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R. Hofmann



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    OS20 - Patient Connectivity Goes Mainstream (ID 32)

    • Event: e-Health 2018 Virtual Meeting
    • Type: Oral Session
    • Track: Health Business Process
    • Presentations: 1
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      OS20.03 - New Buildings and New Beginnings for a Children's Treatment Centre (ID 78)

      R. Hofmann, ErinoakKids Centre for Treatment and Development; Mississauga/CA

      • Abstract
      • Slides

      Purpose/Objectives: When Ontario’s largest Children’s Treatment Centre was faced with the unprecedented opportunity to create three new purpose build facilities, they were enfranchised simultaneously with a new horizon of both possibilities and challenges. The ambit of technology in these buildings far exceeded anything the organization previously had access to, and the opportunities for transforming service delivery were staggering. However, equally humbling was the requisite level of change for staff, and workflow re-engineering, in order to harness the full potential of these advancements.

      Methodology/Approach: Of the design and implementation approaches that were familiar to the organization, many were simply impossible given the interdependence between the new technology and the design of the physical spaces. The seamless integration of technology within the yet-to-be built facilities, meant that small scale experiments were often impossible to recreate in existing spaces for the purpose of running small tests of change or pilot studies that could inform broad scale process change. For the same reasons, it was not feasible to introduce the changes to a select group of staff who could act as early adopters, providing support to their colleagues when organization-wide change was later implemented. Additionally, a phased approach to the implementation of technology was also unworkable given the move to the new facilities had a remarkably short transition time for staff. Operational requirements for client service necessitated that the existing 10 sites would remain fully functional until they simultaneously closed on the same day, and the 3 new buildings were all fully occupied by staff 3 days later. This condensed transition period did not allow for an approach where both old and new processes could run in parallel, with groups of staff gradually transitioning over to the new way of functioning; each group benefitting from the experiences of the previously transitioned group. Forced to consider new and different approaches, the organization undertook a journey within the constraints of the physical move to successfully transition to the new technologies and accompanying workflows.

      Finding/Results: The approaches employed were rooted in LEAN principles, with a particular emphasis on leveraging the knowledge and expertise of front line staff. Collaboration between the staff who had experience with our client population and the vendors introducing the technology were able to collectively design systems that would meet the needs of both our staff, and their clients and families. Testing and validation of these systems was of course a challenge for the reasons described above, so once again innovative approaches, based on LEAN methodology were relied upon to develop ‘low-tech’ simulations to help prepare staff in the existing environments. Underpinning the focus on clients, staff, and workflow was a leadership approach that fully engaged the entire executive team for the 4 year venture of operational readiness planning.

      Conclusion/Implications/Recommendations: This presentation describes the learnings that were acquired throughout this project and the synergistic elements that supported this success.

      140 Character Summary: The move into fully accessible, technologically advanced facilities has brought a new horizon of possibilities to Ontario's largest Children's Treatment Centre.

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