www.nt.gov.au
www.nt.gov.au
www.nt.gov.au
Core Clinical Systems Renewal Program (CCSRP) Chris ris Hos oskin ing Deputy Chief Executive Northern Territory Department of Corporate and Information Services Ass ssociate Professor Na Nadarajah Kan angaharan CCSRP Clinical Sponsor July 2018 www.nt.gov.au
Agenda 1. Program overview 2. NT Health Context 3. Engagement and Clinical Involvement 4. Clinical Governance www.nt.gov.au
Core Clinical Systems Renewal Program An Electronic Medical Record, clinical system and business transformation solution for the Northern Territory health jurisdiction, that delivers: • An integrated, whole-of-life, client-centric EMR • Service provision across primary, secondary and tertiary sectors in rural, remote, community and hospital environments • Whole of jurisdictional coverage www.nt.gov.au
Why are we doing it it? 1. Current systems are approaching end-of-life 2. Transform NT Health business: Provide real time, clinical information at the point of care Improve efficiency and staff productivity Improve population health www.nt.gov.au
NT Health Context 25 Urban Services 1.5M 6 visitors Hospitals NT Health 54 1.4m sq Remote kms Clinics 245,000 2 Health residents Services
Scope - Functional • • Patient administration services Client Portal and Provider Portal • • Clinical order management Specialty service delivery across major • Results management service areas • • Clinical documentation/General EMR Billing (Medicare, accounts functions payable/Activity Based Funding) • • Clinical communications and workflow Reporting • • Clinical decision support Real time business intelligence • • Ambulatory/outpatient referral Clinical research • management Mobility (information systems • Scheduling (e.g. patient lists, appointment available on mobile devices) bookings, wait lists etc.) www.nt.gov.au
Program Stages Procurement Solution Build Implementation Transition July 2016 – June 2017 February 2019 – August 2021 July 2017 – Oct 2019 September 2021 to April 2022 Procurement Collected functional Detailed implementation Rolling out the new system planning De-commissioning old systems requirements by region Two stage Tender process Design & Configuration End-stage of program review User Testing Awarded contract to System testing Handover of system to steady Training InterSystems state Key Foundation Projects Key Foundation projects www.nt.gov.au
Program Governance The Governance structure ensures transparency and program delivery, and makes high level program decisions across all aspects of the program. • Program St Steering Com ommit ittee - strategic- DCIS, Treasury, NT Health CCSRP • Program Implementation Com Committee – tactical – DCIS, NT Health Governance • Cli linical Lea Leadership Group – clinical and health specific • Ar Architecture Review Boa oard – technical. NT • Quar uarterly ly NT NT ICT T Go Governance Bo Board • Quar uarterly ly rep epor ortin ing to o Cabin Cabinet Government www.nt.gov.au
Clinical Governance and Engagement • Clinical Governance and Engagement embedded across all program activities from the approved Business Case onwards. • Goal “to enable clinicians to have ownership of the program and drive the change agenda” • Clinical governance has evolved over time: • Procurement stage: oversighting business requirements, designing clinical scenarios for vendors to be tested against, critical to the procurement decision making process. • Solution Build stage: Leading and driving the design solution (within a governance and decision making framework) www.nt.gov.au
Clinical Engagement Approach • Clinical engagement is embedded into all levels and stages of the program • Critical to this has been appointing the Clinical Sponsor , who has led the engagement and establishment of a Clinical Leadership Group (CLG) as subject matter experts and our future change leads • Key has been to ensure that: Consultation with and input from representatives of all areas of health services at every phase of the program Proportional representation from Central Australia and Top End Health Services • Success has been driven by key critical CLG members involved throughout the journey and now driving the change from the front www.nt.gov.au
Clinical Engagement to date Configuration Implementation Clinician Site Workshops - Planning - 90 Stakeholder Visits 400 participants Workshops Meetings 2016 2018 2017 Procurement Business Case Solution Build Clinical Working Leadership Group Group Leads established 32 Familiarisation appointed Workshops - 187 102 Tender staff Workshops Assessment 597 33 Clinicians participants
Roles and Responsibilities Clinical Sponsor • Champion deep clinical engagement at all levels of the program Clinical Leadership Group (CLG) • Provide advice and guidance on the program • Advise, review and endorse design and configuration processes and workflows • Actively drive and champion the change management activities to support the implementation to internal and appropriate external stakeholders • Determine and analyse clinical and business risks pertaining to CCSRP www.nt.gov.au
Roles and Responsibilities CLG Working Groups Fifteen sub-working groups of the Clinical Leadership Group established to drive clinical decision making and new processes. Each Working Group has a Clinical Lead to drive the workshops, which • Drive the decisions required for the Solution Design • Resolve issues of the clinical variation across NT Health sites • Advise, review and endorse workflows and processes • Provide advice, practical assistance, and appoint key personnel required for key configuration activities • Contribute input and advice to existing or additional Health policies www.nt.gov.au
Clinical Governance Pla lan • Decision making is divided into 5 areas: Design & Training & Process Clinical Testing Configuration Adoption Redesign Safety • Decision making starts within the working groups at the clinical user level. Recommendations are made, with pathways mapped for: • Escalation where required • Endorsement • Approval www.nt.gov.au
Decision-making • Decision-making is driven through our Working Groups with the Working Group leads • Decisions are made with the key frontline clinical staff and subject matter experts • Decision are in line with the governance and decision making frameworks. • As decision makers, the working group members own the decisions, become advocates for the new system, and will: • ‘Champion’ the system among their colleagues • Will be the ‘Super Users’ for implementation www.nt.gov.au
Decision Making Framework Clinical Program CLG Workshop Leadership Implementation Working Participants Committee Group Groups www.nt.gov.au
Our Team is Growing… Our current dynamic team of 60 staff are working in a wide range of specialisations, including: Project Health Business Data Solution Management Informatics Analysis Migration Architecture Change Test Analysis Data Analysis Management We’re welcoming new staff every month and will grow to around 140 by this time next year www.nt.gov.au
Questions www.nt.gov.au
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