www.nt.gov.au www.nt.gov.au www.nt.gov.au Core Clinical Systems - - PowerPoint PPT Presentation

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Core Clinical Systems Renewal Program (CCSRP)

Chris ris Hos

• skin

ing

Deputy Chief Executive Northern Territory Department of Corporate and Information Services

Ass ssociate Professor Na Nadarajah Kan angaharan

CCSRP Clinical Sponsor

July 2018

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Agenda

• 1. Program overview
• 2. NT Health Context
• 3. Engagement and Clinical Involvement
• 4. Clinical Governance

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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

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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

NT Health Context

NT Health

25 Urban Services 6 Hospitals 54 Remote Clinics 2 Health Services 245,000 residents 1.4m sq kms 1.5M visitors

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Scope - Functional

• Patient administration services
• Clinical order management
• Results management
• Clinical documentation/General EMR

functions

• Clinical communications and workflow
• Clinical decision support
• Ambulatory/outpatient referral

management

• Scheduling (e.g. patient lists, appointment

bookings, wait lists etc.)

• Client Portal and Provider Portal
• Specialty service delivery across major

service areas

• Billing (Medicare, accounts

payable/Activity Based Funding)

• Reporting
• Real time business intelligence
• Clinical research
• Mobility (information systems

available on mobile devices)

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Program Stages

Solution Build

July 2017 – Oct 2019 Detailed implementation planning Design & Configuration System testing Key Foundation Projects

Implementation

February 2019– August 2021

Rolling out the new system by region User Testing Training

Transition

September 2021 to April 2022

De-commissioning old systems End-stage of program review Handover of system to steady state

Procurement

July 2016 – June 2017 Procurement Collected functional requirements Two stage Tender process Awarded contract to InterSystems Key Foundation projects

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Program Governance

The Governance structure ensures transparency and program delivery, and makes high level program decisions across all aspects of the program.

CCSRP Governance

• Program St

Steering Com

• mmit

ittee - strategic- DCIS, Treasury, NT Health

• Program Implementation Com

Committee – tactical– DCIS, NT Health

• Cli

linical Lea Leadership Group – clinical and health specific

• Ar

Architecture Review Boa

• ard – technical.

NT Government

• Quar

uarterly ly NT NT ICT T Go Governance Bo Board

• Quar

uarterly ly rep epor

• rtin

ing to

• Cabin

Cabinet

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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)

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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

• ur 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

Clinical Engagement to date

2016 Business Case 2017 Procurement 2018 Solution Build

Stakeholder Meetings Configuration Workshops - 400 participants 102 Workshops 597 participants Tender Assessment 33 Clinicians Working Group Leads appointed 32 Familiarisation Workshops - 187 staff Implementation Planning - 90 Workshops Clinical Leadership Group established Clinician Site Visits

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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

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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

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Clinical Governance Pla lan

• Decision making is divided into 5 areas:
• Decision making starts within the working groups at the clinical user level.

Recommendations are made, with pathways mapped for:

• Escalation where required
• Endorsement
• Approval

Design & Configuration Training & Adoption Process Redesign Clinical Safety Testing

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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

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Decision Making Framework

Workshop Participants Clinical Leadership Group

Program Implementation Committee

CLG Working Groups

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Our Team is Growing…

Our current dynamic team of 60 staff are working in a wide range

• f specialisations, including:

Project Management Health Informatics Business Analysis Data Migration Solution Architecture Test Analysis Data Analysis Change Management

We’re welcoming new staff every month and will grow to around 140 by this time next year

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Questions