknowledged eminence in the field, their
role as formal or informal advisers to decisionmakers, or their ability to influence funding
availability.
Stakeholder
reference group
This group will probably consist of individuals

from the stakeholder group of decision-makers
(see Chapter 4).
This group will probably consist of individuals

from the stakeholder group of key influencers.
Core team
Manages activities, budget, risks and

communication with steering committee
Monitors progress and budget
Develops the action plan
Undertakes consultation with stakeholders
Individuals skilled and experienced in the

development of complex, large-scale work
programmes involving health-sector change.
Broader
stakeholder
environment
Provides input into the identification and

definition of activities
Provides input into the skills and expertise

required to deliver the action plan, and the
availability of these assets in the national and
international marketplace
Not involved directly in decision-making, but

should be consulted as they may be accountable
for delivering activities in the action plan. They
may also be a source of subject matter expertise.
These individuals and organizations include the
activity owners and subject-matter expertise
groups.
The governance model suggested in Part 1 can remain largely unchanged to support the
development of an eHealth action plan. The main change is that the mechanism for broader
stakeholder environment becomes the primary means to consult with those stakeholders who
may (1) ultimately be required to deliver activities within the action plan; and (2) can provide
subject matter expertise and input to support the planning process.
3.3 Ensure the required skills and expertise are present

The development of an eHealth action plan requires individuals with skills and expertise in the
development of strategic programmes for achieving large-scale change within an industry sector.
The team will build on the output and knowledge gained from Part 1.
The core team for Part 2 should have the following skills and expertise:
management of strategic projects at national level
deep understanding of the national eHealth vision and the strategic context
development of large and complex programmes in the health sector
estimation of funding or costs for strategic work programmes
ability to work effectively with stakeholders
ability to use knowledge from international eHealth programmes and projects.
3.4 Determine the timeline

The timeframe for developing an eHealth action plan will vary according to the level of
engagement with stakeholders, the scope and complexity of the action plan, and the resources
allocated for the work. A suggested range is between nine and 15 weeks (Figure 5).
Figure 5. Sample timelines for developing an eHealth action plan
Week
Stage
Manage the process
Develop eHealth action lines
Develop an integrated
action plan
Determine high-level resource
requirements
Apply funding constraints to
plan
Define implementation phases
Upper expected timeframe

Lower expected timeframe
10 11 12 13 14 15
Chapter 4

This stage focuses on ensuring effective collaboration with stakeholders during the development
of the eHealth action plan.
Manage the process
Develop eHealth
action lines
Develop an
Determine
high-level resource
requirements
Apply funding
constraints
to refine plan
Define
implementation
phases
Objective
Producing an informed and supported action plan requires consultation with a broad range
of multisectoral stakeholders, consistent with the governments role in eHealth. Stakeholders
who will be responsible for implementation of the national action plan should be involved in its
development, to ensure feasibility and facilitate support as the plan is rolled out.
Activities
Working with stakeholders can be a complex undertaking given the diversity of those who may
need to be involved. Managing this complexity requires:
clarifying the role of government
identifying the stakeholder groups to be involved
determining a pragmatic approach to working with the stakeholder groups, which takes
account of influencing power, knowledge, skills and expertise
planning where stakeholder consultation will occur during the planning process, and
ensuring that it is accomplished.
Outputs
Stakeholders broadly accept and support a pragmatic action plan for eHealth.
4.1 The role of government

Part 1 clarified the role of government in the countrys eHealth strategy development. Some
strategies are precisely directed, while others emerge in a more collaborative way. As in Part
1, the governments role will now have a direct bearing on how the eHealth action plan is
developed and the nature and level of stakeholder involvement.
Table 2. Governments role and implications for planning
Market
Governments role
Implications for planning
Fully regulated
Government drives the development

and adoption of eHealth from a
central mandate. eHealth is generally
implemented through large-scale national
or state programmes and projects.
Government is responsible for developing the main

action lines and plan
Limited stakeholder feedback is sought; the plan is

primarily driven by the government
Guided market
Government provides central

coordination of eHealth in areas of
national significance. There is greater
flexibility and reduced control and
regulation in areas where the health
sector and market are best positioned
to play a role in developing the eHealth
environment.
Government leads and manages the development of

the action plan
Government works with stakeholders to identify

required activities, as stakeholders may be
responsible for delivering activities within the plan.
Content of the plan is driven by the government and

important multisector stakeholders
Free market
Government provides no central

authority and limited governance over
the development of the national eHealth
environment. There is heavy reliance on
the market to develop collaboratively the
Government plays a facilitating and advisery role to

assist in the development of an action plan, which
different stakeholders commit to delivering
4.2 Identify the stakeholders

The health and non-health-sector stakeholders identified in Part 1 should be reviewed to
determine their potential engagement in developing the national action plan. Depending on the
governments role, some of these stakeholders may be accountable for delivering key activities
and therefore should be closely involved in the planning stage. Others may be asked to provide
subject matter expertise on a limited basis.
Examples of stakeholders from the health sector that may need to be consulted or invited to
participate in developing the action plan include:
health professional associations
hospital and health services associations
academic, research institutes and think tanks
health and disability insurance entities
patient associations
national, state and local public-health and health-care authorities
private care providers including private health organizations, NGOs and charitable
affiliates.
Stakeholders from beyond the health sector will also play an important role in delivering the
national eHealth vision. They may contribute resources (expertise or services) and may have
a strong interest in the outcome of the eHealth environment; for example in creating new
business opportunities. Examples of these types of stakeholders include:
ICT/Telecommunications ministries and service providers
professional education agencies and academic institutions
social welfare and community services
defence and civil protection organizations
innovation, industry and science representatives
treasury and finance representatives
international organizations and donors such as the European Commission, the World
Bank, the International Monetary Fund and United Nations specialized agencies.
Health and non-health stakeholders engaged during Part 1 should be analysed to understand
how they should be involved in the development of the action plan, as in the example questions
below.
How influential is each stakeholder in the development and adoption of the action plan?
What expertise or resources may be available to support the development of the action
plan?
What role may the stakeholder be able to play in the implementation of the plan itself?
4.3 Identify stakeholder roles

The stakeholder groups identified in Part 1 should be reviewed, to determine their role
(Figure 6 and Table 3). From this the level, focus, frequency and medium of engagement can be
planned.
Figure 6. Common stakeholder roles in developing an eHealth action plan
Health professional associations,

patient advocacy associations
Subject matter experts

Health ICT industry, health
professional associations
Ministries of health,
education, development,
ICT and telecommunications
Activity owners
ader stakeholder
s
Bro
matter exp
t
c
e
ert
bj
s
Su
o
y
w
t
i
n
v
i
e
t
r
c
s
A
influencer
ey
K
Decisionmakers
Key influencers
Senior executives in key health

organizations, academics, advisers,
international organizations
and donors
Decision-makers
National eHealth steering

committees, ICT council
Table 3. Common stakeholder roles
Stakeholder
group
Description
Examples
Decision-makers
They set the overall vision and strategic

direction for eHealth, and are responsible
for approving, endorsing and owning the
National eHealth steering committee, including

health and ICT ministries
Other government committees or councils into

which the steering committee reports (e.g. the
steering committee may be a subset of a broader
health or ICT committee or council)
These stakeholders are typically involved in:
making decisions in relation to

development of the action plan
the acceptance of the action plan
progressing the delivery of the action plan

once it has been approved.
Key influencers
They are not involved directly in decisionmaking, but are able to influence decisions
due to their:
acknowledged eminence in the field
role as formal or informal advisers to

decision-makers
ability to influence resources available for

delivering the action plan.
Senior executives in key health organizations
Eminent academics
Advisers to steering committee members and

relevant government committees and councils
International organizations and donors
Activity owners
They are not involved directly in decisionmaking, but their potential accountability
for delivering many core activities In the
plan makes it necessary to consult them.
National health ministry or department
State health ministry or department
eHealth development agencies
Standards bodies
Health agency executives (e.g. NGOs, hospitals,

etc.)
ICT/telecommunications ministries
Professional education agencies and academic

institutions
Subject-matter
experts
They are not involved in decision-making

but are a source of expertise that may assist
in defining activities, options and processes
for delivering the plan and perhaps
influencing its credibility and adoption.
Vendors and broader health ICT industry
Experts in a particular discipline related to

eHealth transformation (e.g. clinical work practice
transformation)
Health professional associations
Broader
stakeholders
As beneficiaries or clients, they hold public

servants accountable for how public funds
will be prioritized and used, and how their
services will be affected.
Health professional associations, patient advocacy

associations
4.4 Plan approach to stakeholder groups

The approach to engaging with stakeholders should take into account their role and interests
(Table 3). Clarifying the approach is a necessary step to determining where and how
stakeholders will be consulted during the planning process.
Table 4. Sample approach to stakeholder groups
Stakeholder group
Approach
Decision-makers
Frequent and formal contact to seek input and guidance, present material for final review,
and seek acceptance and endorsement of the action plan.
Key influencers
Frequent and more informal contact to seek input, guidance and assistance in forming the
action plan.
Activity owners
Targeted consultation and participation to seek input and guidance in identifying and
definition of activities required for a particular eHealth action line.
Subject-matter experts
Consulted on an ad hoc basis to seek specialized knowledge in key areas.
4.5 Define where stakeholder consultation will occur

The project planning team should develop a stakeholder consultation plan that describes
in detail how and when stakeholders will be engaged, and for what purpose. A structured
approach saves time and ensures that all stakeholders are identified and consulted as needed
(Table 5). A stakeholder engagement plan should also take into account their availability, and
should seek to minimize the number of consultations, interviews and discussions with the
same stakeholder.

Consulted to gather broader political, sectoral
and other considerations that may influence the
definition of eHealth action lines.
Provide direction regarding options to improve

alignment of the plan to the health system and
other relevant priorities.
Provide input regarding achievability and risks.
Provide input on policy and other factors that

may influence the approach to securing skills
and resources required to deliver the action
plan.
Provide direction on the likely availability of

funding for delivering the action plan.
Consulted as part of evaluation of options for

refining the action plan to take account of likely
available funding.
Select the preferred option for refining action

plan to take account of likely available funding
Review and endorse the refined action plan.
Review and endorse implementation phases for

the action plan.
Develop action
plan
Determine
resourcing and
funding
Apply funding
constraints to
refine the action
plan
Define
implementation
phases
Decision-makers
Stakeholder groups
Develop
eHealth action
line plans
Stage
Table 5. Sample stakeholder consultation plan
Optionally may be engaged to

obtain their feedback on the
proposed implementation phases.
Provide input regarding potential

sources of funding for delivering
the action plan.
Consulted as part of evaluation of

options for refining the action plan
to take account of likely available
funding.
Provide input on policy and other

factors that may influence the
approach to securing the required
skills and resources.
Provide direction regarding options

to improve alignment of the plan
to the health system and other
relevant priorities.
Provide input regarding

achievability and risks.
Consulted to gather broader

political, sectoral and other
considerations that may influence
the definition of eHealth action
lines.
Key influencers
N/A
N/A, not applicable
Consulted to provide input on skills

and expertise required to deliver
their activities.
Consulted to provide input to

funding estimates for activities that
they helped to identify and define.
Consulted to provide input

regarding achievability and risks, in
particular areas or activities.
Consulted to provide input into the

activities required to achieve an
output(s) for a particular action line.

dependencies and risks related to
activities.
Activity owners
N/A
May provide input on funding approaches that

other countries have employed for their national
eHealth programmes.
skills and expertise required to deliver

specialized activities
the availability of skills and expertise
potential approaches to securing skills and

resources required
funding required for other ehealth programmes

and projects
costs associated with specialized technology and

and non-technology-related activities
Provide knowledge of:
Provide input regarding achievability and risks in

particular areas or activities.
Consulted to provide input into the activities

required to achieve an output(s) for a particular
action line.

dependencies and risks related to activities.
Subject matter expertise
Chapter 5
Develop eHealth action lines

This stage focuses on developing individual plans for each eHealth action line.
Manage the process
Develop eHealth
action lines
Develop an
Determine
high-level resource
requirements
Apply funding
constraints
to refine plan
Define
implementation
phases
Objective
Developing an eHealth action plan begins with understanding and logically grouping the
activities that are required to deliver the national eHealth vision and recommendations
developed in Part 1. Grouping activities enables the identification of broad action lines, which in
turn form the basis of the eHealth action plan.
Activities
Define main action lines.
Assign outputs to action lines.
Identify the activities required to deliver the outputs of each action line.
Identify additional change and adoption activities.
Identify dependencies between activities.
Develop individual plans for each eHealth action line.
Identify risks associated with the delivery of action line plans.
Refine eHealth action lines (optional).
Outputs
An indicative plan for each eHealth action line, which communicates the outputs, activities,
dependencies, timings and risks.
Chapter 5. Develop eHealth action lines page 16
5.1 Define main action lines

Objective
This step defines the main eHealth action lines that will form the basis of the action plan.
Action lines are used to group activities of similar focus or intent. Country experience suggests
that the activities required to deliver a national eHealth vision generally fall into one of four
broad groups (Table 6).
Table 6. Four common eHealth action lines
Action line
Example characteristics
Governance
Provides coordination, visibility and oversight of the eHealth action plan (i.e. programme
activities).
Develops governance structures and mechanisms to ensure accountability, transparency and

effective leadership is in place.
Foundations
Deliver eHealth components that support secure electronic information exchange across
a countrys geographical and health-sector boundaries, or improve access to health-care
services through electronic channels.
Are of national significance, and too risky or complex to deliver successfully if approached by
other means than by a national, coordinated approach.
Are more cost effective to develop only once at a national level rather than duplicating effort
and expenditure across states, regions, and private sector.
Solutions
Encourage the development and use of high-priority eHealth services and applications to
improve the efficiency and effectiveness of health system management and care delivery.
Deliver eHealth components that enable individuals, health-care providers and health-care
managers to access, view, use and share health information as part of care provision.
Deliver eHealth components that provide the tangible means by which stakeholders will
benefit from the national eHealth environment.
Deliver eHealth components that access, interact with and use national foundations and
infrastructure to access and share information.
Change and adoption
Motivate, prepare and support the health system in adopting and using eHealth in health-care
management and delivery.
Establish incentives, facilitate the adoption of eHealth services and applications, and change
work practices to be able to use eHealth effectively.
The broad action lines described above are one example of a starting point for grouping
activities, but it is not essential to finalize them at this stage. As other aspects of the work plan
take shape, these action lines can be extended or refined, based on factors such as:
the scope of recommendations from the national eHealth vision (Part 1), and whether there
are specific themes or clusters of recommendations that indicate the need for an additional
or different action line;
key stakeholders expectations regarding the inclusion of specific action lines; and
the detail that a government would like to communicate.
The focus at this point should be on developing a high-level plan. Detailed programme planning
will take place following approval to proceed with implementation.
Recommended outputs
This step should produce an initial set of action lines that together form the basis of the eHealth
action plan. Each action line should have a clearly defined intent or focus. Between four and
six main action lines is a manageable structure for an eHealth action plan, and encourages the
right level of depth and detail in the plans for each one. A large number of activities should
be avoided as this tends to result in a very detailed level of analysis and planning, which can
consume a significant amount of time, for little benefit, given that the focus should be on a
high-level plan.
Approach
This step requires a combination of internal analysis, supported by input from stakeholders.
Internal analysis
This step should focus on reviewing the suggested eHealth action lines and determining
whether these need to be refined or extended. The action lines should encompass the full range
of activities required to deliver the recommendations from Part 1. The components from Part 1
can be mapped to these action lines (Figure 7).
Figure 7. High-level mapping of eHealth components to four common action lines

Strategy
and
investment

Standards & interoperability
Legislation,
policy and
compliance
Workforce
Infrastructure
Key: Action lines
Governance
Foundations
Solutions
Change and
adoption
The Infrastructure component may be mapped to both Foundations and Solution action lines
depending on a countrys definition of the scope of these action lines. It is suggested that
activities associated with delivering Infrastructure components be mapped to the Foundations
action line. See Annex C for a more detailed representation of Figure 7.
As Part 1 developed strategic recommendations for each eHealth component area, the above
mapping may be a useful tool in determining:
where activities associated with strategic recommendations should be mapped to; and
whether eHealth action lines need to be refined or extended as there would appear to be no
eHealth action line where an activity could be allocated.
This step requires consideration of the broad range of activities required to deliver each strategic
recommendation produced by Part 1 of the Toolkit. These activities will be further refined as
described later in Section 6.4.
The initial action lines can be tested with a small number of stakeholders to identify any
considerations that may influence how the action lines are framed.
5.2 Assign outputs to action lines

Objective
This step starts by taking the strategic recommendations from Part 1 and breaking them down
into a set of outputs. These outputs are assigned to one of the main action lines. Each strategic
recommendation should be examined against each proposed action line, by asking what is
required to implement each recommendation in terms of:
governance outputs
foundational outputs
solution outputs
change and adoption outputs.
Answering these questions requires a clear definition of the scope or focus of each action line.
If all the outputs from one strategic recommendation can be assigned to one action line, the
recommendation can be assigned to that action line. Other strategic recommendations may have
outputs that can be assigned to several action lines. This may be the case where change and
adoption outputs are required in addition to foundational, solution and governance outputs.
Recommended outputs
This step should produce a set of outputs for each eHealth action line. Each output should be
traceable back to a strategic recommendation from Part 1 (Box 1).
Box 1. Examples of strategic recommendations and outputs
Strategic recommendation: implement a unique national health identification service

Required outputs
Foundations
Solutions
Change and adoption
Governance
National health identifiers

service established.
National health identifier

standards approved and
published.
New national, state

and regional privacy
legislation introduced for
introduction and use of a
national health identifier
service.
Vendor community
has added support
for national health
identifiers into most
popular products
and solutions.
Software
compliance function
established and has
accredited a number
of products and
solutions.
Health-care organizations
and providers support the
introduction of the service.
Consumers support the

introduction of the service.
High priority health-care

organizations and providers
adopting and using accredited
software.
Operational governance
and oversight mechanism
for the national health
identifier service
established.
Appropriate funding
secured for the
development and operation
of the national health
identifiers service.
Strategic recommendation: Implement a national telehealth service for rural and remote communities
Required outputs
Foundations
Solutions
Change and adoption
Governance
National telehealth
Fit-for-purpose data
connectivity established
to priority communities.
Fit-for-purpose local
computing and
communications
infrastructure established
in priority communities.
Fit-for-purpose and
compliant telehealth
solutions available
in marketplace.
Health worker education

and training now includes
telehealth training.
Community health workers

able to support communities in
accessing telehealth services.
Communities aware of
telehealth; services widely used
by priority communities.
Operational governance
and oversight mechanism
for the national telehealth
Appropriate funding
secured for the
development and operation
of the national telehealth
service.
Approach
This step should be an internal activity involving working sessions focused on identifying outputs
for each of the strategic recommendations from Part 1, and assigning these to action lines.
In some instances the process may result in the identification of outputs that cannot be assigned
to an action line. In these cases, the action lines should be reviewed to determine whether the
scope of the action lines needs to be refined to accommodate the output (preferred), or whether
a new action line is required.
Different stakeholders may be accountable for delivering outputs for eHealth action lines.
Understanding the potential leadership and accountability for a particular output allows these
stakeholders to be identified so that they can be involved in defining the required activities.
The questions below help to identify the stakeholder(s) accountable for a particular output.
Who has the policy responsibility for this output?
Who has the mandate or authority?
Who has the capability and capacity to deliver the output?
Who is perceived by the health sector and/or public as being the right entity to deliver the
output?
Who is able to engage effectively with and influence health and non-health-sector
stakeholders?
Who has access to the appropriate financial resources?
5.3 Identify the activities required to deliver the outputs

Objective
This step identifies the activities required to deliver the outputs of a particular eHealth action
line. High-level activities are strategically important projects, initiatives or other actions
required to deliver an output, rather than detailed activities and tasks that would typically be
defined as part of planning an individual project. Activities are the basis of an action plan and
should be defined as to their scope, timing and dependencies (Table 7). Defining these activities
will enable resourcing and funding requirements to be determined.
Table 7. Elements defining eHealth activities
Element
Description
Role
Scope
A high-level understanding of the

intent of the activity, typically defined
in terms of particular outputs that the
activity will need to deliver.
Supports the identification of likely timing, dependencies,

resourcing and ultimately funding requirements.
Duration
A high-level estimate of the

magnitude of duration for each
activity (e.g. 3 months, 6 months,
1 year, 2 year, etc.).
Required to identify the timings associated with each

activity for a particular eHealth action line, and ultimately
the eHealth action plan.
Dependencies
The high-level relationships between

activities that may influence the time
when an activity can start and/or be
completed.
Influences the sequencing of activities, which ultimately

impacts the timings for eHealth action line plans and the
The exploration of dependencies will be further discussed in

a later section. However, it is likely that the identification of
dependencies will start during this activity. This knowledge
can be carried forward to support a more detailed
exploration of dependencies within eHealth action lines.
Recommended outputs
This step should produce a description of the high-level activities for each action line, including
the scope, duration and dependencies of each activity (Table 8). Annex D provides further
examples of potential activities in each of the eHealth action lines.
Table 8. Sample activities in four common eHealth action lines (not exhaustive)
Action line
Sample activities
Governance
Design and establish a national eHealth governing council
Design and establish eHealth regulatory functions
Design and establish national eHealth entity to direct and manage national eHealth investment
Formalize governance interactions with other national, regional and local governance bodies
Foundations
Develop high-level requirements and design for foundation of eHealth service
Deploy and operate national eHealth service
Define eHealth standards development process
Review existing national and international standards
Develop and approve standards and terminologies
Agree and adopt nationally consistent regulatory framework for health information protection
Establish mechanisms to improve computing infrastructure in healthcare organizations
Deploy priority data connectivity infrastructure
Solutions
Establish a national eHealth solutions investment fund
Foster development of high-priority eHealth solutions
Design and establish a national solutions compliance function
Develop and publish certification and compliance criteria
Develop high-level requirement and design for priority national eHealth services and applications
Select implementation partner to perform detailed design and build of national eHealth service
Deploy and operate national eHealth service or application
Change and
adoption
Identify and assess priority change and adoption targets
Develop and roll-out eHealth awareness campaigns
Establish framework for measuring effectiveness of engagement and awareness activities
Establish national eHealth knowledge repository
Develop and roll-out financial incentive regime
Roll-out financial incentive communications programme
Monitor eHealth solution adoption
Define standard eHealth competency framework
Implement education and training course changes
Design targeted stakeholder reference and working groups
Engage and consult with stakeholder reference and working groups
Approach
This step should begin as an internal activity, but it may be extended to involve participation of
health and non-health-sector stakeholders who may ultimately be accountable for activities in
the action plan.
Internal analysis
Initially, internal working sessions should be undertaken to identify the activities required to
deliver the outputs for each eHealth action line. The identification of activities should consider
the strategic recommendations from which the relevant outputs were derived; in particular, any
specific activities that may have been explicitly or indirectly described by the recommendation.
Multisectoral consultation and participation

The identification and definition of activities should be a multisectoral effort, because
various health and non-health stakeholders will probably be accountable for executing them.
Stakeholders identified in Section 6.2 as having potential accountability for outputs of eHealth
action lines should be consulted and involved in defining the activities required to deliver those
outputs.
5.4 Identify additional change and adoption activities

Objective
This step identifies additional change and adoption activities required to support the outputs
and activities identified for each eHealth action line.
Change and adoption activities encourage and enable health-care participants such as
consumers, health-care providers, managers and administrators to prepare for, adopt and use
the national eHealth environment as a core part of health-services delivery. Country experience
indicates that this requires a national change and adoption strategy to drive the adoption of
eHealth in priority areas of the health system, and to drive the broader adoption of eHealth
towards a self-sustaining point.
The need for change and adoption activities should emerge as activities are identified for each
action line. To ensure that the main change and adoption activities have been identified, it may
be useful to explore the questions below for each activity.
How might the activity impact stakeholders such as consumers, healthcare providers,
managers and administrators?
Do stakeholders understand the benefits of the activity for them?
How will stakeholders understand and react to the potential impact of the activity?
What are the risks and challenges to be overcome to ensure understanding and acceptance?
What activities may be required to address these risks and challenges?
Answering these questions will assist in understanding the change and adoption strategy
required to support the delivery of the national eHealth vision. This strategy will be articulated
through the various activities that are defined within the Change and Adoption eHealth action
line.
Recommended outputs
A description of the change and adoption activities required to deliver the national eHealth
vision, including scope, duration and dependencies of each activity. Collectively, these activities
constitute the high-level change and adoption strategy for the country. Examples of change and
adoption activities are provided in Annex D.
Approach
In practice, the identification of change and adoption activities should occur as the outputs and
activities of each eHealth action line are identified (Section 6.3), but is highlighted here as it is a
critical part of the action plan.
5.5 Identify dependencies between activities

Objective
This step identifies the dependencies between the activities in different action lines.
Dependencies affect the sequence, timing and delivery of activities in the action lines.
Identifying dependencies requires an understanding of the relationships between activities.
Dependencies may arise for three main reasons:
Timing. Some activities may be unable to start until others have finished; some may start
earlier, but will be unable to finish until others have been completed.
Resources. Available resources may constrain the number of activities that can be delivered
at any one time.
Change. The health system will only be able to accept a certain amount of change over
a given time period, which may limit the number of activities that realistically can be
delivered at any one time.
Dependencies will exist between activities in the same action line as well as activities in other
action lines. This step should identify both types of dependencies, as they will inform the
development of individual activity plans as well as the action plan.
Recommended outputs
This step should identify the primary dependencies between activities and the rationale for
each dependency. Dependencies must be understood to a sufficient level of detail to be useful in
informing the sequencing of activities in a work plan.
Approach
This step should be undertaken as an internal activity to identify the relationships between
activities and other causes of dependencies, and use this to define the dependencies within and
across eHealth action lines.
5.6 Develop individual plans for each action line

Objective
This step develops a high-level plan for each of the eHealth action lines. This involves using the
knowledge of accountability, activities, timings and dependencies to lay out a logical plan for
delivering the outputs of each action line.
Recommended outputs
This step should produce a plan for each eHealth action line that communicates the activities,
their duration and timing (Figure 8).
Figure 8. Sample eHealth action line plan1

Outputs
Identification
and Authentication
Information
Protection
National
E-Health
Information
Standards
Year 0
Year 3
3 Years
Year 6
6 Years
Implement UHI
service
Operate UHI service
Implement
NASH service
Operate NASH service
10 Years
Year 10
Agree and adopt the NHIRF

Define standards
development
process
Electronic
Event summaries
Care plans
prescriptions
& notifications
Test
Medications
Chronic disease
orders/results decision support management
Test orders
Referrals
Telehealth
decision support
Reporting
datasets
IEHR
Terminologies
Secure
messaging
Implement and enhance standards
Develop new standards
Computing
Infrastructure and
Core Systems
National Broadband
Services
Determine
State/Territory
funds allocation
Define
accreditation
requirements
Establish and refresh infrastructure
Maintain infrastructure
Implement accreditation requirements
Extend fit-for-purpose broadband services to all care providers
The above example describes the activities within the foundations action line, along with the
high-level timing and sequencing of activities. Dependencies are not explicitly shown, but they
form an important input into sequencing activities. The outputs are shown at a high level along
the left of the diagram.
The individual plan for an eHealth action line may be accompanied by a list of the stakeholders
who may have accountability and leadership for the various activities. The information can
be summarized as a table (if complex), or on a single diagram if accountability does not differ
substantially across the activities.
Approach
This step should be approached as an internal activity to identify the sequencing and timing of
activities, which in turn will be influenced by duration and dependencies with other activities
in the same action line. The impact of dependencies between action line plans will be explored
in the next stage as the individual plans are integrated.
The timeframe for action line plans should be consistent with the strategic timeframe for the
national eHealth vision. A consistent timeframe will support the integration of individual action
line plans into a single eHealth action plan.
5.7 Identify risks associated with the delivery of action line

plans
Objective
This step identifies the risks arising from the activities defined across the action lines. Risks
focus on those aspects of the environment that reduce or limit the ability of an activity, or set of
activities, to achieve a particular output (for examples, see Annex E).
Risks may exist across a number of areas including:
stakeholder engagement and buy-in
resources and funding
implementation approach
external dependencies.
Risks are an important input to the integration of the individual action line plans into a holistic
action plan, which occurs in the next stage. As part of the integration, the action plan is
structured and refined to mitigate risk as much as possible.
Recommended outputs
The output of this step will be a description of the risks associated with each of the individual
eHealth action lines.
Approach
This step should be approached as an internal activity that will require working sessions to
identify the relevant risks. Some risks may be specific to a particular activity, while others will
be broader and span one or more action line.
Once risks are identified, additional analysis should be undertaken to determine how they can
be mitigated. There may be multiple ways in which this can be done, including through changes
to the work plans for individual action lines.
5.8 Refine eHealth action lines (optional)

Objective
This optional step refines the initial set of eHealth action lines to ensure that they accurately
describe the logical areas of activity required to deliver the national eHealth vision.
Examples of the reasons why the initial set of action lines may need to be refined include:
numerous activities that do not logically fit into one of the defined action lines
too few outputs and activities in an action line for it to be considered an action line in its
own right
too many outputs and activities in an action line, which has resulted in it being too
complex to interpret and communicate.
Whatever the reason, there are various examples of how refinement could be done, including:
modifying the scope or intent of the initial set of action lines
collapsing one action line and its activities into another
creating one or more new action lines into which activities can be assigned
splitting an existing action line into two or more, to reduce complexity.
Recommended outputs
This step will refine the initial set of eHealth action lines based upon the outputs and activities
that have been identified and explored during this stage.
Approach
This step should be approached as an internal activity focused on reviewing the outputs of
the previous steps and determining whether the initial set of eHealth action lines needs to be
refined.
Specific reasons for the creation of action lines, such as the need for visibility of certain activities
as expressed by stakeholders, should be taken into account. This may require consultation with
stakeholders where refinement of those particular eHealth action lines has been identified as
being required.
Chapter 6
Develop an integrated action plan

This stage focuses on creating an integrated eHealth action plan.
Manage the process
Develop eHealth
action lines
Develop an
Determine
high-level resource
requirements
Apply funding
constraints
to refine plan
Define
implementation
phases
Objective
Once the individual plans for each eHealth action line have been developed, they can be
integrated to form a holistic action plan for delivering the national eHealth vision. The
integration of this plan needs to revisit alignment with the strategic priorities of the national
health system, and the focus of the key stakeholders and funders.
Activities
Draft action plan.
Check alignment with health system and stakeholder priorities.
Identify delivery risks.
Refine action plan to improve alignment with strategic priorities.
Outputs
A national action plan for eHealth that has been refined to improve alignment with health
system and stakeholder priorities, and reduce or mitigate identified delivery risks.
Chapter 6. Develop an integrated action plan page 27
6.1 Draft action plan

Objective
This step integrates the work plans of the individual eHealth action lines into a single,
consolidated national action plan for delivering the national eHealth vision. Developing this
plan requires consideration of two important aspects.
Interdependencies: activities may be dependent on activities occurring in other action lines,

which may require re-scheduling activities within the plan.
Risks: the mitigation of risks identified during the development of eHealth action lines may
require changes to the scheduling of activities, or the addition of new activities, to mitigate
these risks.
The above considerations may result in changes to the sequencing of activities.
Recommended outputs
This step should create an initial draft of the consolidated action plan (Figure 9) capturing:
the various action lines that collectively make up the national action plan
the outputs that each action line is seeking to deliver
the individual activities in each action line
the duration and timing of individual activities.
Dependencies do not need to be explicitly shown, as doing so may impact the readability of the
work plan.
Figure 9. Sample consolidated work plan for an eHealth action plan2
eHealth activity area
Year 0
Implement service
NASH
Implement service
Year 0
NHIRF
Foundations
Year 3
UHI
E -Health
Standards
Year 6
Operate UHI service
Year 3
Year 10
Year 10
Operate NASH service
Agree and adopt the NHIRF

Define high priority E-Health solution standards
Implement consistent standards process
Develop new standards

Implement and enhance standards
Extend broadband coverage
Physical
Infrastructure
Development
fund
Compliance
E -Health
Solutions
Solutions
Infrastructure
Set State /Territory

Funds Allocation
Establish and refresh infrastructure
Set accreditation
requirements
Implement accreditation requirements
Establish fund
Foster development of high priority solutions
Establish compliance function

Establish portals
Operate certification process
Maintain infrastructure
Embed compliance into existing health sector regime
Rationalise and validate sources

Prescriptions
service
Electronic information sharing solutions

High Priority
Solutions
Service delivery tools

Information sources
Change and
Adoption
Governance
Awareness
Campaigns
Define awareness
programmes
Incentive
Programmes
Define incentive
regime
Professional
Accreditation
Education and
Training
Professional
Set accreditation
practice standards requirements
Agree and implement new

accreditation requirements
Accredit care providers and care provider organisations against new requirements
Define professional development programmes

Implement changes to education and training programmes
Engagement
Forums
Establish
reference groups
National
E -Health Entity
Establish national
E -Health entity
E -Health
Regulation
Rollout awareness programmes

Rollout incentives
Enhance education and training programmes
Consult with reference and working groups
Establish E -Health
regulatory function
Approach
This step involves internal working sessions to develop an initial action plan, and may be
supported by limited stakeholder consultation to validate the plan.
The development of an action plan occurs over two steps.
Step 1: Integrate eHealth action line plans. The individual eHealth action line plans are brought
together and re-sequenced based upon the dependencies between activities in different action
lines.
Step 2: Refine consolidated action plan to reduce risks. Refine the consolidated action plan to
mitigate risks identified during the development of the individual eHealth action-line work
plans.
Refining the consolidated action plan may mitigate some risks, but others will probably remain.
These will need to be clearly identified and managed on an ongoing basis.
6.2 Check alignment with health system priorities and

stakeholder expectations
Objective
This step explores whether the action plan aligns with the priorities of the national health
system and expectations of stakeholders. Misalignment may arise due to the timing of activities
and their associated outputs. An important part of this step is to ensure that the action plan
achieves the right balance of developing the foundational elements of a national eHealth
environment, with the delivery of tangible benefits early or fast enough to demonstrate the value
of eHealth.
Countries starting out in eHealth should aim to develop an action plan that ensures the
development of the foundations, infrastructure and enabling components of a national eHealth
environment. The action plan will still require the delivery of eHealth services, applications and
tools that demonstrate the tangible benefits of eHealth.
Countries mainstreaming the use of eHealth should focus on delivering and innovating eHealth
services, applications and tools that address priorities in health care and public health. The
action plan may also require further work on building foundations, infrastructure and enabling
components.
Validating the alignment of the action plan to health system priorities requires reviewing Part 1
outputs of the Toolkit, specifically:
strategic goals and challenges and their relative priority

the expectations of decision-makers and likely funders, in particular specific outputs, and
the targets and timeframe for their delivery.
The action plan should be compared to these priorities and options identified for refining the
plan accordingly.
Recommended outputs
This step will produce an understanding of how well aligned the action plan is to health-system
and stakeholder priorities, and identify the preferred option(s) for improving this alignment.
Approach
This step requires internal analysis supported by consultation with relevant stakeholders to
explore their views on priorities for the action plan and to seek their guidance regarding the
options for improving alignment with these priorities (Table 9).
Table 9. Description of steps for exploring alignment of action plan
Step
Description
Example questions to consider
Outputs
Review alignment
with health-system
priorities.
How well aligned are the outputs of the action plan with
the priorities of the health system?
How well aligned are the timing of outputs with the

timeframes for meeting strategic goals and challenges?
alignment of the action
plan with health-system
priorities.
Review alignment
with stakeholder and
funder expectations.
How well aligned are the outputs with the expectations

of key stakeholders and decision-makers?
How well aligned are the outputs with the expectations

of likely funders?
Does the action plan deliver tangible benefits early

enough or fast enough to address the expectations of
stakeholders?
alignment of the action
plan with stakeholder and
funder expectations.
Develop options for

aligning action plan
with health-system,
stakeholder and
funder priorities.
What type of balance should the action plan be

attempting to achieve?
What options exist for improving the alignment with

health-system and stakeholder priorities?
What options exist for delivering benefits earlier or

faster?
What risks does each option present?
A range of options for

improving alignment
with health-system and
stakeholder priorities, and
associated risks of each
option.
Recommend the
most appropriate
option(s) for
modifying the action
plan to align it with
health-system,
stakeholder and
funder priorities.
What option(s) are most acceptable to key stakeholders

and decision-makers, in terms of balancing:
--achieving health-system and stakeholder priorities
The preferred option for

refining the action plan.
--increasing delivery complexity and risk?
Consultation with stakeholders (including potential funders) will reconfirm stakeholder

expectations and assess options for refining the action plan to improve alignment. Consultation
plays an important role in gaining the involvement of stakeholders in the development of the
action plan, thus beginning the process of building their understanding of and support for the
plan.
6.3 Identify delivery risks

Objective
This step focuses on identifying delivery risks at level of the the action plan. This differs from
the risks for individual eHealth action lines because this step is focused on risks that exist at the
programme level.
The sample questions below can be used to explore potential delivery risks.
What is the scale of activity required?
Is this scale too ambitious to be achieved within the required timeframe?
Do the health sector and other supporting partners and sectors have the capacity to accept
and support this activity and the associated level of change it will require?
Does the country have the financial, human and other resources to support the delivery of
the plan?
Does the plan account for the time it will probably take to develop support and momentum
for eHealth in the health sector and broader public?
Have all the key dependencies between activities been identified and reflected in the
sequencing?
Do health and non-health stakeholders think that the action plan is achievable?
Are there any particular activities that would be completely stop implementation of the
action plan should they be delayed, or could not be delivered?
Recommended outputs
This step should identify delivery risks for the action plan, and options that may exist for
mitigating or reducing their likelihood or impact.
Approach
This step should be approached as an internal activity and supported with input from relevant
health and non-health stakeholders that have been involved in the development of the action
plan.
Internal analysis
Initially internal working sessions should be undertaken to identify potential risks associated
with the action plan. Sessions should explore the action plan from different perspectives (such
as those in the sample questions above in the Objectives section).
Multisectoral input
Health and non-health stakeholders should be consulted to gain their input regarding the
achievability and risks of the action plan. Stakeholders may have specific knowledge or
experience with previous programmes and projects that allows them to provide constructive
feedback.
6.4 Refine action plan to improve alignment with strategic

priorities
Objective
This step refines the action plan based upon the changes already identified.
Refinement will probably involve one of the following actions.
Re-sequencing of activities. The sequencing and timing of activities are altered to ensure that
the outputs of the plan more closely align with the health system and stakeholder priorities.
Refining scope of activity. The scope of activities may be refined to provide greater focus on a
particular priority (e.g. on a particular health-sector segment or geographical location).
Re-visiting activity durations. The duration of one or more activities is altered so that the
outputs of those and subsequent activities more closely align with the health system and
stakeholder priorities. Often these changes are associated with refining the scope of a
particular activity.
Adding or removing activities. New activities may be required to provide greater emphasis
on particular priorities. Alternatively, activities may be removed if they are deemed not
relevant to addressing priorities.
Refining an outcome approach. It may also be necessary to consider a completely different
approach to achieving a particular output for an eHealth action line. This approach may
require a different set of activities to be undertaken.
Recommended outputs
The output of this step will be a refined action plan, which achieves a better balance between
health-system and stakeholder priorities and the long-term development of the national eHealth
environment.
Approach
This step should be approached as an internal activity focused on modifying the action plan in
line with the preferred option(s) that were agreed with stakeholders.
Chapter 7
Determine high-level resource

requirements
This stage focuses on determining, at a high-level, the resources that will be required to deliver
the eHealth action plan.
Manage the process
Develop eHealth
action lines
Develop an
Determine
high-level resource
requirements
Apply funding
constraints
to refine plan
Define
implementation
phases
Objective
Once an action plan has been developed, the focus shifts to understanding the skills and
expertise required to deliver it. Assessing these against the countrys current skills and expertise
allows potential constraints to be identified, which will have implications for the approach
adopted to obtaining the skills and resources required. With this understanding formed, it also
becomes possible to explore the magnitude of funding required to deliver the action plan.
Activities
Identify the skills and expertise required to deliver the action plan.
Identify national skill and expertise constraints.
Determine the approach to securing the required skills and expertise.
Estimate the magnitude of funding required to deliver the action plan.
Outputs
This stage will determine the resource requirements for delivering the action plan and the
approach to securing them. Based on this, this stage will also estimate the magnitude of funding
required to deliver the action plan.
Chapter 7. Determine high-level resource requirements page 33
7.1 Identify the skills and expertise required

Objective
This step focuses on identifying and describing the skills and expertise required to deliver
the action plan. This understanding forms the basis for assessing whether a country has the
appropriate skills and expertise and, if not, how these might be obtained (Table 10).
Table 10. Suggested dimensions to explore skills and expertise
Dimension
Description
Example considerations (not exhaustive)
Type of resource
The skills, expertise and

knowledge to undertake the
activities described in the
action plan.
Clinical work practice transformation
Programme and project management
Financial modelling
Legislative and policy development
eHealth product and solution development
Enterprise and solution architecture
Privacy and data protection
Information standards development
Product and solution compliance
Change management
Communication planning and delivery
Governance model development and delivery
Resource capacity
The scale of resources that

will be required to undertake
the activities described in the
action plan.
Resource estimates (e.g. head-count)
Likelihood of a resource being able to fulfil multiple resource

types (i.e. provide multiple required skills and expertise)
Resource
distribution
The level or location where

resources will be required.
National
State
Regional
Local
Recommended outputs
This step should provide a consolidated view of the skills and expertise needed to deliver the
action plan. While this understanding will be developed through assessing the requirements for
delivering individual activities, the output of this step should seek to roll this up to a high-level
set of resource requirements that describe the skills and expertise, capacity and distribution.
Approach
This step should initially be approached as an internal activity. However, it may need input from
subject matter experts.
Internal analysis
This step will involve assessing each of the activities within the action plan to identify the
requirements for each the dimensions described above in Table 10. Knowledge of domestic
and international eHealth programmes and projects can be utilized during this step to assist in
identifying the required skills and expertise, and in providing guidance as to the magnitude of
resources that may be needed.
The focus should be on identifying at a high level the resources required, rather than
determining project resource at a micro-level. Detailed resource planning will occur later as part
of the activities that are described within the action plan.
Input from experts

Subject-matter experts bring specific knowledge of the skills and expertise as well as the scale
of resources that may be required. Experts have specific knowledge of a particular domain (e.g.
legislation), or have experience in the delivery of national or international eHealth programmes
or projects.
7.2 Identify national skill and expertise constraints

Objective
This step focuses on identifying what constraints exist to fulfilling the skills and expertise
requirements for implementing the action plan. Each country will have a different portfolio of
skills and expertise available, affecting how well positioned it is to deliver its action plan. It is
important that this portfolio of skills and expertise be explored so that gaps or constraints can
be identified and resolved.
Does the country have personnel with the required skills and expertise?
Does the country have sufficient levels of resources with these required skills and
expertise?
Are personnel located where they will be needed, or can they be easily deployed to the
required locations?
Are there any current or planned national or international programmes or projects that
may generate competition for these personnel?
Exploring questions such as these involves considering the broader resource pool from which a
country can draw. The required skills and expertise may exist in the public and private sector,
as well as in the broader health and non-health sectors.
Recommended outputs
This step should document the skill and expertise constraints that will affect the delivery of the
action plan at the consolidated level, rather than the activity level.
Approach
This step should initially be approached as an internal activity and may require input from
Internal analysis
This step will involve assessing the countrys ability to fulfil the requirements identified in
Section 7.1. This assessment should explore each of the dimensions and consider potential
competition for resources from other domestic and international projects, and how this may
impact the available resources for delivering the action plan.
The constraints identified also need to be understood in terms of their implications. This will
assist in identifying the high-priority constraints that need to be resolved.
Input from experts

Experts can bring specific knowledge to this area. Examples of experts include representatives
of organizations and agencies responsible for collecting and reporting on workforce statistics.
These may include government bodies responsible for statistics, as well as industry and sector
representative bodies.
7.3 Determine the approach to securing the required skills

and expertise
Objective
Selecting the approach means giving consideration to the required skills and expertise, and the
constraints in securing them (Table 11).
Table 11. Approaches to securing skills and expertise
Approach
Description
Examples
Recruit
They are directly recruited from the marketplace.
Direct employment or hire
Contract
They are contracted from third-party providers or

organizations.
Professional services firms
Technology vendors
Partner
They are available through relationships with other

public and private organizations and groups.
Alliances
Partnerships, including public-private

partnerships
Sectoral relationships
Develop
They are developed internally.
Education and training programmes
These options can be considered from a domestic and international perspective. For example, a
country may obtain skills and expertise either locally or internationally.
A country will probably need a combination of the above approaches. Some skills and expertise
may be available through partnering with other organizations, while others will need to be
contracted from a third-party provider or organization.
Recommended outputs
This step will describe the high-level approach to accessing the skills and expertise required
to deliver the action plan. As per the previous steps, the approach should be described at the
consolidated level, rather than the activity level.
Approach
This step should initially be approached as an internal activity and may require input from
Internal analysis
This step explores options to securing the required skills and expertise (Table 12).
Table 12. Suggested dimensions for determining the approach to securing skills and resources
Dimension
Description
Example considerations
Constraints
The constraints that were

identified for the particular
skills and expertise in
question.
If no constraint is identified for a particular skill and expertise then

determining the approach is likely to be a simple decision.
If a constraint has been identified then the remaining

considerations will need to be explored in determining the
appropriate approach.
Timing
When the country needs

the skills and expertise to be
available.
If skills and expertise are required immediately or in the short-term,

the country may need to consider sourcing these from a third-party
provider organization.
If they are required in the medium or long term, the country may be
able to consider developing its local workforce to provide these at
the appropriate time.
Duration
How long the country needs

the skills and expertise to be
present.
If skills and expertise are required only for a short period, it may
be more appropriate to engage these from a third-party provider
organization or through partnerships and alliances.
If they are required for a sustained period, it may be more

appropriate to consider the development of a local workforce.
Government
policy
Existing policies related to

workforce development
and procurement of skills,
expertise and services.
Some government policy may prohibit certain approaches to

accessing skills and resources, particularly as it relates to the health
sector and management of health information.
Some government policy may provide direction regarding the skills

and expertise that need to be developed locally. This may influence
the selection of how skills and expertise are secured for delivering
an eHealth action plan.
Availability
Availability of the required

skills and expertise in the
marketplace.
If the required skills and expertise are simply not available from
third-party provider organizations, or through partnerships, the
country may need to develop these capabilities itself.
Ownership
Who owns the required skills

and expertise.
The skills and expertise required may exist in the local workforce
but may be owned largely by third-party providers. In this case, the
pragmatic approach would be to engage these providers.
Input from experts

This step may benefit from input from experts who understand the policy, availability and
ownership dimensions described above. It may also be necessary to engage with potential
partners, provider organizations and the broader marketplace to assess what skills and expertise
are available.
Some countries may engage an external organization that specializes in sourcing strategy to
undertake this step, particularly if it is likely that a country may need to access skills and
expertise from the international marketplace.
7.4 Estimate the magnitude of funding required to deliver the

action plan
Objective
This step estimates the magnitude of funding required to deliver the action plan for eHealth.
The funding will be influenced by various factors including:
the scale and type of resources required
the approach to securing skills and expertise
capital and operational expenditure related to information and communications technology

(ICT) infrastructure
funding required by change and adoption mechanisms, such as financial incentive
programmes for healthcare providers and solution investment funds.
This step should not be focused on performing a detailed financial costing exercise, but rather
on estimating the magnitude of funding. It requires an understanding of the above factors and
other domestic and international eHealth programmes and their associated funding levels.
Recommended outputs
This step should produce an estimate of the range of funding required to deliver:
each activity within the action plan
all activities within a particular eHealth action line
the entire eHealth action plan.
Some countries may have additional requirements on the information that needs to be produced
as part of this step. Country experience suggests that other common requirements include
being able to:
distinguish between incremental funding and total funding, which may be required when
the action plan incorporates programmes and projects that already have funding;
describe the cash flow for the action plan, as this provides visibility of how the required
funding varies over time.
Approach
There are various approaches to estimating funding requirements. This can be done through a
combination of bottom up and top down estimation techniques (Figure 10).
Figure 10. Suggested approach to estimating funding requirements

Domestic eHealth
programmess and projects
International eHealth
programmes and projects
Other non-eHealth
programmes and projects
Top-down
funding estimate
Existing eHealth funding or

cost analysis
Input from SMEs
Refined funding
estimate
and assumptions
Resourcing levels
Activity duration
Approach to securing
resources
Bottom-up
funding estimate
Capital and operational

ICT funding
Other non-ICT funding
Top-down estimation is also known as experience-based estimation, as it uses information

regarding the funding of relevant programmes and projects to estimate funding. Funding data
from these are adjusted to account for differences with the action plan (e.g. differences in scale,
duration, etc.). Top-down estimation can be done at various levels, including activity, eHealth
action line or at the action plan level.
Examples of inputs to a top-down estimation approach may include knowledge related to:
funding for domestic eHealth programmes and projects;
funding for international eHealth programmes and projects;
funding for other non-eHealth programmes and projects that have similar characteristics or
attributes to activities in the action plan;
pre-existing financial or cost modelling undertaken for eHealth programmes and projects;
input from experts on large-scale eHealth programmes and projects.
Bottom-up estimation involves estimating costs based on identifying the particular costdrivers for each activity in the action plan. For this reason, it can be significantly more
time-consuming.
Examples of inputs to a bottom-up estimation approach include:
the estimated resources required to deliver a particular activity;
the estimated duration of a particular activity;
the proposed approach for securing skills and expertise, as this will influence the cost of
accessing the appropriate resources;
estimates of capital and operational funding for ICT infrastructure that are being delivered
by a particular activity, which may require input from eHealth/ICT vendors and other
experts;
additional funding associated with a particular activity, such as incentives and funding
programmes that form part of the approach to change and adoption.
Top-down and bottom-up estimates can be used together to refine the total funding estimate for
the programme.
A funding range (i.e. a minimum and maximum) should be specified during this step. Using
a range makes it clear that the funding estimate has a degree of uncertainty, and avoids
misperceptions that an exact funding figure has been achieved. Any important assumptions
that underpin the estimate should also be clearly described to ensure that decision-makers have
the full context.
Chapter 8
Apply funding constraints to refine plan

This stage focuses on refining the action plan based on the countrys funding constraints.
Manage the process
Develop eHealth
action lines
Develop an
Determine
high-level resource
requirements
Apply funding
constraints
to refine plan
Define
implementation
phases
Objective
This stage will assess the financial resources available to implement the proposed action plan,
from a magnitude and timing perspective. This knowledge will be used to refine the action plan
so that it is realistic, pragmatic and implementable.
Activities
Determine the potential availability of funding.
Agree how to refine the action plan to account for funding availability.
Refine the action plan.
Revise the national eHealth vision to reflect changes arising from the availability of
funding.
Outputs
A refined action plan that takes the availability of funding into account. The implications for the
national eHealth vision that arise from the refined plan will also be identified and documented.
Chapter 8. Apply funding constraints to refine plan page 41
8.1 Determine the potential availability of funding

Objective
This step assesses the magnitude of funding that will be available to implement the action plan
from the standpoint of the broader funding environment, to determine if there are additional
potential funding sources available (Table 13).
Table 13. Exploring the potential availability of funding
Considerations
Description
Examples
Funding sources
The organizations and agencies that

are potential sources of funding for the
action plan.
Federal government departments and agencies
State government departments and agencies
Regional governments and agencies
Nongovernmental organizations (NGOs)
International development agencies
International or regional development banks
Existing funding and incentive schemes
Vendors and industry (health and non-health)
Funding
mechanisms
The potential mechanisms through

which funding can be obtained from
funding sources.
Direct funding allocation
Donation
Loan
Public-private partnerships (PPPs)
Magnitude
Estimate of the magnitude of funding

that each potential funding source
could provide.
High-level funding range, rather than specific funding

amounts
Timing and
duration
Understanding of the timing when

potential sources of funding may be
available, and over what duration
funding may be accessible.
Short-term
Medium-term
Long-term
Conditions
Understanding any conditions that

may be required to secure funding
from potential funding sources.
Population health outcomes
National infrastructure development
Health system improvement
Clinical and medical research improvement
Annex F contains further information on public-private partnerships (PPPs) as a potential

funding mechanism.
Recommended outputs
This step should identify the potential funding sources and magnitude of funding that could be
available to support the action plan. It is not the objective of this step to formalize agreements to
secure this funding.
Approach
The approach to this step depends on whether a country is seeking to develop an understanding
of the broader funding that may be available to deliver its action plan.
Internal analysis
The extent of internal analysis will depend on a countrys interest in identifying broader
sources of funding that could be available for the action plan. This should involve research and
analysis of funding sources such as those in Table 13. It may also be useful to research how
other countries have funded national eHealth programmes and projects, in order to identify any
innovative approaches to funding that may be relevant.
Input from decision-makers

This step requires dialogue with the appropriate decision-makers to gain clarity on the
magnitude of potential funding that will be made available. Country experience suggests this
should involve national health sector and other government decision-makers as primary funders
of national eHealth programmes. The intention of these discussions is not necessarily to agree
a specific funding level, but rather to gain an understanding of the likely range of funding
possible.
Some countries have found when undertaking this step that decision-makers have opted not
to identify a likely magnitude of funding. This may be the case where decision-makers do not
want to constrain the action plan from a financial perspective, but rather to publish the full
financial requirements of delivering a national eHealth vision.
Discussions with potential funding sources

Countries exploring broader avenues of funding may also initiate discussions with other
sources. Here, the aim is not to formalize funding agreements, but rather to determine the
likelihood of funding for eHealth and to take account of other funding-related aspects such as
timing, duration and other conditions.
For example, discussions with an international development agency may highlight that there
is a potential opportunity to obtain funding for eHealth, but that this needs to be linked to
improvement of population health outcomes, such as improving the delivery of basic healthcare services to remote communities. Whether or not this presents a funding opportunity will
depend on whether there are activities within the action plan that fit this requirement.
8.2 Agree on options to refine action plan

Objective
This step determines how the action plan will be refined to take into account the magnitude
of funding that will be available to support its delivery. Refinement will be necessary when the
expected funding falls short of the identified requirements. Country experience suggests that
refinement is typically undertaken because countries have competing demands for financial
resources, which results in only a portion of the required funding being made available in the
required timeframe.
This step requires identification of various options for refining the action plan so that it can
be delivered with the funding that will probably be made available. These options will require
trade-offs regarding what, where and when eHealth components are delivered, which in turn
will have implications for which health system goals and challenges are addressed by eHealth.
The selection of the appropriate options will require input from the relevant decision-makers
and stakeholders.
Recommended outputs
This stage will identify an agreed set of changes to the action plan that will enable it to be
delivered with the funding that will likely be available.
Approach
This step will require a combination of internal analysis and consultation with decision-makers
to agree how the action plan will be refined based on availability of funds (Table 14).
Table 14. Approach to refining action plan to take account of funding availability
Step
Description
Examples of questions to consider
Outputs
Identify the
various options
for refining the
action plan so that
it can be delivered
within the funding
that will likely be
available.
How could activities be re-sequenced

to support funding timing and
duration?
How could the scope of activities be

refined to support the likely magnitude
of funding, and the timing and duration
of that funding?
How could the scope of activities

be refined to meeting conditions of
funding?
Can the duration of activities be refined

to support the likely magnitude of
funding, and the timing and duration of
that funding?
What activities could be considered

being removed to support the likely
magnitude of funding?
Is there a different approach to

delivering the outputs of a particular
activity, or set of activities, that better
supports the likely magnitude of
funding, and the timing and duration of
that funding?
A number of options that describe how the

action plan could be modified to take account
of potential funding availability.
Typically, each option would describe
a set of potential changes to activities,
which collectively meet the likely funding
availability.
Section 8.3 suggests various approaches to
modifying activities, which could be used to
develop options during this step.
Understand
the impact of
each option on
achieving the
required health
system goals and
challenges.
What is the impact on achieving the

strategic recommendations of the
national eHealth vision?
What is the impact on establishing the

required eHealth components?
What is the impact on achieving the

vision for eHealth?
What is the impact on addressing

health system goals and challenges?
What is the impact on broader national

and multisectoral development goals?
A description of the impact of each option

on the national eHealth vision and the health
system goals and challenges that this vision
was developed to address.
Jointly evaluate
each option with
relevant decisionmakers and
stakeholders and
select a preferred
option for refining
the action plan.
Which option provides the greatest

value in terms of addressing health
system goals, challenges and priorities?
Which option is likely to deliver outputs

and results that will promote further
investment in the nations eHealth
environment?
What outputs and results are

mandatory, as opposed to those that
could be considered important or
desirable?
The preferred option for refining the action

plan given the likely funding that will be
available; or
request to refine one or more options so that
these can be explored; or
recognition that additional funding will be
needed to deliver the required outputs and
results.
The above approach may need to be undertaken in an iterative fashion. The evaluation of
options must be undertaken with the primary decision-makers of the national eHealth
vision, as this is likely to require consideration of trade-offs (i.e. benefits versus costs). Other
stakeholders may be consulted to support the identification of options, and the assessment of
their impact on the national eHealth vision and associated health system goals and challenges.
8.3 Refine action plan

Objective
This step refines the action plan based on the preferred option selected above.
Recommended outputs
The output of this step will be the refined national eHealth action plan which can be
realistically delivered within the likely funding that will be available.
Approach
This step should be approached as an internal activity focused on updating the action plan by
changing various activities to reflect the preferred option, such as:
re-sequencing of activities
refining the scope of activities
revising the duration of the activities
removing activities
applying a different approach to achieving a particular outcome of the action plan, which
will involve changing the activities within it.
8.4 Revise national eHealth vision to reflect changes arising

from the availability of funding
Objective
This step revises the national eHealth vision developed during Part 1 of the Toolkit to reflect
the changes arising from the availability of funding. At this point a decision has been made
regarding which activities will and will not be undertaken given the funding that is likely to
be available. This will have an impact on the national eHealth vision, and ultimately the health
system goals and challenges that the vision was developed to support.
The understanding required to undertake this step will have been developed through
undertaking the activities described in Section 8.2, which explored the impact of each option
on the national eHealth vision and associated health system goals and challenges.
Recommended outputs
The output of this step will be an updated national eHealth vision, which reflects the realities of
the nations probable funding for eHealth.
Approach
This step should be approached as an internal activity focused on updating the national eHealth
vision to reflect the preferred option selected during Section 9.2. This step should utilise the
knowledge developed during the Assess impact of options step described in Section 8.2.
Chapter 9
Define implementation phases

This stage focuses on defining the various phases for delivering the nations eHealth vision.
Manage the process
Develop eHealth
action lines
Develop an
Determine
high-level resource
requirements
Apply funding
constraints
to refine plan
Define
implementation
phases
Objective
This stage defines implementation phases which can be used to communicate the often complex
content of the action plan for eHealth in a manner that can easily be grasped. Targets for the
development and use of eHealth can also be defined for each phase.
Activities
Identify the logical implementation phases.
Define the stakeholder communication messages for each phase.
Describe the targets for each phase.
Outputs
A set of implementation phases, associated targets and communication messages for the action
plan.
Chapter 9. Define implementation phases page 46
9.1 Identify the logical implementation phases

Objective
This step focuses on identifying the logical phases of implementation activity in the action plan. An
implementation phase describes the strategic focus during particular period of time (Figure 11).
Figure 11. Implementation phases in an eHealth action plan
National monitoring and evaluation timeframes
eHealth action plan
Implementation phase 1
Time period
Time period
Time period
Action line 1
Action line 2
Action line 3
Action line 4
Recommended outputs
This step will identify three to four implementation phases, including the strategic focus and
time period of each phase.
Approach
This step requires internal analysis to identify three to four implementation phases for the
action plan. Country experience suggests that decision-makers and stakeholders find this easier
to understand, manage and fund (Table 15).
Table 15. Approach to identifying implementation phases
Step
Description
Examples of questions to consider
Outputs
Divide the action

plan into three
or four time
periods.
What is a sensible set of timeframes to break up the action plan

into three or four phases? For example:
--a 10-year plan could be split into three time periods of 03
years, 36 years, and 610 years;
An action plan that

has been split into
three or four time
phases.
--a 5-year plan could be split into three periods of 0-18 months,
1836 months and 36 months to 5 years.
2
Analyse the
strategic focus
within each
of these time
periods.
What are the various activities in each of the phases?
What are these activities collectively attempting to accomplish in

terms of the eHealth environment?
Which themes can be used to communicate what this phase will

deliver?
An understanding of
the strategic focus of
each implementation
phase.
Refine time
periods based
on the identified
strategic focus.
Are there other activities outside an implementation phase

whose intent or focus matches the strategic focus of that
implementation phase?
How might the timing of an implementation phase be refined

to capture these additional activities, while avoiding overlap of
phases?
Are there any external timing requirements that may influence

the timing of implementation phases, such as political (reelection), and external or donor funding cycle?
Finalized set of
implementation
phases.
9.2 Define stakeholder communication messages for each

phase
Objective
This step defines the communication message for each implementation phase. These messages
describe the strategic focus of each implementation phase to decision-makers and other
important stakeholders and should be based on the theme or purpose of the various activities
within an implementation phase. These include:
the tangible outputs or changes that an implementation phase will deliver;

the progress towards the national eHealth vision that an implementation phase will
achieve;
specific expectations of decision-makers and stakeholders regarding particular aspects of
the countrys eHealth programme that need to be drawn out.
Recommended outputs
This step will produce a set of stakeholder communication messages for each implementation
phase, which describe the strategic focus or intent of that phase (Box 2).
Box 2. Example of messages for implementation phases3
Given the long time over which eHealth will need to be delivered and the realities of the three-to-four year political
cycles in some countries, breaking the journey down into 3, 6, and 10 year planning horizons will provide the
programme with an ability to remain focused by delivering incremental and tangible blocks of capability.
These planning horizons are focused on achieving three progressive states of maturity in information sharing:
Connect and communicate in which the focus is on establishing the foundations for eHealth and providing basic
connections that allow information sharing to occur between care providers and across the health sector.
Collaborate in which the focus shifts from basic communication to collaboration, joint care planning and multidisciplinary care delivery through more extended information sharing.
Consolidate in which eHealth becomes part of business-as-usual for health-care provision. In this stage there is a
focus on maintaining and enhancing a sustainable health information-sharing environment that supports ongoing
innovation and the development of future models of care based on rich and extensive information sharing.
Approach
This step should be approached as an internal activity, potentially with consultation with select
stakeholders to test and refine the communication messages.
Internal activity
Initially the focus should be on developing a set of stakeholder communication messages for
each of the implementation phases. It is expected that the analysis and knowledge developed
during Section 9.1 will be an input to the development of these messages. The messages should
not be overly lengthy or complicated, but instead be concise and tailored to the intended
audience.
There may be value in informally testing the initial set of messages with a small group of
stakeholders. This may assist in identifying concepts, language or other aspects that need to be
further refined before being communicated to the broader stakeholder environment.
9.3 Describe the targets for each implementation phase

Objective
This step describes the targets for eHealth development and adoption that each implementation
phase will deliver. The targets are described in terms of the improvements that important
stakeholder groups, such as those for which the national eHealth vision was described in Part 1
of this Toolkit, will experience as they interact with the health system.
Recommended outputs
This step will produce a set of implementation targets for each phase, articulated in terms of the
improvements that important stakeholder groups will experience (Box 3).
Box 3. Implementation targets for the Connect and Communicate phase (Years 13)4
Consumers
Consumers will begin to be able to be uniquely identified by the health sector through the roll-out and initial
adoption of the Unique Health Identifiers.
The national Consumer Health Portal has been implemented and consumers are beginning to use this as one of their
primary online sources of health information to assist in management of their health care.
Twenty per cent of consumers of access to a limited form of electronic health record and two to five per cent of
consumers begin to access personal health information from initially available IEHR solutions.
Care Providers
Broadband connectivity available to the majority of care providers; organizations are investing in new infrastructure.
Care provider adoption of eHealth is increasing with key care-provider segments becoming more computerised
(95+% of GPs, 60+% of specialists, 95+% of pharmacists and 95+% of pathologists/radiologists).
Increasing numbers of care providers are adopting and utilising eHealth standards-compliant systems that support
electronic transfer of prescriptions and electronic test orders/results (50% of GPs, 20% of specialists, 70% of
pharmacists and 70% of pathologists/radiologists).
Healthcare Managers
Healthcare managers are gaining increasing awareness and understanding of the benefits of eHealth and the
potential for improved reporting and research datasets.
Small amounts of improved reporting data, primarily relating to prescriptions and test ordering is starting to become
available to healthcare managers for analysis.
Healthcare managers, particularly those in target segments are investing funds in IT infrastructure to provide base
computing and systems capability which will support eHealth.
Vendors
Funding available to provide incentives for the development of high priority, standards compliant eHealth solutions.
Vendors see the emergence of clearly defined national eHealth standards and can rely on these standards when
enhancing existing, or developing new solutions.
Vendors are engaged around the eHealth software compliance process and timelines have been agreed for highpriority solution compliance.
Background Activities
A consistent privacy and information protection regime has been agreed and implemented across the country.
Standards for electronic prescriptions, test orders/results, IEHR, care plans and telehealth have also been defined and
are being used as the basis for solutions by vendors.
A national eHealth entity has been established with responsibility for developing and maintaining the national
eHealth strategy, sourcing and managing eHealth investment, managing the delivery of national eHealth
infrastructure components, encouraging the development and use of high-priority eHealth solutions, testing eHealth
solution compliance with defined standards and regulations, and designing and overseeing national stakeholder
adoption, incentive, change and training programmes.
Approach
This step is an internal activity focusing on defining the targets for each implementation phase.
This will require an analysis of the activities within each implementation phase to determine:
What each activity or set of activities will have delivered by the completion of an
implementation phase;
What impact the activity or set of activities has had on important stakeholder groups in
terms of improving their interaction with the health system.
Annex A
Structure of an eHealth action plan

This Annex outlines a suggested structure and list of contents for a national action plan
for eHealth. This is the document that all stakeholders and other interested parties will be
invited to read in order to understand and begin to implement the countrys action plan. As
stated at the beginning of Part 2, elements of the action plan are unavoidably and of necessity
complex. Nevertheless, efforts to make it accessible and understandable to a wide audience
are worthwhile. This approach not only benefits the immediate readership, but also those for
whom the plan and its main elements should be championed and communicated, including the
general public.
The running order of the sections should be modified according to the intended audience.
For example, some audiences may find it easier to understand the eHealth action lines, and
associated outputs and activities, before describing the implementation horizons, while others
may find the suggested structure more logical. However, regardless of the audience, it is
recommended that each of the sections highlighted below be addressed and contained in the
national eHealth action plan (Box 4).
Box 4. National eHealth action plan
Title
Foreword
Purpose
Audience
How to read this document
Executive summary
1. Overview
1.1 High-level overview of the action plan
1.2 Implementation phases
1.3 Strategic focus of each phase
1.4 Targets for each phase
2. Action plan
2.1 (One section per eHealth action line)

2.1.1 Expected outputs, linked to strategic recommendations
2.1.2 Main (high-level) activities, their dependencies and risks
2.1.3 Leadership and accountability
2.2 Delivering the action plan

2.2.1 High-level resource requirements
2.2.2 Approach to securing skills and expertise
2.2.3 Implementation timeline
Annex A. List of stakeholder consultations

Annex B. References
Annex A. Structure of an eHealth action plan page 51
Annex B
Methodology summary
This Annex summarizes the methodology described in Part 2. This is intended to help users of
this Toolkit to organize and manage the development of an action plan for eHealth.
Table 16. Methodology summary for developing a national eHealth plan
Stage
Activities
Outputs
Manage the
process
Maintain the health leadership and support established

in Part 1
Review and adjust governance mechanisms as needed
Ensure the required skills and expertise are present
Determine the timeline for developing the action plan
The timely delivery of an action plan

for implementing the national eHealth
vision.
Engage with
stakeholders
Clarify the role of government in developing the action

plan
Identify the stakeholders that may need to be involved
Identify the stakeholder roles
Plan the approach to engaging with stakeholders
Define where stakeholder consultation will occur
A pragmatic action plan for eHealth that

is broadly accepted and supported by
stakeholders.
Develop eHealth
action lines
Define main action lines
Assign outputs to action lines
Identify the activities required to deliver the outputs of

each action line
Identify change and adoption activities
Identify dependencies between activities
Develop individual action plans for each action line
Identify risks associated with the delivery of action line

plans
Refine eHealth action lines (optional)
An indicative plan for each eHealth

action line, which communicates the
outputs, activities, dependencies,
timings and risks.
Develop an
integrated
action plan
Draft action plan
Check alignment with health system priorities and

stakeholder expectations
Identify delivery risks
Refine action plan to improve alignment with strategic

priorities
A national action plan for eHealth that

has been refined to improve alignment
with health system and stakeholder
priorities, and reduce or mitigate
delivery risks.
Determine
high-level
resource
requirements
Identify the skills and expertise required to deliver the

plan
Identify national skill and expertise constraints
Determine the approach to securing the required skills

and expertise
Estimate the magnitude of funding required to deliver

the action plan
Assessment of resources required, and

national constraints to access them.
Proposed approach to securing

required skills and resources taking
into account national constraints.
Estimate of the magnitude of funding

required to deliver the action plan.
Apply funding
constraints to
refine the plan
Determine the potential availability of funding
Agree on options to refine the action plan
Refine the action plan
Revise the national eHealth vision to reflect changes

arising from the availability of funding
Refined action plan that takes into

account the availability of funding.
Documented implications for the

national eHealth vision that arise from
the refined plan.
Determine
implementation
phases
Identify the logical implementation phases
Define the stakeholder communication for each phase
Describe the targets for each implementation phase
Recommended implementation
phases for the action plan.
Implementation targets for each

phase.
Annex B. Methodology summary page 52
Annex C
Mapping eHealth components to action

lines
This Annex shows how the eHealth action lines introduced in Chapter 5 relate to the national
eHealth component map provided in Part 1 of the Toolkit. The component map has been split
across two pages for readability (Figure 12).
Figure 12. Mapping eHealth components to action lines
Leadership and governance mechanisms
Stakeholder
engagement
Program
execution
Architecture
Management
and operation
Clinical safety
Outcomes
management
Governance
Strategy and
investment
Strategy & planning

Individual electronic
health information
Health-care communications and collaboration
Health-care service delivery tools
National
Electronic health
record (EHR)
Electronic referrals
Electronic test
ordering
Care plan
management
Medications
management
Alerts monitoring
and management
State
Electronic medical
record (EMR)
Electronic
specialist letters
Individual health
record access
Appointment
booking and
management
Prescription
decision support
Disease
management
Regional
Personal health
records (PHR)
Electronic health
event summaries
Test order decision

support
Real-time clinical
data access and
analysis
Clinical decision
support
Telemedicine
(Telehealth)
Solutions
Electronic test
Electronic
prescription
Local
results
Directories access
Mobile health
(mHealth)
Integrated strategy
and planning
Funding
National
Governance
State
Regional
Local
Investment
management
Infrastructure
Identification & authentication services
Unique health
identifiers
National
Directories
authentication
Health-care
organizations and
providers
Secure messaging
Foundations
State
systems
Health-care
services
Regional
Local
Health-care
providers
Rural
Remote
Mobile
Practice
management
Individuals & their

carers

Metropolitan
Regional
Investment case
development
Evaluation and
priorisation
Foundations
Investment
allocation
Referrals
Budgeting and
tracking
Clinical and medical

terminologies
Health event
summaries
Prescriptions
Messaging standards
Test orders
& results
Security messaging
standards
Care plans
Real -time clinical

data
Software accreditation
standards
Annex C. Mapping eHealth components to action lines page 53
Figure 12. Mapping eHealth components to action lines
Governance
Legislation, policy Workforce

and compliance

Health information
and knowledge
Health-care management
and administration
Individual health
knowledge sources
Adverse event
monitoring
knowledge sources
Risk analysis
Legislation
Clinical practive
improvement
Health identifiers
eHealth skills and

competencies
Clinical decisions
support research
& improvement
Privacy policy
Education &
training
Compliance
monitoring
Health program
design and
optimization
Access and
consent policy
Accreditation
Surveillance and at
risk identification
Health policy
development
Usage and
disclosure policy
Priority cadres
Health-care
operations
management
Health-care and
clinical research
Solutions
Foundations
Storage and
retention policy
Audit and
complaint policy
Infrastructure
Licensing
Directories
Clinical information
systems
Patient management
systems
Individual
electronic health
record (EHR)
repositories
Foundations
Health management Health & medical

research
& administration
Compliance
Standards
development
Foundations
Electronic health
records (EHRs)
Education &
training
Accreditation
Non health sector

policy
Specialist letters
eHealth skills and

competencies
Policy
eHealth-specific
policy
Solutions
Health ICT workforce
Health information datasets
Health sector
policy
Appointments
Health workforce
Images and other

media
Clinical events
Conformance and
accreditation
Solutions
Annex C. Mapping eHealth components to action lines page 54
Priority cadres
Change &
adoption
Annex D
Examples of eHealth activities

This Annex provides additional information about potential activities that may fall within
each of the four common eHealth action lines. This is not intended to be an exhaustive list
of activities from which countries should select, but to assist readers in understanding the
appropriate level and types of activities they should be attempting to identify and describe.
The activities that a country will need to pursue will be driven by their eHealth vision and
implementation approach.
Governance activities
These activities focus on those components that provide coordination, visibility and oversight
for eHealth implementation. These are the components that will manage the delivery of
the action plan, and govern the broader development of the eHealth environment. These
activities often focus on establishing governance structures and mechanisms for accountability,
transparency and leadership of a national eHealth programme (Table 17).
Table 17. Examples of governance activities (not exhaustive)
Example activities
Description
Design and establish

a national eHealth
governing council
Focuses on the design and establishment of a board or council that has accountability for
setting overall national eHealth direction and priorities, for reviewing and approving national
eHealth strategy and funding decisions, and for monitoring of national eHealth strategy
progress and evaluating outcomes. Such a council would typically have an independent chair
and would comprise of a mix of eHealth stakeholders, including government, health-care
providers, health-care management and administrators and citizens representatives.

eHealth regulatory
functions
Focuses on the design and establishment of a function geared towards implementing and
enforcing national eHealth regulatory frameworks. For example, this function would be
responsible for implementing and enforcing health information data-protection frameworks.
The development of this function would need to address relationships and interactions with
existing regulatory bodies and functions.

national eHealth entity
to direct and manage
national eHealth
investment
Global experience suggests that having a national entity that focuses on coordinating and
overseeing the national eHealth strategy, investment and execution plays an important role in
the development of a national eHealth environment. Such entities may also perform, or play a
key role in standards development and solutions compliance.
Formalize governance
interactions with other
national, regional
and local governance
bodies
Dedicated eHealth governance functions, such as a national eHealth entity, will need to coexist
with existing governance functions operating at a national, regional and local level. As such,
there is a need to identify and formalize the relationships with these governance functions,
and clearly define how they will interact with relation to eHealth strategy, investment and
coordination.
Annex D. Examples of eHealth activities page 55
Foundation activities
These activities typically focus on delivering those eHealth components that are needed to
support the secure electronic exchange of health information across geographical and healthsector boundaries, or to improve access to health-care services through electronic channels.
These activities develop the backbone for a national eHealth environment.
The activities are typically of national significance, and would be too risky or complex to deliver
successfully unless through a strong nationally-coordinated approach. It may also be more cost
effective to develop these activities just once at a national level rather than duplicating effort and
expenditure across states, regions and the private sector (Table 18).
Table 18. Examples of foundation activities (not exhaustive)
Example activities
Description
Develop high-level requirements

and design for foundation eHealth
service
The implementation of foundation eHealth services (e.g. national health

identifiers, national authentication, electronic health records, etc), begins with
understanding the high-level requirements for the service and defining a highlevel design for how the service would be delivered for the country.
Assess capacity and capability of

existing government organizations
or agencies to build, implement
and operate a foundation eHealth
service
Some nations may already have government organizations or agencies

experienced in developing and operating national eHealth or similar services.
These should be identified and assessed as part of determining the most suitable
approach for sourcing the detailed design, build and operation of a foundation
eHealth service.
Select implementation partner to

perform detailed design and build a
foundation eHealth service
This involves identifying, evaluating and selection an implementation partner or

partners to undertake the detailed design and implementation of a foundation
eHealth service that adheres to the high-level requirements and design.
Deploy and operate foundation

eHealth service
Once developed, the foundation eHealth service will need to be deployed and
operated reliably so that it supports the nations eHealth environment.
Define eHealth standards

development process
National eHealth standards are essential to ensuring that health information can
be exchanged across geographical and health-sector boundaries. This requires
a clear process for developing, reviewing, approving and publishing national
eHealth standards, and which is supported by the health sector and the health ICT
industry.
Review existing national and

international standards
To avoid re-inventing the wheel, nations may wish to undertake a review

of existing national and international eHealth and non-health standards to
determine what can be re-used to deliver national eHealth standards. This may
identify standards that can be re-used, standards that require profiling, or gaps
that need to be addressed by the standards development process.
Develop and approve secure

messaging standards
Ensuring that health information which is exchanged through a national

eHealth environment remains private and confidential, can be authenticated
and is delivered to the intended recipient, requires secure messaging between
healthcare organizations and providers. To support this on a national scale,
standards will be required on which secure messaging can be added to health
information systems and which support the emergence of secure messaging
service providers.
Develop and approve high-priority

health information standards
Depending on the health system goals and challenges, a number of health

information flows will likely have been identified as being a priority for delivery.
Examples may include care event summaries, telehealth, electronic health
records, diagnostic test results and so on. Enabling the exchange of these across
health sector and geographical boundaries requires that appropriate information
standards are developed that define the message.
Develop and approve standard

terminologies
Ensuring that health information is communicated and interpreted in a consistent

and accurate manner requires a standard language for describing health and
clinical information, such as symptoms, diagnoses and treatments. This requires
the development of standard terminologies.
Example activities
Description
Agree and adopt a nationally

consistent regulatory framework for
health information protection
Ensuring private and confidential information exchange requires a nationally

consistent regulatory framework for health information protection. This is often a
requirement where data protection legislation and frameworks differ, or conflict,
at a national, state and regional level. Developing and adopting such a framework
ensures that data protection, privacy, access and consent is approached and
managed consistently at a national, state and regional level.
Establish mechanisms to improve

computing infrastructure within
health-care organizations and
providers
A barrier to the adoption of eHealth can be the poor quality of computing

infrastructure that exists across different parts of the health sector. Infrastructure
can include PCs, network connectivity, and health information systems. There
may be a need to undertake activities that design and establish mechanisms to
encourage healthcare organizations and providers to invest in and improve their
computing infrastructure. By this means, they provide the foundation required for
collecting, recording and sharing electronic health information.
Define minimum computing

infrastructure requirements for
health-care organizations and
providers
Assisting the health sector to improve its computing infrastructure requires a

clear understanding of the appropriate levels of that infrastructure which need to
be put in place, and maintained and refreshed on an ongoing basis.
Link health-care organization

and provider accreditation to
minimum computing infrastructure
requirements
One potential method to drive improvements to health-care organization

and provider computing infrastructure is to link this to their accreditation
requirements. Although it is typically a long-term aspiration, such an activity can
be used to encourage initial investment in computing infrastructure.
Identify high-priority care providers

and communities requiring fit for
purpose data connectivity
Data connectivity is a key foundation for sharing electronic information between

care providers, and for the provision of health-care services through electronic
channels (e.g. telehealth). This activity needs to identify the priority health-care
provider segments and communities that require investment in fit for purpose
data connectivity.
Develop data connectivity

implementation design and plan
Investing in data connectivity infrastructure will require a high-level design

for how data connectivity to priority care providers and communities can be
achieved, and how this will be extended to the broader health sector and
population.
Select implementation partner(s)

to develop data connectivity
infrastructure
Countries will most likely need to select data connectivity infrastructure

providers and operators to assist in developing the required data connectivity
infrastructure.
Deploy high-priority data

connectivity infrastructure
Countries will work with selected providers and operators to deploy data
connectivity infrastructure that enables high-priority parts of the health
sector and population to interact with and benefit from the national eHealth
environment.
Solutions activities
These activities focus on encouraging the development and use of high-priority eHealth services
and applications to improve the efficiency and effectiveness of health-care management and
delivery. This often focuses on ensuring that individuals, health-care providers and managers
have access to the services and applications that allow them to access, view, use and share
health information. These services and applications will often utilize eHealth components
established through the activities delivered via the foundation action line (Table 19).
Table 19. Examples of solutions activities (not exhaustive)
Example activities
Description
Establish a national
eHealth solutions
investment fund
Design and establish an investment funding programme to encourage the development and
implementation of high-priority eHealth solutions that support national standards and that
can be effectively scaled and leveraged across the countrys health sector.
Develop investment
rules and criteria
Develop the rules and criteria required to guide the allocation of investment funds and
establish appropriate investment fund governance, processes, control mechanisms and
functions.
Foster development of
high priority eHealth
solutions
Engage with the health ICT industry and the broader health sector to build awareness and
understanding of available investment funds and encourage the development of highpriority eHealth solutions

a national solutions
compliance function
Design and establish a national compliance function that is responsible for testing eHealth
services and applications and certifying their compliance with national eHealth standards.
The function must have sufficient authority, funds, infrastructure and resources to conduct
effective national eHealth services and application testing and certification.
Develop compliance
processes
Design and implement appropriate solutions compliance-testing processes and supporting

technical infrastructure.
Operate certification
process
Perform ongoing certification of eHealth services and applications as they emerge from the
health ICT and broader health sector.
Develop and publish

certification and
compliance criteria
Develop and publish criteria that guide health-care organizations and vendors in determining
what is required to certify their eHealth and other health ICT solutions as compliant with
national eHealth standards.
Develop high-level
requirement and design
for priority national
eHealth services and
applications
The national eHealth vision may have identified a number of priority eHealth services or
applications that should be developed and deployed on a national scale. This activity defines
the high-level requirements and designs for these priority services or applications.
Select implementation
partner to perform
detailed design and
build of national eHealth
service or application
This involves identifying, evaluating and selection an implementation partner or partners

to undertake the detailed design and implementation of a national eHealth service or
application that adheres to the high-level requirements and design.
Deploy and operate

national eHealth service
or application
Once developed the national eHealth service or application will need to be deployed and
operated reliably so that it can be accessed and used by the intended users (e.g. individuals,
health-care organizations and providers, health-care managers and administrators).
Examples may include national electronic health record systems, health information
exchange, health information portals, national prescription services, and health information
datasets.
Change and adoption activities

These activities focus on motivating, preparing and supporting the health sector in adopting
and using eHealth as a core part of health services and systems. An important aspect of this is
enabling participants in the health-care system to adopt eHealth services and applications, and
to change their work practices so as to be able to use them effectively (Table 20).
Table 20. Examples of change and adoption activities (not exhaustive)
Example activities
Description
Identify and assess

high-priority change and
adoption targets
Identify the priority consumer, care provider and health-care manager stakeholder segments that
should be targeted for eHealth adoption, assess their readiness to adopt specific eHealth solutions
and identify opportunities to build momentum.
Develop eHealth
awareness campaigns
Develop awareness campaigns that utilize appropriate communication mechanisms and forums to
promote awareness of eHealth, specific eHealth services and applications, and the benefits of these.
Roll-out eHealth
awareness campaigns
Roll-out awareness campaigns to high-priority change and adoption targets, and in time extend
these to the broader health sector and public.
Establish framework for

measuring effectiveness
of engagement and
awareness activities
Define clear criteria and targets for eHealth awareness and progress, and periodically measure
actual awareness and programmes against these, to assess the effectiveness of eHealth change and
adoption activities across consumers, care providers and health-care managers and administrators.
Establish national eHealth

knowledge repository
Establish a national, web-based knowledge repository that captures eHealth project successes and
enables sharing of learnings across the national health sector.
Develop financial
incentive regime
Design a financial incentive programme to encourage the adoption and use of high-priority eHealth
services and applications. This needs to include conditions of funding, eligibility criteria, application
and approval processes, funding administration, and associated roles and responsibilities.
Develop financial
incentive communications
programme
Develop communication strategy and materials to publicize incentives and put in place necessary
mechanisms to support this, including funding guidelines, information and application forms.
Roll-out financial
incentive communications
programme
Roll-out communications programme to high-priority change and adoption targets, and, in due
course, extend this to the broader health sector.
Monitor eHealth solution

adoption
Monitor adoption of priority eHealth solutions in target segments over time and scale-back financial
incentives and other change and adoption activities as the tipping point is reached.
Define professional
practice standards
Work with cross-sectoral stakeholders to guide the development of a professional practice standard
for health-care providers, which should define the expectations and obligations of these providers
to collect, store and share high-quality electronic health-care information in a timely, appropriate
and secure manner.
Define new accreditation

requirements
Identify and define changes to existing professional accreditation programmes for health-care
organizations and individual healthcare providers to encompass eHealth.
Agree and implement

new accreditation
requirements
Liaise with the appropriate professional bodies and working groups to agree changes to
accreditation requirements and implement these changes throughout high-priority segments of the
health sector, and in time the broader health sector.
Define standard eHealth

competency framework
Develop a standard eHealth competency framework for health workers and health ICT practitioners.
This framework would provide an understanding of required eHealth knowledge, skills and
attributes for these various professional groups.
Identify education and

training course changes
Determine the changes that are required to existing education and training courses to ensure the
development of eHealth workforce capabilities.
Implement education and

training course changes
Work with education institutions (e.g. universities, vocational training institutions, professional
bodies) to insert eHealth into their curricula.
Establish specialized
eHealth courses and
qualifications
Identify and establish nationally recognized tertiary qualifications in eHealth (e.g. health informatics)
and implementing formalized training/education programmes designed to recognize and promote
the spread of eHealth skills and expertise.
Design targeted
stakeholder reference and
working groups
Global experience suggests that the lack of meaningful engagement of health-care participants
is often a significant barrier to the development of a national eHealth environment. This activity
designs a set of targeted stakeholder engagement forums that have clear goals, objectives and
deliverables.
Identify cross-sectoral
representatives
Identify the participants to participate in targeted stakeholder engagement forums, ensuring broad
and appropriate representation across health-care providers, professionals, governments, vendors,
industry, consumers, community and other relevant stakeholder groups.
Engage and consult with

stakeholder reference and
working groups
Regularly engage and involve stakeholder reference and working groups throughout the
development of the countrys eHealth environment. These groups should be involved in exploring
particular issues and risks related to the development of the countrys eHealth environment, and the
identification of acceptable solutions to these.
Annex E
Examples of eHealth activity risks

This Annex provides additional information regarding the potential risks that may be associated
with the activities within the action plan. This is not intended to be an exhaustive list of risks
but rather a means to assist readers in understanding common areas of risks that should be
explored.
Leadership and governance risks

This area encompasses those risks that may have an impact on the ability to deliver effective
leadership and governance of the eHealth action plan (Table 21).
Table 21. Examples of leadership and governance risks (not exhaustive)
Type of risk
Description
Lack of credible and high

profile leader(s) to drive
eHealth change
Like any large-scale change initiative, eHealth requires high-profile leadership that will
provide top-level, sustained vision and commitment throughout the programme.
Inadequate governance
and oversight mechanisms
Inadequate oversight mechanisms may impair decision-making, resulting in delivery

delays and higher costs.
Conflicting agendas
Decision-makers from different levels of government, regions or parts of the health sector
may have conflicting agendas and will be unable to reach agreement on implementation
approach, activities or other aspects of the action plan.
Resistance to change
existing governance
mechanisms
Stakeholders may resist making changes to existing governance mechanisms that are
required to support the delivery of the action plan, which will delay effective governance
and oversight of activities.
Stakeholder engagement and buy-in risks

This area encompasses those risks that may have an impact on the ability to effectively engage with
stakeholders and achieve their support as part of delivering the action plan for eHealth (Table 22).
Table 22. Examples of stakeholder engagement and buy-in risks (not exhaustive)
Type of risk
Description
Inadequate
engagement
with clinical
stakeholders
Many eHealth programmes and projects have failed as a result of not ensuring adequate
engagement and participation of clinical representatives in the design and delivery of eHealth
transformation. This may result in technology and process changes that are not relevant to
clinicians and do not add value to their practice.
Fragmentation in
the health sector
Fragmentation of the health system may increase the complexity and effort associated with
achieving effective stakeholder involvement.
Non-organized
stakeholders
Some important stakeholders may not be organized in a manner that permits them to be easily
engaged, yet their involvement is critical.
Resistance to
eHealth
Some parts of the health sector may resist the notion of eHealth, particularly those organizations,
providers and individuals that do not understand what eHealth is, how it could be applied to
address current challenges, and the benefits that it may deliver.
Inability to meet
expectations
The activities within the action plan may not meet the expectations of various political, healthsector and other important stakeholders even if the programme delivers in accordance with
objectives and scope.
Annex E. Examples of eHealth activity risks page 60
Resource and funding risks

This area encompasses those risks related to the resources and funding required to deliver
activities within the eHealth action plan (Table 23).
Table 23. Examples of resource and funding risks (not exhaustive)
Type of risk
Description
Scarcity of skills and

expertise
The successful delivery of eHealth activities depends on skills and expertise which are not
available or are difficult to access.
Competition for resources
National or international programmes or projects may generate competition for particular

resources that will also be required to deliver eHealth activities.
Insufficient resource
capacity
The successful delivery of activities within the action plan requires a greater number of
skilled resources than are available to a country.
Imbalanced geographical
distribution
The resources may not be geographically located where they will be required.
Scarcity of funding
There may be an inability to secure sufficient funding within the required time period to
make the necessary investments in eHealth, meaning that the vision cannot be achieved.
Implementation approach risks

This area encompasses risks related to the implementation approach that is selected to deliver
one or more strategic recommendations. An implementation approach is characterized by a
set of inter-related activities that collectively seek to deliver outputs that support a strategic
recommendation. Identifying these types of risks may require a broader analysis across a set of
activities (Table 24).
Table 24. Examples of implementation approach risks (not exhaustive)
Type of risk
Description
Implementation focus too

broad
Activities may attempt to focus too broadly, rather than targeting specific, high-priority
needs and segments.
Ability for sector to accept

change
Activities may be too aggressive in driving towards particular outcomes and not take
account of the sectors capacity to accept and support activities, and the associated level
of change required.
Not delivering early enough

or fast enough
The implementation approach may not deliver tangible benefits early enough or fast enough
to address the expectations of stakeholders. This may have an impact on perceptions about
the ability of the government and other partners to deliver the programme, delaying the
realization of benefits, and justifying ongoing investment in ad hoc eHealth solutions.
External dependency risks

This area encompasses risks arising from dependencies on elements that are not within the
control of the action plan (Table 25).
Table 25. Examples of external dependency risks (not exhaustive)
Type of risk
Description
Required infrastructure
not available
The action plan is dependent on the delivery of technology, business or other infrastructure,
but this will not be available when required.
Required standards not

available
The action plan is dependent on the delivery of data, technical or other standards but this will
not be available when required.
Inability to re-use or
share
The action plan is dependent on external systems or infrastructure that may prove unsuitable
for re-use or sharing.
Vendor product and

solution changes not
available
The action plan is dependent on vendors having changed their products and solutions to
support the national eHealth environment, but they will not be available to the marketplace
when required.
Annex E. Examples of eHealth activity risks page 61
Annex F
Public-private partnerships (PPPs)

What is a PPP?
A PPP represents a partnership between the public sector and the private sector for the purposes
of designing, planning, financing, constructing and/or operating projects which would be
regarded traditionally as falling within the remit of the public sector.
Why are PPPs used?

Governments may be attracted to a PPP arrangement for a variety of reasons. These commonly
include:
greater value for money than the public sector comparator
sharing or transfer of risk to private-sector parties
incentives for private-sector parties to perform well
political attractiveness
budgetary constraints.
What are the common types of PPP arrangements?

PPPs entail a sharing of responsibility between government and the private sector. There are
various forms through which this can be achieved, which exist on a continuum of different
combinations of public and private arrangements.
Common examples of PPP arrangements5, 6 are listed below.
Operation and maintenance contract (O and M). These projects involve the private sector
operating a publicly-owned facility under contract with the government.
Lease, develop and operate (LDO). This type of project involves a private developer
being given a long-term lease to operate and expand existing infrastructure. The private
developer agrees to invest in infrastructure improvements and can recover the investment
plus a reasonable return over the term of the lease.
Build, operate and maintain (BOM). This arrangement involves the private-sector
developer building, owning and maintaining infrastructure. The government leases the
infrastructure and operates it using public sector staff.
Build, own, operate and transfer (BOOT). These projects involve a private developer
financing, building, owning and operating infrastructure for a specified period. At the
expiration of the specified period, the infrastructure is returned to the government.
Build, own and operate (BOO). These projects operate similarly to a BOOT project, except
that the private sector owns the infrastructure in perpetuity. The developer may be subject
to regulatory constraints on operations and, in some cases, pricing. The long-term right to
operate the infrastructure provides the developer with significant financial incentive for the
capital investment in the facility.
5 Tasmanian Department of Treasury and Finance. Guiding principles for private sector participation in public infrastructure
provision. Hobart, 2000.
6 Government of Karnataka. Infrastructure Development Department. PPP models in practice. Bangalore, 2012 (http://idd.kar.nic.
in/ppp-models.html, accessed 17 May 2012).
Annex F. Public Private Partnerships (PPPs) page 62
Build, lease and transfer (BLT): An arrangement whereby a concessionaire is authorized

to finance and construct infrastructure, and upon its completion turn it over to the
government agency or local government unit concerned on a lease arrangement for a
fixed period. After this, ownership of the infrastructure is automatically transferred to the
government agency or local government unit concerned.
Build-operate-share-transfer (BOST): An arrangement whereby a concessionaire is
authorized to finance, construct, operate and maintain, share a part of the revenue and
transfer the infrastructure at the end of the period. The proponent is allowed to recover
its total investment, operating and maintenance costs plus a reasonable return thereon by
collecting tolls, fees, rentals or other charges from infrastructure users.
Considerations for PPP arrangements

PPPs are complex mechanisms requiring extensive review to determine whether they are the
preferred option for the delivery of public infrastructure. The overarching consideration for any
PPP, irrespective of the sector or environment, should be how will a PPP arrangement deliver
value for money?
Some other considerations regarding the potential use of PPP arrangements to deliver large-scale
eHealth programmes are listed below.
Technology projects are notoriously challenging as PPPs, in part due to the shorter lives of
the technology assets compared to infrastructure. This may affect funding structure and
conditions.
Much of the value in a technology PPP derives from the abililty to transfer to the private
sector, for example in regard to delivery (development and implementation) as well as
ongoing support and maintenance.
PPPs use a complex legal and financing structure which can be expensive and more timeconsuming to establish than other mechanisms. This means that the project needs to be
sufficiently large to warrant this investment.
There will need to be sufficient depth and capability in the local market, particularly in
regard to capital markets capacity to achieve funding for PPPs. There will also need to be
sufficient depth and sophistication in the technology supplier market to be willing to enter
into what are complex, risk-based transactions.
As with all PPPs, a transparent and robust performance regime and payment mechanism
will need to be put in place.
PPPs require a favourable tax jurisdiction, particularly in regard to the treatment of
depreciation, as this can be an important incentive.
There is no one size fits all PPP model. The short-, medium- and long-term requirements
of projects need to be individually considered when determining the most appropriate PPP
model.
It is important to recognize that PPPs are a distinct funding model, which should not be
confused with the need to gain private-sector involvement in eHealth development. For
example, the private sector may be involved through various forms of outsourcing.
Annex F. Public Private Partnerships (PPPs) page 63
Annex G
Definition of terms used in the Toolkit

Part
Term
Definition
Part I:
Strategic goals and

challenges
Strategic health-sector goals and challenges and/or other national

may be many different health-sector goals and challenges, only some
of these can be directly supported by eHealth.
eHealth outcomes
What will be achieved or changed through using eHealth, and how the
health system and services will change by:
Establishing a
national eHealth
vision
improving the information flows within the health sector
improving electronic access to health services and information.

eHealth vision
High-level statement that describes the strategic benefits and

outcomes for the country in general or for the health system and
population through the strategic changes to health system and
services introduced by eHealth (eHealth Outcomes).
National eHealth
environment

as technical capabilities that form together an ecosystem for eHealth
in a country.
eHealth components
The building blocks of a national eHealth environment that will allow the
eHealth outcomes to be achieved. They describe what is needed to be
introduced or strengthened to achieve the eHealth vision in terms of:
Infrastructure
Workforce.
Strategic
recommendations

eHealth components will be repurposed or extended.
Part 2:
Action lines
Developing an
eHealth action plan
are required to deliver a nations eHealth vision.
eHealth outputs

deliver a strategic recommendation.
Activities
The set of activities which need to be undertaken to deliver a particular

output.
Output indicators

eHealth within the countrys health sector.
Outcome indicators
Indicators that provide insights into the tangible results for

stakeholders that arise from the adoption and use of eHealth.
Part 3:
National eHealth
monitoring
and evaluation
guidelines

ISBN 978 92 4 154846 5

National eHealth Strategy Toolkit Part 3: Monitoring and Evaluation

Part 3
Monitoring and Evaluation

Part 3
Monitoring and Evaluation

ISBN 978 92 4 154846 5 (WHO)
ISBN 978 92 61 14051 9 (ITU)

en/index.html).
capital letters.
Printed in Geneva
Part 3
Monitoring and evaluation
Purpose
Part 3 of the National eHealth Strategy Toolkit is a guide to establishing a framework to monitor
the action plan developed in Part 2, and to evaluate the outcomes. The main aspects of this
work are the development of indicators and targets to be measured, and the definition of the
governance and processes required.
Audience
Like Parts 1 and 2 of the Toolkit, Part 3 is intended for use primarily by government,
ministerial and health sector leaders, including personnel in health ministries, departments
and agencies who will monitor and evaluate their national eHealth action plan. It is designed to
be used by countries that have developed a national eHealth vision and action plan using the
previous two parts, with the assumption that the outputs from them are available and have been
endorsed. Part 3 should also be of use to other decision-makers who have developed their action
plans but are uncertain how to monitor and evaluate the results.
Overview
The Toolkit provides a framework and method for the development of a national eHealth vision,
action plan and monitoring and evaluation framework. The Toolkit is designed in three parts,
with the second and third building progressively on the work of Part 1.
Part 1: A national eHealth vision that responds to health and development goals.
Part 2: A national eHealth action plan that reflects country priorities and the eHealth
context.
Part 3: A plan to monitor implementation and evaluate outcomes achieved.
How this Toolkit will be used, and the end result, will be based on a countrys context,
priorities and vision.
Part 1
Part 2
Part 3
National eHealth
action plan
National eHealth
(This document)
page i
Part 3 provides guidance on establishing a national monitoring and evaluation framework.
The introduction summarizes the outputs of Part 2 and how these relate to monitoring and
evaluation.
Chapters 12: The elements of a monitoring and evaluation framework, and the method by
which the framework is developed.
Chapters 35: Detailed guidance on defining a national monitoring and evaluation
framework.
Annexes provide additional information to support this Toolkit, including a definition of terms.
page ii
Contents
Part 3. Monitoring and evaluation

Chapters
Introduction: Assessing progress and results
1. eHealth monitoring and evaluation framework
2. Developing an eHealth monitoring and evaluation framework: overview
3. Define indicators for eHealth
4. Define baseline and target measures for indicators
18
5. Define supporting governance and processes
24
6. Conclusion
31
Annexes
A. Results-based management
32
B. Examples of eHealth strategies
35
C. Definition of terms used in the Toolkit
37
page iii
Figures
1. Results-based management
2. Elements of an eHealth monitoring and evaluation framework
3. A method for developing an eHealth monitoring and evaluation framework
4. Relationship between stakeholders, eHealth outcomes and indicators
10
5. Relationship between stakeholders, eHealth outcomes and outputs, and eHealth

output indicators
11
6. Relationship between eHealth outcome and output indicators
14
7. Aligning national monitoring and evaluation timeframes with implementation

phases
19
8. Suggested approach to defining target measures for eHealth output indicators
21
9. Sample governance model for national monitoring and evaluation
26
10. Example of a national monitoring and evaluation process
29
11. Logical framework for results-based management
32
12. Relationship of monitoring and evaluation to the results chain
34
Tables
1. Examples of eHealth outcomes for stakeholders (non-exhaustive)
10
2. Examples of eHealth outputs (non-exhaustive)
12
3. Example of eHealth outcome indicators (non exhaustive)
14
4. Example of eHealth output indicators (non exhaustive)
15
5. Suggested criteria for selecting indicators
17
6. Illustrative example of target measures for eHealth output indicators
21
7. Example of target measures for eHealth outcome indicators
22
8. Example functions for governing national monitoring and evaluation
25
9. Role of governance mechanisms as they relate to national monitoring and evaluation
27
10. Example of national- and activity-level monitoring and evaluation activities
30
11. Monitoring and evaluation concepts
33
12. Examples of eHealth strategies
35
page iv
Introduction
Assessing progress and results
National eHealth vision and action plan

By this point, a government will typically have established a national vision for eHealth and an
eHealth action plan, by completing Parts 1 and 2 of the Toolkit. The action plan will have been
endorsed by health-sector leadership and supported by the broader stakeholder environment.
The action plan should describe:
the action lines required to implement the national eHealth vision
the outputs and related activities for each action line
the dependencies and timings of activities
the resources required to deliver the outputs and activities
the phases in which the action plan will be implemented.
Monitoring and evaluation framework for eHealth

A monitoring and evaluation framework enables a government to track and assess the results of
implementing the eHealth action plan. Results-based management is the management strategy
used by the United Nations1 (Figure 1) and adopted in the Toolkit. The approach focuses on
performance and on achievement of outputs, outcomes and impacts by:
defining indicators that provide insight into the adoption of eHealth and the tangible
results for health and non-health stakeholders;
identifying indicator baseline and target measures to allow monitoring and evaluation of
progress over the duration of the plan; and
describing the governance and processes required.
Figure 1. Results-based management

Implementation
Programme
inputs
Programme
activities
Results
eHealth
outputs
eHealth
outcomes
Attribution
Measure execution of integrated action plan
Impact
Contribution
Measure change delivered
Monitoring and evaluation framework
Are we on the right track?
Programme management
Are we on track?
1 United Nations. Programme performance assessment in results-based management (http://www.un.org/Depts/oios/mecd/un_

pparbm/index.htm, accessed 17 May 2012).
Introduction page 1
A clear distinction should be made between a monitoring and evaluation framework for a
national eHealth strategy and the programme management activities that are designed to
implement and manage a large-scale eHealth action plan.
Programme management monitors the execution of the action plan, and is central in answering
the question of whether the country is on track in terms of its implementation of a national eHealth
environment. It focuses on three main components.
Programme inputs: funding, budgets, resources and other inputs required to deliver the
Programme activities: these correspond to the activities defined in the action plan.
eHealth outputs: the deliverables, such as eHealth components, resulting from the activities
undertaken.
By contrast, a monitoring and evaluation framework complements programme management

by looking primarily at results. It overlaps programme management and enables a country to
determine whether it is on the right track. But it goes further to answer the question of whether
the action plan is delivering the outcomes, impact, and level of change anticipated. It also
focuses on three main components:
eHealth outputs: the deliverables, such as eHealth components, resulting from the activities
undertaken (as above).
eHealth outcomes: the strategic outcomes that eHealth outputs enable, or contribute to
enabling.
Impact: the change that eHealth outcomes create for health and non-health sector
stakeholders.
A monitoring and evaluation framework assigns accountability (who), and determines the
approach (how) and timing (when) for measuring the results. Part 3 of the Toolkit focuses
specifically on eHealth. Countries seeking information on programme management should refer
to one of the programme management frameworks that are in wide use, such as PMBOK or
PRINCE2 2.
The strategic importance of monitoring and evaluation

Monitoring and evaluation plays an essential role in demonstrating the progress that a country
is making towards the development of its national eHealth environment, and the results or
changes that these efforts are delivering. The outputs of monitoring and evaluation form a
critical part of ongoing communication regarding a countrys national eHealth programme,
which in turn is essential to building the support of stakeholders for further adoption and
investment in eHealth.
In particular, communicating the progress and results of the eHealth action plan is important in
demonstrating to donors or funders the impact of their investments. It can also help in building
trust and understanding with potential funders as to how their contribution would be used to
further the countrys national eHealth programme.
2 Project Management Institute. Making project management indispensable for business results. Philadelphia, PA, 2012 (http://www.
pmi.org/, accessed 17 May 2012).
PRINCE2.com. London, 2012 (http://www.prince2.com, accessed 17 May 2012).
Introduction page 2
Establishing a national monitoring and evaluation framework

Establishing a successful national monitoring and evaluation framework requires dedicated
resources and effort, often at various levels, to develop, manage and operate an effective process.
Governments should consider monitoring and evaluation as part of the planning and costing of
their national eHealth programmes, thereby ensuring that appropriate resources are dedicated
to the work.
Countries using their own results-based management approaches are encouraged to ensure
that they encompass the concepts described in the results chain shown in Figure 1. Annex A
provides additional information regarding results-based management.
Introduction page 3
Chapter 1
eHealth monitoring and evaluation

framework
This section describes the elements to be considered in establishing a monitoring and evaluation
framework for a national eHealth programme (Figure 2).
Figure 2. Elements of an eHealth monitoring and evaluation framework
Indicators
Stakeholders
eHealth outcomes
eHealth outputs
Output and outcome
indicators
Indicators
for monitoring
and evaluation
Measures
Monitoring and evaluation
timeframes
Baseline measures
Target measures
Baseline and
target measures
for indicators
Governance
Governance structures,
functions and processes
Governance
and processes
1.1 Indicators for eHealth

An effective monitoring and evaluation framework is constructed around a set of meaningful
indicators, the measurement of which provides insight into the adoption, use and results that
eHealth is delivering.
Meaningful indicators should include the perspective of stakeholders, as this ensures that
changes or improvements important to stakeholders are measured. Developing and selecting
these indicators requires an understanding of eHealth outcomes (formed during Part 1) and
outputs (formed during Part 2) that are important to each stakeholder.
There are two types of indicators to consider.
Output indicators provide information and insight on the adoption of eHealth.
Outcome indicators provide information and insight on the results obtained.
Chapter 1. eHealth monitoring and evaluation framework page 4
1.2 Indicator measures

Monitoring the progress of the action plan requires an understanding of where a country is
starting from (baseline measures), and what it is expecting to achieve (target measures). Targets
should be defined for a range of timeframes throughout the duration of the action plan.
1.3 Governing monitoring and evaluation

National governance provides oversight, coordination and guidance for monitoring and
evaluation efforts, and ensures timely intervention when there appears to be divergence between
what is actually happening and what a country was aiming to achieve through its eHealth
programme. Governance must be supported by processes that direct how the adoption and
results of eHealth are monitored and evaluated.
Chapter 1. eHealth monitoring and evaluation framework page 5
Chapter 2
Developing an eHealth monitoring and

evaluation framework: overview
This section describes how a monitoring and evaluation framework can be developed (Figure 3).
Figure 3. A method for developing an eHealth monitoring and evaluation framework
Indicators
Measures
Define indicators
for eHealth
Define baseline
and target measures
for indicators
Governance
Define supporting
governance and
processes
This is a sequential process that begins with determining the indicators to be monitored and
outcomes to be evaluated. Baseline and target measures are set for each indicator. Targets serve
as the basis for tracking actual progress against planned progress, and determining whether
corrective action is required. A monitoring and evaluation framework also describes the
governance model and processes through which national monitoring and evaluation will be
performed. Stakeholders are consulted throughout the process in order to gain commitment and
understanding, as well as to ensure that their roles are considered in the governance structure
and processes.
The development of a monitoring and evaluation framework is closely linked to the outputs of
Parts 1 and 2 of the Toolkit, in particular:
the important health- and non-health-sector stakeholders
the eHealth outcomes on which the national eHealth vision is based
the eHealth outputs that the action plan will deliver
the implementation phases and timing for delivery of these outputs.
A considerable portion of developing a monitoring and evaluation framework involves using this
existing knowledge.
2.1 Define indicators for eHealth

This step determines the purpose of monitoring and evaluation, based on the eHealth vision,
action plan and stakeholder perspectives. It focuses on developing a set of eHealth output and
outcome indicators that will measure the results that eHealth delivers. An important aspect is
to consider the consultations completed with stakeholders in Part 1, and to link a number of
the indicators to outcomes important to stakeholders. It is also important to link indicators to
timeframes for measuring other health outcomes where possible (for example, in the national
health system reporting processes) to show the contribution of eHealth to these outcomes and
to avoid creating separate reporting processes.
Chapter 2. Developing an eHealth monitoring and evaluation framework: overview page 6
2.2 Define baseline and target measures for indicators

This step validates the baseline measures and creates target measures for each indicator. Target
measures are defined for different timeframes so that progress can be monitored throughout the
execution of the plan.
2.3 Define supporting governance and processes

This stage defines the governance and processes within which the monitoring and evaluation of
eHealth adoption and associated results will be undertaken. Experience shows that monitoring
the progress of, and evaluation of, eHealth may be carried out at multiple levels and by multiple
parties. It is important that these various efforts are planned and executed within an overall
national monitoring and evaluation model.
Chapter 2. Developing an eHealth monitoring and evaluation framework: overview page 7
Chapter 3
Define indicators for eHealth

This stage focuses on defining the indicators that will be monitored and the outcomes that will
be evaluated during the implementation of the eHealth action plan.
Indicators
Define indicators
for eHealth
Measures
Governance
Define baseline
and target measures
for indicators
Define supporting
governance and
processes
Objective
This step defines eHealth output and outcome indicators that will assist in measuring the
results of the eHealth action plan. Indicators should be linked to the stakeholders and outcomes
identified in Part 1, so that the true success of eHealth is understood, above and beyond noting
the progress of eHealth implementation.
Activities
Identify priority stakeholders for whom it is critical to show results in eHealth.
Review eHealth outcomes for priority stakeholders.
Identify the eHealth outputs that will lead to these outcomes.
Review and confirm focus areas with priority stakeholders.
Develop eHealth adoption and outcome indicators.
Outputs
eHealth output indicators, which will be used to measure the adoption and take-up of
eHealth within the health sector.
eHealth outcome indicators, which will be used to measure the results of the adoption and
take-up of eHealth.
Chapter 3. Define indicators for eHealth page 8
3.1 Identify priority stakeholders

Objective
This step prioritizes the health- and non-health-sector stakeholders identified in Parts 1 and
2 of the Toolkit for whom it is important to show results of the eHealth action plan. The
development of indicators should be informed by the perspective of stakeholders, minimizing
the risk that indicators are based on programme delivery alone.
Recommended outputs
This step should determine the priority health- and non-health-sector stakeholders for whom it
is especially important to demonstrate eHealth outcomes. It is recommended that stakeholders
are described at the level of an organization, group or role, rather than as a specific individual
or political party, because these will change with time. For example, a stakeholder could be
defined as the Department of Health (organization-level) or the Health Minister (role-level)
rather than the particular individual fulfilling the role of the health minister. An example of a
stakeholder group could be Individuals aged 65 years or older.
Approach
This step is based on the knowledge of multisectoral stakeholders developed in Parts 1 and 2.
As this may be a long list, this step should focus on stakeholders for whom the demonstration of
progress and outcomes of eHealth is important in building support and momentum for further
adoption of and investment in eHealth.
Stakeholders for whom eHealth outcomes may be especially important are:
consumers
healthcare providers
healthcare managers and administrators
health and medical researchers.
Funding bodies, such as social and economic development agencies and other donors, should
also be considered. While they are not direct beneficiaries of eHealth programmes, these bodies
may have stipulated requirements for monitoring implementation progress and the results of
their investment in a national eHealth programme (as part of their provisions of funding).
3.2 Review eHealth outcomes for priority stakeholders

Objective
This step identifies the outcomes that delivering the eHealth action plan will have for the
stakeholders identified above. As delivering the outcomes leads to concrete improvements and
results for stakeholders, indicators should be based on them. The outcomes should be linked to
each of the prioritized stakeholders and explored from each shareholders perspective in order
to describe what delivering each outcome will mean for them. For example, the improvements
or changes that a particular stakeholder will experience through the realization of a particular
eHealth outcome (Figure 4).
Figure 4. Relationship between stakeholders, eHealth outcomes and indicators

Stakeholders
eHealth
outcome
indicators
eHealth outcomes (from Part 1)
Recommended outputs
This step should describe the expected outcomes (concrete improvements) for each prioritized
stakeholder. These will be based on the eHealth outcomes described in Part 1 of the Toolkit
(Table 1).
Table 1. Examples of eHealth outcomes for stakeholders (non-exhaustive)
Stakeholder
Examples eHealth outcomes
Consumers
Improve the ability of consumers located in rural and remote locations to access primary care
services, and reduce the need to travel large distances to access care.
Enable pregnant women in rural and remote areas to access knowledge and services to assist in
managing their pregnancy.
Enable consumers to access knowledge and services that support early detection and treatment of
preventable communicable and noncommunicable diseases.
Improve care coordination by ensuring their health information can be easily exchanged between
their health-care providers.
Improve access to knowledge resources and support for better management of their chronic
conditions, and their adherance to treatment and medication regimes.
Health-care
providers
Improve the ability of providers to access health information at the point of care.
Improve the ability of providers to exchange patient information with other providers.
Enable providers to interact with consumers who are located remotely.
Enable providers to monitor and track their patients more effectively.
Enable providers to access clinical knowledge, evidence and expertise to support skills development
and the delivery of health care within their local communities.
Health-care
managers and
administrators
Support national and regional health authorities to predict and plan for the spread of infectious
diseases.
Enable health authorities to monitor and respond to outbreaks and other emergencies more
effectively and to meet reporting obligations.
Support the education, training and development of the countrys health workforce.
Provide reliable and quality data to inform and monitor the results of clinical, policy, investment and
administrative decisions.
Provide access to quality data sources that inform service and workforce planning and management.
Enable effective management of the supply, distribution and availability of vaccines and essential
medicines.
Health and
medical
researchers
Provide researchers with greater access to evidence-based information to support clinical decisionmaking and treatment design and assessment.
Improve access to the medical literature, knowledge networks and resources.
Approach
This step is based on the eHealth outcomes developed during the development of the national
eHealth vision in Part 13. Formulating the vision involved defining a set of eHealth outcomes,
which answered the question of what will be achieved or changed through using eHealth? The
process of developing the vision also involved exploring what each of these eHealth outcomes
would mean for stakeholders4.
This activity should take these eHealth outcomes and refine them where required to describe
the concrete results that the vision is expected to deliver to each stakeholder. The descriptions
should be concrete enough to support the identification of indicators that will allow these
outcomes to be measured.
3.3 Identify eHealth outputs that will lead to these outcomes

Objective
This step identifies the outputs of the eHealth action plan that will lead to the eHealth outcomes
identified in Section 3.2. This understanding provides the context for identifying eHealth
output indicators (Figure 5).
Figure 5. Relationship between stakeholders, eHealth outcomes and outputs, and eHealth output
indicators
Stakeholders
eHealth
outcome
indicators
eHealth outcomes (from Part 1)
eHealth
output
indicators
eHealth outputs (from Part 2)
The eHealth outputs and associated activities defined in the action plan (Part 2) should be
linked to the eHealth outcomes defined in the previous step.
Recommended outputs
This step should define a set of outputs for each eHealth outcome (Table 2).
3 Refer to Part 1, Section 8.2 Define the eHealth outcomes.

4 Refer to Part 1, Section 8.5 Describe what eHealth vision will mean for stakeholders.
Table 2. Examples of eHealth outputs (non-exhaustive)
Stakeholder
eHealth outcomes
Associated eHealth outputs
Consumers
Improve the ability of

consumers located in rural
and remote locations to
access primary care services,
and reduce the need to
travel large distances to
access care.
Fit-for-purpose data/telecommunications connectivity established to

rural and remote communities
National telemedicine service established
Fit-for-purpose computing/access infrastructure deployed to rural

and remote communities
Telemedicine education and awareness programmes delivered to

Enable pregnant women in

rural and remote locations
to access knowledge
and services to assist in
managing their pregnancy.

National pre/postnatal health knowledge portal established
SMS-based pre/postnatal support service established
Fit-for-purpose computing/mobile handset infrastructure deployed to

Health knowledge and SMS support service education and awareness

programmes delivered to rural and remote communities
Improve the ability for

providers to exchange a
patients health information
with other providers.
National eHealth data and messaging standards approved
Unique health identifiers exist for consumers and care providers
Standard-compliant care provider software available from vendors
Fit-for-purpose care provider computing infrastructure deployed

care providers
National electronic health record (EHR) system available
Consumers have opted in to have their health information shared via

the national EHR system
Enable providers to access

clinical knowledge, evidence
sources and expertise to
support skills development,
and the delivery of healthcare within their local
communities.

health facilities and care providers
National care provider knowledge portal service established
Mobile knowledge and decision support applications developed and

deployed
Fit-for-purpose computing/mobile infrastructure deployed to care

providers
Enable national and

regional health authorities
to monitor, and respond
to outbreaks and other
emergencies, in a more rapid
manner.
Fit-for-purpose data/telecommunications connectivity established for

the health sector
Fit-for-purpose computing/mobile infrastructure deployed
National disease management and reporting portal service

established
Surveillance applications for mobile devices developed and deployed
Support the education,

training and development
of the countrys health
workforce.
Fit-for-purpose data/telecommunications connectivity available to

the workforce
Fit-for-purpose computing infrastructure deployed available to

potential workers
eLearning portal service and applications established
Awareness programmes delivered regarding training options
Care providers
Health-care
managers and
administrators
Approach
This step is based on the eHealth outputs developed in Part 2 of the Toolkit5.
Some eHealth outputs will be delivered progressively over time (such as the adoption of a
particular eHealth solution by care providers) while others will represent a point in time event.
5 Refer to Part 2, Section 5.2 Assign outputs to action lines.
3.4 Review and confirm focus areas with priority

stakeholders
Objective
This step confirms the eHealth outcomes and outputs for monitoring and evaluation, which
involves reviewing with stakeholders. This step allows the relative importance of different
eHealth outcomes and outputs to emerge. This is particularly important given that the resources
to undertake monitoring and evaluation will likely be limited and therefore measuring
everything is unlikely to be possible.
This step also provides an opportunity to:
build stakeholder support
gather stakeholder input on indicators that could be used
communicate the expected outcomes relevant to stakeholders.
Recommended outputs
This step should produce a list of the eHealth outcomes and associated outputs that will be the
focus of national monitoring and evaluation efforts.
Approach
This step will require consultation with stakeholders to review and confirm the eHealth
outcomes and outputs that are of particular importance to them. Consultation should focus
on understanding those aspects that must be monitored and evaluated, versus those that
should or could be measured. Typically this discussion will tend to focus more on stakeholder
priorities in the short to medium timeframes.
Once eHealth outcomes and outputs are prioritized, stakeholders should also be consulted
regarding the indicators that they regard as being practical and appropriate to measure.
3.5 Define eHealth output and outcome indicators

Objective
This step defines the indicators that will be used throughout the execution of the eHealth action
plan. Two types of indicators should be considered.
eHealth output indicators provide information and insight into the adoption of eHealth
eHealth outcome indicators provide information and insight into the results for
stakeholders.
Output indicators are derived from the eHealth outputs.

Outcome indicators are derived from the eHealth outcomes. These indicators are closely related,
in that the rate of adoption (measured by eHealth output indicators) will drive the expected
improvements (measured by eHealth outcome indicators) (Figure 6).
Figure 6. Relationship between eHealth outcome and output indicators

Key
Stakeholders
eHealth
outcome
eHealth
output
eHealth
outcome
indicator
eHealth
output
indicator
eHealth outcome indicators
N/A
N/A
eHealth outputindicators
Typically, eHealth output indicators are used for those outputs that are delivered progressively,
such as the deployment of data communications infrastructure, or the take-up of standardscompliant software by care providers.
Recommended outputs
This step should produce meaningful indicators that can be used to monitor and evaluate the
results of implementing the eHealth action plan (Table 3).
Table 3. Example of eHealth outcome indicators (non exhaustive)
Stakeholder
eHealth outcomes
Indicators
Consumers

consumers located in rural
and remote locations to access
primary care services, and
reduce the need to travel large
distances to access care.
Percentage increase in the number of primary care-related

consultations conducted via telemedicine
Percentage increase in the number of rural and remote consumers

that can gain access to primary care services via telemedicine
Average reduction in time for a rural or remote consumer to access

primary care services as a result of telemedicine
Consumer satisfaction regarding role of technology in improving

their access to health services
Care providers

providers to exchange a
patients health information
with other providers.
Percentage increase in the number of electronic health information

transactions between health-care providers
Percentage reduction in clinician time gathering consumer health

and medical history
Percentage increase in the number of discharge summaries being

received by primary care providers
Provider satisfaction of using eHealth to improve information

sharing with other providers
Enable providers to access

clinical knowledge, evidence
sources and expertise to assist
with skills development, and
the delivery of health care
within their local communities.
Percentage increase in visits to national care provider knowledge

portal
Provider satisfaction of using eHealth to improve access to

knowledge and expertise to support them in delivering care
Stakeholder
eHealth outcomes
Indicators
Healthcare
managers and
administrators
Enable national and regional

health authorities to monitor
and respond to outbreaks and
other emergencies, in a more
rapid manner.
Percentage reduction in time to detect, intervene and contain an

emerging disease outbreak or similar threat
Percentage reduction in time and cost to report and analyse

disease outbreaks to support decision-making processes and
resource allocation decisions
Perceptions of issues/challenges affecting use of eHealth for

monitoring and response
Support the education,

training and development of
the countrys health workforce.
Percentage increase in the number of health workers entering the

health workforce that have been trained in part through eLearning
and other similar e-based training
Percentage growth in the number of people enrolling for

electronic-based education and training programmes
Table 4 provides examples of eHealth output indicators for the various eHealth outcomes and
associated indicators listed in the above table.
Table 4. Example of eHealth output indicators (non exhaustive)
Stakeholder
eHealth output indicators
Consumers
Percentage increase in the number

of primary care-related consultations
conducted via telemedicine
Percentage increase in the number of

rural and remote consumers that can
gain access to primary care services
via telemedicine
Average reduction in time for a

rural or remote consumer to access
primary care services as a result of
telemedicine
Consumer satisfaction regarding

role of technology in improving their
access to health services
Percentage of rural and remote communities that have

access to fit-for-purpose data/telecommunications
connectivity

access to computing/access infrastructure

been educated regarding the availability and benefits of
the national telemedicine service
Outputs from consumer satisfaction survey and focus

groups
Care providers

of electronic health information
transactions between health-care
providers
Percentage reduction in clinician

time gathering consumer health and
medical history
Percentage increase in the number of

discharge summaries being received
by primary care providers
Provider satisfaction of using eHealth

to improve information sharing with
other providers
Provider perceptions of issues/

challenges impacting their use
of eHealth to support improve
information sharing
Percentage of health-care providers that have standardscompliant software systems
Percentage of consumers and health-care providers that

have obtained their unique health identifier
Percentage of health-care providers that have access to

fit-for-purpose data/telecommunications connectivity

fit-for-purpose computing infrastructure
Percentage of consumers that have registered to

participate in the national EHR system
Outputs from provider satisfaction survey
Outputs from provider reference group discussions
Percentage increase in visits to

national care provider knowledge
portal
Percentage of consultations which are

being supported by mobile handset
knowledge and decision support
applications
Provider satisfaction of using eHealth

to improve access to knowledge
and expertise to support them in
delivering care
Percentage of rural and remote health-care providers that

have access to fit-for-purpose data/telecommunications
connectivity
Percentage of rural and remote health providers that have

downloaded and installed a knowledge and decision
support applications
Percentage of rural and remote health-care providers

that have been educated regarding the availability and
benefits of the national care provider knowledge portal
Outputs from provider satisfaction survey
Outputs from provider reference group discussions
Stakeholder
Health-care
managers and
administrators
Percentage reduction in time to

detect, intervene and contain an
emerging disease outbreak or similar
threat
Percentage reduction in time and

cost to report and analyse disease
outbreaks to support decision making
processes and resource allocation
decisions
Perceptions of issues/challenges
impacting their use of eHealth to
monitor, track and respond to disease
outbreaks and other emergencies

fit-for-purpose data/telecommunications connectivity

fit-for-purpose computing infrastructure
Percentage of rural and remote health-care providers that

have access to mobile handset/coverage
Percentage of health-care providers that have registered

to provide information through the national disease
management and reporting portal
Percentage of health-care providers that have

downloaded and installed mobile handset diseases
recording applications, and have registered to provide
data through these applications
Percentage of health-care providers that have been

educated regarding the availability and benefits of using
the national disease management and reporting portal,
and the mobile handset applications
Outputs from reference group discussions conducted

with members of relevant health-care manager or
administrator organizations

of health workers entering the health
workforce that have been trained
through eLearning and other similar
e-based training
Percentage of potential workforce population that have

access to fit-for-purpose data/telecommunications
connectivity
Percentage of potential workforce population that have

access to fit-for-purpose computing infrastructure
Percentage growth in the number of people enrolling for

electronic based education and training programmes
Percentage of potential workforce that have been

educated regarding the availability and benefits of
health/medical eLearning
Quantitative indicators minimize the level of ambiguity regarding the results achieved. Some
outcomes require the use of qualitative indicators, which are usually derived from surveys,
questionnaires, feedback and other evaluation mechanisms, and may also allow for greater
insights into the potential cause(s) of divergence from expected results. The choice of indicators
is explored further in the following section.
Approach
This activity requires internal analysis to define a set of candidate eHealth output and outcome
indicators, which can then be confirmed with stakeholders. It also requires working through
each outcome or output, and answering the question of what needs to be monitored or measured
to monitor progress towards that outcome or output.
Consultation with stakeholders should focus on confirming the initial set of candidate
indicators and identifying any others that should be considered. This may include confirming
that indicators meet the criteria that they are observable, reliable and controllable (Table 5).
Subject-matter experts and stakeholders may be consulted on how best to measure a particular
eHealth outcome or output.
Table 5. Suggested criteria for selecting indicators
Criteria
Meaning
Linked to objectives
Indicators should provide information that can be linked to and support the monitoring and
evaluation of eHealth outcomes and outputs
Quantifiable
Indicators should be concrete, as opposed to conceptual, and should be measurable and easily
expressed in relevant units of measurement
Observable
Measurement data exists (or will exist) that will allow an indicator to be derived
Reliable
The data used for the indicators should not be arbitrarily derived and should reflect accurate,
verifiable information as much as is possible
Controllable
Indicators should measure the results of delivering the eHealth action plan, and should be
selected to control the potential impact of activities that fall outside the scope of the plan
Ongoing and
comparable
Indicators should provide information that is comparable and relevant across periods, rather
than being one time indicators of progress
There is little value in defining a set of indicators where the data do not exist or cannot be
regularly collected, analysed and reported. This step should consider the reality of the countrys
current environment, in particular the challenges or barriers that exist to gathering the required
data. The result of this may be the need to consider using a mixture of quantitative and
qualitative indicators.
In practice, a country will use a mixture of both quantitative and qualitative measures
over the course of implementing the plan. Both types of measures can play a useful role in
understanding whether the desired outcomes and outputs are being delivered, as well as
providing insights into the results obtained. Countries need to ensure that the appropriate skills
and expertise exist to do both types of research.
Chapter 4
Define baseline and target measures for

indicators
This stage focuses on defining the baseline and target measures for each of the defined
indicators.
Indicators
Measures
Define indicators
for eHealth
Governance
Define baseline
and target measures
for indicators
Define supporting
governance and
processes
Objective
This stage defines baseline and target measures for each indicator along with the timeframes for
measuring indicators against targets.
Baseline measures provide an understanding of a countrys starting point and assist in defining
realistic and achievable targets, which allow evaluation of the progress in implementing the plan
(i.e. Are we achieving what we set out to achieve?).
Evaluating indicators against targets should occur at regular intervals to ensure that the
programme is delivering tangible results to stakeholders in a timely manner and that potential
problems are identified and addressed as soon as possible.
Activities
Determine national monitoring and evaluation timeframes.
Identify baseline measures for each indicator.
Define target measures for output indicators.
Define target measures for outcome indicators.
Outputs
Indicator monitoring and evaluation timeframes.
Agreed baseline and target measures for eHealth output and outcome indicators.
Chapter 4. Define baseline and target measures for indicators page 18
4.1 Determine national monitoring and evaluation

timeframes
Objective
This step defines the timeframes for national monitoring and evaluation defined in Section 3.3.
Regular monitoring and evaluation allows a government to:
determine whether the action plan is delivering the expected results;

identify issues and challenges affecting the delivery of results, for which corrective actions
can be applied;
regularly communicate the results to stakeholders, which will assist in building further
momentum and support for eHealth.
Recommended outputs
This step establishes the intervals for national monitoring and evaluation. Ideally, a single set of
consistent timeframes should be defined for all indicators but this may not always be possible
due to the nature or requirements of a particular indicator.
Approach
Monitoring and evaluation timeframes should align with the implementation phases defined in
the action plan (Figure 7).
Figure 7. Aligning national monitoring and evaluation timeframes with implementation phases
National monitoring and evaluation timeframes
eHealth action plan
Time period
Time period
Time period
eHealth action line 1

For example, a country may define a set of implementation targets that align with the strategys
three implementation horizons, which in turn lead to the definition of quantitative and qualitative
implementation targets for timeframes of 3, 6 and 10 years.
While the implementation phases provide a good starting point, other factors may require using
different timeframes.
Specific stakeholder requirements, such as those related to reporting requirements that may
need to be met as part of the provision of funding.
Political and funding cycles, such as government election terms and national funding cycles
which may influence when reports on the results of investing in eHealth are required.
Level and timing of eHealth implementation activity, which in turn drives when indicators
should be measured. Monitoring and evaluation timeframes have little point if nothing is
expected to be delivered during them. Conversely, periods of very high eHealth activity
may require closer monitoring of particular indicators.
4.2 Identify baseline measures for each indicator

Objective
This step defines the baseline measure for each eHealth output and outcome indicator.
Evaluating the progress of eHealth adoption and the results flowing from this requires
identification of the starting point (current status) for each indicator that will be monitored.
Recommended outputs
This step should identify baseline measures for each eHealth output and outcome indicator,
which represents the value of that indicator at the start of the action plan.
Approach
This step will require research and analysis to determine baseline measures for each indicator.
As a first step, it is suggested that countries determine whether their overall starting position
warrants further effort in identifying a baseline measure for a particular indicator.
For example, consider a government that has defined an eHealth outcome indicator to measure
the percentage increase in the number of primary care-related consultations conducted via
telemedicine. If that country has few or no telemedicine services in place, it may opt to define
a baseline measure for this indicator as zero. A country that has already made substantial
investment in telehealth, however, would need to research and identify an appropriate baseline
measure to allow the results of further investment to be quantified and demonstrated.
Once it has been confirmed that a baseline measure for an indicator is required, a country will
need to analyse historical data that allows a baseline measure to be calculated. If no historical
data is available, the country may need to consider using a proxy source of data to infer a
baseline measure for the indicator.
Examples of potential sources of historical data are shown below.
Health ministries and authorities
Industry and representative groups
Advocacy groups
Research, studies, and official publications
Nongovernmental organizations (NGOs).
In practice, many countries may not have the people, processes or infrastructure in place to
support the collection of data. They may need to build this capacity over time and incorporate it
into the action plan.
4.3 Define target measures for eHealth output indicators

Objective
This step defines target measures for each eHealth output indicator. This allows monitoring of
the adoption of eHealth. Target measures for output indicators must be defined prior to defining
targets for outcome indicators, because the latter depend on the former.
Targets should be realistic and achievable in order to remain relevant and motivating.
Recommended outputs
This step should produce a set of achievable target measures for each eHealth output indicator
within a given timeframe (Table 6).
Table 6. Illustrative example of target measures for eHealth output indicators
Stakeholder
Consumer
Baseline
measure
(%)
Target measures (%)

3
Years
6
Years
10
Years
Percentage of rural and remote communities

that have access to fit-for-purpose data/
telecommunications connectivity.
35
60
80
95
Percentage of rural and remote communities that

have access to computing/access infrastructure.
30
50
70
Percentage of rural and remote communities that

have been educated regarding the availability and
benefits of the national telemedicine service.
30
50
70
Approach
This step should begin within internal analysis, though it may be extended to involve input
from subject-matter experts and other health experts (Figure 8).
Figure 8. Suggested approach to defining target measures for eHealth output indicators
eHealth output
indicators
Review rationale
and draft target
measures
Stakeholders
and experts
review
Refine target
measures
Internal analysis
Internal analysis should focus on drafting an initial set of targets for each output indicator.
Defining targets is an estimation exercise that considers the various questions below.
Baseline measures and timeframe: What is the starting point for this indicator and what can
be realistically achieved within the monitoring timeframe?
eHealth activities: What other activities (in the action plan) are occurring in the same
timeframe and how will this influence what can be achieved?
External research: What have other relevant national programmes achieved and what
timeframes were associated with this output?
Target measures for other eHealth output indicators: What relationships exist between eHealth
output indicators, and how do target measures that have been defined for other indicators
influence the targets for this indicator?
This step should also take as input the implementation targets that were defined during the
development of the action plan. These targets describe, at a broad level, the targets for each
implementation phase of the plan and may provide direction as to the specific targets for
eHealth output indicators.
This internal activity should establish a set of draft targets for eHealth output indicators,
supported by rationale as to why these measures represent achievable adoption targets.
Input from subject-matter experts and multi-sector stakeholders

Subject-matter experts and stakeholders can provide insight into achievability of the draft
targets measures for output indicators through knowledge of:
similar initiatives or change programmes, and the outcomes that these were able to deliver;
the particular risks, challenges and barriers to adoption of eHealth;
other national or international programmes, initiatives or events that may influence the
adoption of eHealth in the country.
The draft indicators should be reviewed in consultation with relevant subject matter experts and
multi-sector stakeholders to refine the targets and ensure that the rationale is sound.
4.4 Define target measures for eHealth outcome indicators

Objective
This step defines targets for each eHealth outcome indicator across the previously-defined
timeframes. These targets allow the evaluation of the results for stakeholders.
The targets set for the eHealth outcome indicators should accurately reflect the results that can
be realized given the target rates of eHealth adoption. Targets should be ambitious but realistic.
Recommended outputs
This step should produce a set of targets for each eHealth outcome indicator across the
previously defined timeframes (Table 7).
Table 7. Example of target measures for eHealth outcome indicators
Stakeholder
Consumers
Baseline
measure
(%)
Target measures (%)

3 Years
6 Years
10 Years
Percentage increase in the number of primary

care-related consultations conducted via
telemedicine.
20
40
50
Percentage increase in the number of rural

and remote consumers that can gain access to
primary care services via telemedicine.
30
50
70
Approach
The process for identifying targets for outcome indicators is similar to that used for output
indicators to identify target measures for eHealth output indicators.
Internal analysis
Internal analysis should focus on drafting an initial set of targets for each eHealth outcome
indicator by considering the questions below.
Related eHealth output indicators: What results can be achieved given the targets that have
been defined for related output indicators?
Baseline eHealth outcome indicator measures: What is the countrys starting point in terms of
the tangible results that are to be measured? Are there results already delivered that need to
be accounted for?
Monitoring and evaluation timeframes: What results can realistically be achieved within the
monitoring and evaluation timeframe?
This internal activity should establish a set of draft target measures for eHealth outcome
indicators which will reflect the tangible results that can be expected, given the rates of
adoption of eHealth anticipated.
Input from subject-matter experts and multi-sector stakeholders

Subject-matter experts and stakeholders can provide insight into the potential to realize tangible
results for stakeholders, given the levels of eHealth adoption anticipated and targeted by the
eHealth output indicators.
Consideration should be given to the questions below.
Given the level of adoption of an eHealth service or solution, what do they anticipate that
will mean in terms of delivering health services to the population?
Given the change in the ability to deliver health services, what does that mean in terms of
patient outcomes?
Is the proposed target realistic, given the level of adoption anticipated?
The draft list of indicators and rationale should be reviewed with relevant subject-matter experts
and stakeholders.
Chapter 5
Define supporting governance and

processes
This stage focuses on defining the national governance and processes for monitoring and
evaluating the results of implementing the eHealth action plan.
Indicators
Measures
Define indicators
for eHealth
Governance
Define baseline
and target measures
for indicators
Define supporting
governance and
processes
Objective
This stage defines the governance and processes through which the actors and levels are all
brought together for monitoring and evaluation of eHealth.
Activities
Define a governance model for national monitoring and evaluation.
Define a process for it.
Outputs
Governance model for national monitoring and evaluation.
High-level process for undertaking it.
Chapter 5. Define supporting governance and processes page 24
5.1 Define a governance model for national monitoring and

evaluation
Objective
This step defines a governance model for national monitoring and evaluation of the adoption of
eHealth and the tangible results flowing from this. This model should describe the governance
functions and structure within which national monitoring and evaluation will be undertaken.
Monitoring and evaluation is typically an effort performed by various parties. A governance
model provides the structure by which these collective efforts are aligned.
The governance model is distinct from the broader programme management function, which
provides overall governance and oversight of the execution of the eHealth plan. Monitoring
and evaluation of eHealth adoption and associated results is a specialized role that is typically
separate from broader programme management, yet it also complements it. This also ensures an
independent perspective on programme progress.
A governance model consists of a range of functions and the required mechanisms to deliver them
(Table 8).
Table 8. Example functions for governing national monitoring and evaluation
Function
Purpose
Responsible Party
Monitoring oversight
and steering
Provide executive-level oversight in regard to national

monitoring and reporting (i.e. input, escalation, review
and endorsement of deliverables).
Health Department
departmental executive
committee
Project management
Provide overall management of national monitoring

and reporting functions (i.e. planning and scheduling,
progress monitoring, financials, risk management).
Health Department performance

management business unit
National indicator
development
Develop national eHealth output and outcome indicators

to enable monitoring of the delivery of the eHealth action
plan, and through doing so, the national eHealth vision.

National measures
definition
Define national baseline and target measures for eHealth

output and outcome indicators, against which national
progress can be measured.

National capability
development
Develop national monitoring processes and supporting

frameworks, tools and templates, and the communication
and education of others regarding these processes and
timelines.

Activity monitoring
and evaluation
Define activity-specific indicators and targets aligned

to national indicators and targets, and the subsequent
monitoring and reporting of these.
Health Departmentperformance
Health sector
monitoring and
evaluation
Define health-sector-specific indicators and targets (if

required) aligned to national indicators and targets, and
the subsequent monitoring and reporting of these.
Health Departmentperformance
Non-health sector
monitoring and
evaluation
Define broader non-health sector indicators and targets

(if required) aligned to national indicators and targets,
and their monitoring and reporting.
Health DepartmenteHealth
programme management office
National analysis and

evaluation
Collate and analyse activity, health sector and nonhealth-sector reporting to report against national
indicators and targets, and identify where corrective
actions may be required.
Cross-sector coordination
authority or committee
Public and private care providers
Non-health-sector infrastructure
and service providers
Function
Purpose
Responsible Party
Expert support
Provide expert support in the monitoring, analysis and

evaluation of eHealth adoption and the tangible results
of this adoption.
Health Department subject

matter experts
Third-party organizations
NGOs
International agencies (WHO, ITU,
etc.)
Research
Provide broader research and analytical capabilities to

support monitoring and reporting of eHealth, potentially
through the provision of data and insights from other
national and international eHealth programmes.
Health Departmentresearch and

policy units
External research organizations
International agencies (WHO, ITU,
etc.)
Recommended outputs
The step should produce a definition of the governance model required to monitor and evaluate
eHealth. It should identify and describe:
the governance mechanisms required
the structure and relationships between them.
A governance mechanism is a committee, council, team or special group that has the mandate
or responsibility to perform one or more of the functions described. The composition of a
governance mechanism should be the best available to carry out this mandate or responsibility
(Figure 9).
Figure 9. Sample governance model for national monitoring and evaluation
Health sector leadership
National eHealth Programme

steering committee
Programme
management
Action plan
eHealth project
National
monitoring
and evaluation
function
Subject-matter experts
Multi-sector
stakeholders
External eHealth projects
(dependencies)
eHealth project
eHealth project
Broader health sector

monitoring team(s)
Broader non-health
sector monitoring team(s)
In the above example, the responsibility for monitoring and evaluation at a national level
belongs to the national monitoring and evaluation function. This complements programme
management, and provides an independent view of eHealth adoption and associated results
to the programme steering committee. This function could be implemented as a new
organizational group, or could sit within an existing government entity or eHealth agency.
Alternatively, it could be contracted to a professional services firm.
Individual eHealth projects, including external projects on which the action plan is dependent,
are responsible for monitoring their own progress within the overall national framework. External
projects include those undertaken outside the scope of the national action plan (Table 9).
The framework enables the rolling up of project level performance into the defined output and
outcome indicators.
Table 9. Role of governance mechanisms as they relate to national monitoring and evaluation
Mechanism
Responsibilities
Health sector
leadership
Acting as the vocal and visible champion of the national eHealth work programme
Accountable for the delivery of national eHealth adoption and associated results
National eHealth
programme
steering committee
Provides monitoring and evaluation oversight and steering, which includes:

--Providing guidance and input to definition of national indicators, measures, and monitoring
and evaluation timeframes
--Reviewing and endorsing national indicators, measures, and monitoring and evaluation
timeframes
--Assisting in resolving risks, issues and conflicts related to monitoring and evaluation
--Reviewing and endorsing recommendations on corrective actions to the programme to
address divergences between actual and target targets
--Ensuring targets are being achieved and that corrective actions are being made to the
eHealth work programme to resolve divergences.
Programme
management
Ensuring monitoring and evaluation processes and tools are aligned and integrated with
broader programme management processes and tools
Working with the national monitoring and evaluation function to identify options for taking
corrective action to address divergences between actual and target indicator measures
Undertaking corrective actions that have been endorsed by the programme steering
committee
National monitoring
and evaluation
function
Project management (i.e. daytoday management of activities, progress, financials, risks and
issues)
Development of national eHealth output and outcome indicators
Development of baseline and target measures
Liaising with subject matter experts and stakeholders to gain input into the definition of
indicators and baseline/target measures for indicators
Confirm indicators, and associated baseline and targets, with decision-makers
Develop and communicate processes, schedules, templates, etc., for the operation of the
national monitoring and evaluation process
Collate and analyse activity, health-sector and non-health-sector reporting to assess against
national indicators and targets, and identify where corrective actions may be required
Develop recommendations regarding corrective actions, and advise the programme

steering committee (Note: The national monitoring and evaluation function does not have
accountability for correcting programme actions)
Provide expert support in the monitoring, analysis and evaluation of eHealth adoption and
associated results
Provide broader analytical capabilities to support monitoring and evaluation, including the
provision of data and insights from other national programmes
Subject matter
experts
Provide input into the definition of and insights into the achievability of the draft target
measures for indicators
Provide input into corrective actions that may be appropriate to address divergence
Multi-sector
stakeholders
Provide input into the definition of and insights into the achievability of the draft target
measures for indicators
Provide input into corrective actions that may be appropriate to address divergence
eHealth project team
Define eHealth output and outcome indicators and targets aligned to national indicators and
targets
Undertake monitoring and evaluation of activity-level indicators
Report on activity-level indicators to the national monitoring and evaluation function in

accordance with defined processes, schedules, templates and tools
Mechanism
Responsibilities
External eHealth
projects on which
the action plan is
dependent
Define eHealth output and outcome indicators and targets aligned to national indicators and
targets
Undertake monitoring and evaluation of activity-level indicators
Report on activity-level indicators to the national monitoring and evaluation function in

accordance with defined processes, schedules, templates and tools
Broader healthsector monitoring

team(s)
Same as per External eHealth projects except that their focus is on the eHealth outputs and
outcomes within a particular part or segment of the countrys health sector
Broader non-healthsector monitoring

team(s)
Same as per External eHealth projects except that their focus is on the adoption eHealth
outputs and outcomes in other sectors (e.g. ICT industry), and broader social and economic
development linked to eHealth
Approach
A suggested approach for defining a governance model for national monitoring and evaluation
involves a number of steps.
Confirming the functions required
Identifying existing governance mechanisms that could be used, based on:
mandate: the scope of responsibilities officially given to that governance mechanism;

external perception: the perception of that governance mechanism within the wider
health sector, which enables that mechanism to perform its role;
engagement and influence: the ability of that mechanism to engage with, influence and
consult with stakeholders;
internal capabilities: the capability of that mechanism to fulfill its responsibilities.
Defining a pragmatic governance model that will deliver the required governance
functions, taking into account the existing governance mechanisms that can be used, and
new mechanisms that need to be developed to address gaps. The role and responsibilities of
each governance mechanism, and the nature of the relationships and interactions between
them, also need to be clearly defined.
5.2 Define a process for national monitoring and evaluation

Objective
This step defines the national monitoring and evaluation process. It will be an ongoing
process, in the background of the implementation programme, with monitoring and evaluation
undertaken at the agreed timeframes for each of the indicators.
It is not the focus of this step to define detailed processes that will occur at the eHealth activity
level, such as within specific initiatives and projects in the action plan. The specific monitoring
and evaluation processes for eHealth activities should be aligned with the national approach
(Table 10).
Recommended outputs
This step should produce a description of the national process for monitoring and evaluation
of eHealth during the implementation of the action plan, including the governance required to
ensure that it will be done (Figure 10).
Figure 10. Example of a national monitoring and evaluation process
Inputs
eHealth output and outcome indicators
Monitoring and evaluation timeframes
Baseline and target measures for indicators
Governance model (mechanisms, roles, responsibilities)
Review and agree refined

indicators, targets
and timeframes
Preparation for monitoring

and evaluation
Planning
and
initiation
Refinement
Execution
and
measurement
Corrective action
planning
Agree corrective actions to address
divergence between target and actual outcomes
Implement eHealth
activities and measure
their impact and results
Progress analysis
and reporting
Analyse and report on actual versus target
eHealth adoption and results
Approach
Defining a pragmatic monitoring and evaluation process is a complex undertaking, particularly
for large-scale eHealth programmes in which many parties will be involved.
Table 10. Example of national- and activity-level monitoring and evaluation activities
Process
National-level (non-exhaustive)
Activity-level (non-exhaustive)
Planning and
initiation
Define and communicate national evaluation

schedule and milestones
Develop and communicate national

monitoring and evaluation frameworks, tools
and templates
Provide advice and support to activity-level

teams in defining appropriate indicators and
targets that support national-level indicators
and targets
Establish local monitoring and evaluation

roles and responsibilities
Define detailed monitoring and evaluation

timelines and milestones that align with
national timings
Develop and deploy detailed monitoring and

evaluation procedures, tools and templates
that align with national requirements
Define detailed indicators that support

measurement of national indicators
Define target measures that support national

targets
Define indicator measurement approaches
Execution and
measurement
Provide advice and expertise to activity-level

teams on developing indicator measures to
assess current performance
Collect measurement data while activity is

being undertaken
Develop and track current indicator measures
Identify and resolve issues in developing

current indicator measures
Progress analysis
and reporting
Collate activity-level reports on actual versus

target performance for indicators
Liaise with activity-level teams to explore

performance and understand causes of
divergences
Develop reports that describe actual versus

target performance for national-level
indicators
Identify causes of divergences in actual and

target performance at the national level
Develop reports that describe actual

versus target performance for activity-level
indicators
Identify causes of divergences in actual and

target performance at the activity level
Corrective action
planning
Liaise with activity-level teams to understand

corrective actions that can be taken to
address activity-level and programme-level
divergences
Identify and assess programme-level corrective

actions to address divergences in actual and
target performance at the national level
Assess impact, costs and risks of implementing

programme-level corrective actions
Review and gain endorsement programmelevel corrective actions with the programme
steering committee
Manage changes in the scope of national

programme (if required) to implement
corrective actions
Identify local actions that can be taken to

address divergences in actual and target
performance for activity-level indicators
Identify programme-level actions that can

be taken to address divergences in actual
and target performance for activity-level
indicators
Assess impact, costs and risks of

implementing local and programme-level
actions for the activity in question
Manage changes in scope (if required) to

implement corrective actions
Refinement
Identify national target measures for indicators

that may be unrealistic or unachievable within
the required timeframe
Liaise with activity-level teams to understand

changes to activity-level targets
Understand implications on national level

target measures for indicators
Develop revised national target measures for

indicators
Review and gain endorsement of revised

national target measures with the programme
steering committee
Identify activity target measures for

indicators that may be unrealistic or
unachievable within the required timeframe
Refine target measures for indicators to be

realistically achievable
Agree changed target measures for indicators

for future monitoring periods
Chapter 6
Conclusion
This Toolkit has been developed as a guide to assist countries to develop a national eHealth
vision, an action plan to achieve that vision, and a framework by which results can be
monitored and evaluated. Like all strategies and plans, the outcomes of this Toolkit are not
static and represent a point-in-time understanding of what a country needs to achieve in
order to address its particular goals and challenges. For example, the various eHealth visions,
strategies and plans that are referenced in Annex C represent a point-in-time view for each of
the countries that developed them.
Changes in a countrys strategic context will require a dynamic approach to updating the
vision for eHealth and the associated action plan so that they remain relevant. This requires
understanding the key triggers for refreshing the vision and action plan, whether they be
specific events that change a nations strategic context for eHealth or a defined period of time
after which a revision is required.
Ongoing engagement with essential health and non-health stakeholders must also be
maintained. Success in implementing a national eHealth vision is heavily dependent on having
the continued support and guidance of stakeholders, and thus does not stop after a national
strategy has been developed.
Continued communication is also vital. Part 3 has emphasized that stakeholders should be
regularly informed of the progress of the programme, and in particular, any impacts or results
arising from implementation. This ensures transparency, which is essential in maintaining
stakeholder support and momentum for further activity and investment in eHealth.
Chapter 6. Conclusion page 31
Annex A
Results-based management
Results-based management (RBM) has become increasingly important for the United Nations
and its specialized agencies as they have sought to improve their ability to respond to new
demands within the limits of resource constraints, and to demonstrate that they have delivered
on expectations. It is also of direct relevance to the establishment of monitoring and evaluation
for a national eHealth programme.
The goal of RBM

The goal of results-based management is to shift managerial and administrative emphasis
from a process-focused approach to one based on performance and results (outcomes). It is a
management strategy that focuses on performance and achievement of outputs, outcomes and
impacts. Organizations and programmes that apply results-based management seek to:
focus the organization or programme efforts and resources on expected results
improve the effectiveness and sustainability of operations (or programme activities)
improve accountability for resources used.
Key concepts in RBM

Figure 11 below highlights the key concepts in RBM, and lays out a logical framework in which
to guide the planning and execution of a results-based management approach.
Figure 11. Logical framework for results-based management
Objective
Indicator of
achievement
Expected
accomplishment
Results
achieved
Verification of
results
Output
Activity
Planning
Management
Input
Annex A. Results-based management page 32
Results-based management is both a planning process from the top down and a management
process in the reverse direction. Planning starts with defining objectives future end-states,
deciding what accomplishments are expected if the objective is to be achieved, determining
which outputs will lead to those accomplishments, defining the activities necessary to produce
those outputs and, finally, identifying the inputs that are necessary to carry out the activities.
The management process is exactly the opposite. The inputs are acquired and deployed to carry
out the activities, the activities lead to the production of outputs and, if they are well designed
and executed, the output will lead to the expected accomplishments (or expected results)
(Table 11).
Table 11. Monitoring and evaluation concepts
Concept
Meaning
Objective
An overall desired achievement involving a process of change aimed at meeting certain needs of
identified end-users within a given period of time (i.e. is the situation that would be observed at
the end of a specific period).
Expected
accomplishment
A desired outcome involving benefits to end-users, expressed as a quantitative or qualitative

standard, value or rate. The direct consequence or effect of the generation of outputs leads to
the fulfilment of a certain objective. It is a change that can be observed to have taken place. It is
something that has to happen if an objective is to be achieved.
Indicator of
achievement
The measures of whether and/or the extent to which the objectives and/or expected
accomplishments have been achieved. They correspond either directly or indirectly to the
objective or the expected accomplishment for which they are used to measure performance. All
results should have a corresponding indicator of achievement.
Results achieved
The actual outcome that delivers benefits to end-users, expressed as a quantitative or qualitative
standard, value or rate. It describes what has actually been achieved.
Verification of
results
The actual measures that demonstrate that a particular result has been achieved.
Output
Tangible products or services delivered by a programme to end-users in order to induce

outcomes. Outputs are produced by activities.
Activity
An action taken to transform inputs into outputs.
Input
Personnel and other resources necessary for producing outputs and achieving accomplishments.
Inputs are the objects of expenditure that are used to undertake activities.
Monitoring and evaluation in RBM

Monitoring and evaluation or M&E as it sometimes called is an integral part of RBM:
monitoring is the continuing function of collecting data indicating the extent of progress
and achievement of objectives, and progress in the use of allocated funds;
evaluation is the process that seeks to determine as systematically and objectively as
possible the relevance, effectiveness and impact of an activity in light of its goals, objectives
and accomplishments.
The focus of M&E is best demonstrated by understanding its relationship to the key concepts
that were introduced in the previous section (Figure12).
Figure 12. Relationship of monitoring and evaluation to the results chain
Implementation
Programme
inputs
Results
Programme
activities
eHealth
outputs
Attribution
Measure execution of integrated action plan
eHealth
outcomes
Impact
Contribution
Measure change delivered
Monitoring and evaluation framework
Are we on the right track?
Programme management
Are we on track?
Monitoring primarily focuses on implementation and the measurement of execution. Evaluation

primarily focuses on measuring the change and impact that implementation has had in terms of
the objectives and results that were originally sought.
An effective M&E programme requires the following:
understanding the expected accomplishments of the eHealth programme;
ensuring that expected accomplishments can really be evaluated;
reviewing performance indicators to ensure that they are pragmatic, simple and achievable;
determining when the programme will be evaluated, which may be at specific times in the
programme or at other key events in the programme (e.g., problem is perceived, results are
supposed to have happened);
planning for the collection of information to support evaluation, including:
data sources
collection method
baseline data for performance indicators
time required for collection
responsible organization/personnel;
collecting and analysing evaluation data, and drawing appropriate conclusions;
developing recommendations (including corrective actions) and lessons learned.
Annex B
Examples of eHealth strategies

A number of countries have made their eHealth Strategies or eHealth Roadmaps publicly
available via the Internet. The table below lists a selection of these publications as examples of
how different countries have documented their eHealth Strategies and Roadmaps. However, it
should be noted all of these pre-date this Toolkits development, and therefore none of them has
been developed using the Toolkits proposed approach.
Table 12. Examples of eHealth strategies
Country
Type
Link
Published
Australia
National eHealth Strategy
http://www.health.gov.au/internet/
main/publishing.nsf/content/
national+Ehealth+strategy
September
2008
Australia
State eHealth Strategy Queensland
http://www.health.qld.gov.au/
ehealth/docs/eh_strat_public.pdf
September
2006
Denmark
National IT Strategy 20032007 for the

Danish Health Care Service
http://www.sst.dk/publ/Publ2004/
National_IT_strategy.pdf
2003
National Strategy for the Digitalisation

of the Danish Healthcare Service
20082012
http://www.epractice.eu/en/
library/310063
2007
European Commission,
DG Information Society
and Media, ICT for
Health Unit
European countries on their

journey towards national eHealth
infrastructures, evidence on
progress and recommendations for
cooperation actions, Brussels, Belgium
http://www.ehealthnews.eu/
publications/latest/2494-european-countries-on-theirjourney-towards-national-ehealthinfrastructures
January 2011
European Commission,
DG Information Society
and Media, ICT for
Health Unit
eHealth priorities and strategies in

European countries
http://ec.europa.eu/information_
society/activities/health/docs/
policy/ehealth-era-full-report.pdf
2007
European Commission
Repository of eHealth strategies and

priorities for EU Member States
http://www.ehealth-era.org/
database/database.html
N/A
Finland
eHealth Roadmap Finland
http://www.stm.fi/en/publications/
publication/_julkaisu/1056833
2007
Kenya
http://svn.who-mahler.net/hcicontent/ethiopia/lib/exe/fetch.
php?media=workshops:ethiopia
:kenya_final_national_ehealth_
strategy_2011-2017_.pdf
2011
Mauritius
National eHealth Strategy:

He@lth2015, Seamless Continuity of
Care
http://www.gov.mu/portal/goc/
moh/file/plan.pdf
2010
Saudi Arabia
http://www.moh.gov.sa/en/
Ministry/nehs/Pages/default.aspx
2011
Scotland
http://www.scotland.gov.uk/
Publications/2011/09/09103110/9
September
2011
Sweden
National Strategy for eHealth
http://sweden.gov.se/
sb/d/574/a/64324
2006
National Board of Health
Ministry of Social Affairs

and Health
Annex B. Examples of eHealth strategies page 35
Country
Type
Link
Published
Switzerland
Toward one national e-health strategy
http://www.hpm.org/en/Surveys/
USI_-_Switzerland/11/Toward_
one_national_e-health_strategy.
html
2007
BAG/National Ministry of
Health
Switzerland Country Brief: eHealth
Strategies
United States of America
Federal Health IT Strategic Plan
2010
http://ehealth-strategies.eu/
database/documents/Switzerland_
CountryBrief_eHStrategies.pdf
http://healthit.hhs.gov/portal/
server.pt?open=512&objID=1211&
parentname=CommunityPage&pa
rentid=2&mode=2
N/A, not applicable.
Annex B. Examples of eHealth strategies page 36
March 2011
Annex C
Definition of terms used in the Toolkit

Part
Term
Definition
Part I:
Strategic goals and

challenges
Strategic health sector goals and challenges and/or other national

may be many different health sector goals and challenges, only some
of these can be directly supported by eHealth and where a national
eHealth vision will have the most impact.
eHealth outcomes
What will be achieved or changed through using eHealth, and how will
the health system and services change by:
Establishing a
national eHealth
vision
Improving the information flows within the health sector
Improving electronic access to health services and information.

eHealth vision
High-level statement that describes the strategic benefits and outcomes

for the country in general or for the health system and population
through the strategic changes to health system and services introduced
by eHealth (eHealth outcomes).
National eHealth
environment

as technical capabilities that form together an ecosystem for eHealth in
a country.
eHealth components
The building blocks of a national eHealth environment, which will allow

the eHealth outcomes to be achieved. They describe what is needed to
be introduced or strengthened to achieve the eHealth vision in terms of:
infrastructure
workforce.
Strategic
recommendations

eHealth components will be repurposed or extended
Part II:
Action Lines
Developing an
eHealth action plan
are required to deliver a nations eHealth vision
eHealth Outputs

deliver a strategic recommendation
Activities
The set of activities that need to be undertaken to deliver a particular

output
Output indicators

eHealth within the countrys health sector
Part III:
National eHealth
monitoring
and evaluation
guidelines
Outcome indicators
Indicators that provide insights into the tangible results for stakeholders
that arise from the adoption and use of eHealth
Annex C. Definition of terms used in the Toolkit page 37

ISBN 978 92 4 154846 5

Annex C. Definition of terms used in the Toolkit page 38

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National eHealth Strategy Toolkit

National eHealth Strategy Toolkit

WHO Library Cataloguing-in-Publication Data

(NLM classification: W 26.5)

World Health Organization and International Telecommunication Union 2012

Senior technical advisers

Reviewers for the first edition

World Health Organization

National and international contributors

Introduction to the National eHealth

The Toolkit: What it is and who it is for

Part 2: A national eHealth action plan that reflects country priorities

Part 3: A plan to monitor implementation and manage associated risks.

Worldwide, the application of information and communication technologies to support

ISBN 978 92 4 154846 5

Cover art: base map made with Natural Earth;

National eHealth Strategy Toolkit Part 1: eHealth Vision

National eHealth Strategy Toolkit

National eHealth Strategy Toolkit

National eHealth Strategy Toolkit Part 1: eHealth Vision

WHO Library Cataloguing-in-Publication Data

(NLM classification: W 26.5)

World Health Organization and International Telecommunication Union 2012

National eHealth Strategy Toolkit Part 1: eHealth Vision

Establishing a national eHealth vision

National eHealth vision

National eHealth Strategy Toolkit Part 1: eHealth Vision

Part 1. Establishing a national eHealth vision

2. Framework for a national eHealth vision

3. National eHealth vision: overview of the method

4. Manage the process

5. Engage with stakeholders

6. Establish the strategic context

7. Learn from eHealth trends and experience

8. Draft an initial vision

9. Identify the required eHealth components

10. Gather information on the eHealth environment

11. Assess opportunities, gaps, risks and barriers

12. Refine vision and develop strategic recommendations

C. Structure for a national eHealth vision

E. National eHealth component map

G. Definitions of terms used in the Toolkit

National eHealth Strategy Toolkit Part 1: eHealth Vision

3. A framework for a national eHealth vision

4. Method for developing a national eHealth vision

5. Sample governance model for the development of a national eHealth vision

6. Two sample timelines for developing a national eHealth vision

7. Four common stakeholder roles in the development of a national eHealth vision

8. Sample visual model for an eHealth vision statement

9. Sample national eHealth component map

10. Stakeholder perspective model for a consumer stakeholder group

11. Identifying leverage opportunities, gaps, risks and barriers

12. Steps for refining the eHealth vision

13. National eHealth component map: example

14. Governance continuum

2. Sample links between eHealth outcomes and health system goals

3. Sample structure for an initial vision statement

4. Sample country vision statement for eHealth

5. Sample national eHealth vision for health-care providers