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J. Au

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  • OS28 - Bringing Mental Health to the Forefront (ID 46)

    • Event: e-Health 2018 Virtual Meeting
    • Type: Oral Session
    • Track: Clinical Delivery
    • Presentations: 1
    • OS28.06 - Insights to Impact: Helping Organizations Use Data for Business Improvements (ID 472)

      J. Au, Centre for Addiction and Mental Health; Toronto/CA

      • Abstract
      • Slides

      Purpose/Objectives: The Centre for Addiction and Mental Health (CAMH) provides high quality and client-centered care to meet the needs of people facing addiction and mental health challenges. To support these diverse clinical services, CAMH established a Reporting Framework to create a single source of truth for clinical, finance and workforce reporting. iManage is the self-serve management reporting tool that informs and enhances planning, decision making and performance improvement. The purpose of this abstract is to showcase how the development of Key Performance Indicators (KPIs), through stakeholder engagement, led to the active use of iManage and the ability to transform lives through data.

      Methodology/Approach: The CAMH Business Intelligence (BI) team leveraged iManage, an enterprise reporing portal, in order to develop a “Suicide Risk Assessment (SRA) Dashboard” that includes a series of KPIs to provide managers and clinical teams with important information related to suicide risk assessment and clinical best practices. There were two critical steps used to implement KPIs: stakeholder mapping and business requirements gathering. The first step to building effective KPIs is to understand the targeted audience. The BI team, employing the knowledge of data usage in CAMH by clinical staff, mapped all potential users of an SRA dashboard. All users were later refined into a single user group. The second step in this approach was to understand which KPIs would provide the most value and benefit to the user group. With the support of the applications and clinical teams, the BI team was able to map out key suicide risk pathways and responsibilities. For example, patients who are assessed as high risk should be monitored more closely than those identified as moderate risk. The user group was leveraged to identify the step by step patient journey and the areas along the pathway that should be measured and monitored. These focus points were then prioritized and appropriately developed into KPIs.

      Finding/Results: Significant stakeholder engagement allowed the SRA dashboard to be developed with a number of distinct views, each representing a different focus area from the business focus group. The dashboard series contained an overarching performance summary dashboard, as well as requirement specific dashboards focusing on; assessment compliance, care plan compliance, continuous observation orders and incidents. The SRA dashboards are actively used by CAMH stakeholders to provide a weekly lens to monitor improvements and observe care planning on current clients, as well as noticing any trends from previous week’s data. The development of the SRA Dashboard and the availability of rich data drove SRA Completion rates up from 82% in August 2015 to 95% by August 2016.

      Conclusion/Implications/Recommendations: Through effective stakeholder mapping and business requirement gathering, the BI team was able to build the correct KPIs for an enterprise SRA dashboard. This in turn led to the use of KPIs in iManage to create business improvement initiatives. The principles applied in this model should be considered for future data projects, in order to enhance engagement and improve clinical outcomes.

      140 Character Summary: Effective development and evaluation of key performance indicators allows for optimal data adoption and application for the benefit of improved patient outcomes.

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