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    RF01 - Foundational Methodologies (ID 7)

    • Event: e-Health 2019 Virtual Meeting
    • Type: Rapid Fire Session
    • Track: Health Business Process
    • Presentations: 1
    • Coordinates: 5/27/2019, 10:30 AM - 11:30 AM, Pod 8
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      RF01.01 - Modernizing Nova Scotia’s Digital Health Architecture (ID 256)

      Richard Liu, Province of Nova Scotia; Halifax/CA

      • Abstract
      • Slides

      In 2018, NS Department of Health and Wellness (DHW) initiated an enterprise architecture project to define a Digital Health Architecture Blueprint for the Province of Nova Scotia. Core objectives for this project are as follows: - Establish a shared vision of architecture across programs - Define a target state architecture that leverages existing investments; offers flexibility in deployable solutions, and accommodates evolutionary change - Provide guidance for developing program and solution roadmaps. - Support Nova Scotia?s Digital Health Strategy

      For this project we focused our effort on seven major programs operated by DHW. We worked with each program to accurately document the current state architectural capabilities, dependencies, challenges, and opportunities. We then assessed the overall adherence to the Canada Health Infoway EHRS blueprint and highlighted key foundational services that are still essential today. We developed and communicated a high-level view of the target digital health architecture. Using this view as guide, we are working collaboratively with programs to support planning and road mapping.

      The current state of Digital Health in Nova Scotia evolved through a continuing series of initiatives addressing specific program needs. Solutions in production cover both clinical and administrative functions and are in varying stages of solution lifecycles. Many initiatives used the EHRS Blueprint for architectural guidance. This blueprint introduced the concept of interoperable electronic health records. While the EHRS blueprint is still relevant for the core, foundational components it defined, there are new realities that architecture strategy needs to consider: - New models of care including virtual care - Consumer Health Solutions - Ways to leverage and derive value out of the data through analytics Program administrators are also facing the realities of solution lifecycles: - Some solutions are nearing end of life, so alternatives must be explored. - Some solutions are evolving in pace with innovation, so we might leverage solutions in new ways. - New initiatives introduce solutions which must align with both the existing foundation and strategic direction. Key findings: - Adherence to the original EHRS Blueprint varies across programs. Many solutions keep a separate copy of data rather than reading a central repository. Registry integration does not extend to some important solutions like EMRs. Registries and repositories are not easy to interface with. Many point-to-point integrations. - Programs maintain lists of desirable future enhancements however: Alignment across programs on objectives is limited. The lack of a digital health architecture makes it difficult to plan/roadmap. - Attention to critical core services like registries, repositories, standards, and common services has diminished. - Having up-to-date architectural views is critical for leaders to communicate complex ideas, and support decisions.

      The resulting Digital Health Architecture Blueprint helps align initiatives with key building blocks in a flexible architecture, that facilitates design choice, leverages emerging technology, and supports strategic planning. The blueprint provides senor leadership with an updated backdrop to support cross program planning and coordination in support of the province's Digital Health Strategy.

      140 Character Summary:
      Developing a modern, flexible Digital Health Architecture for Nova Scotia to facilitate program planning and support of the provincial Digital Health Strategy

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