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D. Sanagan

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    PS04 - Health Information Systems: Making Gains (ID 31)

    • Event: e-Health 2018 Virtual Meeting
    • Type: Panel Session
    • Track: Executive
    • Presentations: 1
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      PS04.03 - Varying Perspectives - Rapid HIS Implementation an Academic Teaching Hospital (ID 238)

      D. Sanagan, Information and Communication Technology, St Josephs Healthcare Hamilton; Hamilton/CA

      • Abstract
      • Slides

      Purpose/Objectives: In October 2016 SJHH formally kicked off project Dovetale - the movement of the hospital from a primarily paper based environment (HIMSS EMRAM 1.29) to a fully electronic environment. During this panel presentation, members of the SJHH implementation team will review - A litte goes a long way - Opportunities for Standardization and other pre-initiation activities that pay off in dividends during a rapid install - Who moved my paper? - Reaching the masses and tailoring change management approaches for all system users. - Keeping up with the Intakes - Implementation approaches for teaching hospitals - what worked, what would we change. - A Focus on Bench to Bedside - Designing a system for an Academic Research Environment - Its Time for Results! - A Benefits Driven implementation was our matra - we will return to present our outcomes achieved (our approach with a benefits driven install was previously presented at EHealth 2016 and 2017)

      Methodology/Approach: The change initiative at St. Joe's was rapid and big bang requiring a different approach to project planning and change management. We began this journey by clearly defining our project scope and objectives which lead to the creation of our project governance structure and establishment of our project and decicion making guiding principles. Both of these were invaluable in achieving our identified level of standardization, guided our system configuration, supported our research driven data rich focus and change management benefits driven implementation approach. Leveraging the Epic lessons learned and standardized templates, St. Joe's customized processes to our organization's specific needs and pushed the boundaries of typical project processes with creative ways of engaging all levels of the organization. Our cross functional interdisciplinary teams, benefits focused approach and strong executive leadership lead us to a successful go-live in a mere 13 months.

      Finding/Results: St. Joe's is 44 days to go-live at the time of this submission. Our governance structure and decision making guiding principles have been used to ensure our system has been standardized where possible to best practices, developed to ensure rich data collection for use by research and aligns with our organizational best practice and priorities specifically excellence in patient care using data and research driven approaches to quality of care. Our change management strategy has empowered our front line staff to become change leaders and has pushed us as an organization to learn new ways of engaging our staff and leveraging their expertise and passion. At the time of presentation, we will be able to confirm our successful implementation and will be working towards our HIMSS level 7 designation.

      Conclusion/Implications/Recommendations: At the time of presentation we will have successfully implemented across all inpatient areas, our urgent care and emergency departments. We will be part way through our project's post-live optimization phase and working towards our HIMSS level 7 designation. We will share real lessons learned and strategies for succussful implementations using a big bang approach in an academic and research focused teaching hospital and join one of the few fully digital healthcare organizations in Canada.

      140 Character Summary: Focus of our panel discussion is to provide the perspectives of our project leadership team on how were were able to achieve project success from varying perspectives

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