EP03.04 - Standardization: Laying the Foundation for HIS Benefits Realization
e-Health ePoster Library. Milijasevic N. Jun 7, 2016; 131573; EP03.04
Ms. Natasha Milijasevic
Ms. Natasha Milijasevic
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Purpose/Objectives: Before embarking upon a major Hospital Information System (HIS) upgrade, a large, Ontario, teaching hospital first focused on standardizing its processes, clinical practices, and information management (IM) artefacts. The product of two, successive mergers, the task of standardizing across the hospital's three campuses is substantial, and is in progress. Despite the effort required, organizational leadership understood that this critical step would lay the foundation for successful HIS implementation. Technology projects enabling a common set of rationalized processes, practices and IM artefacts, are more likely to succeed. Methodology/Approach: Using a centralized approach, the hospital's standardization plan was developed to address as a priority, the high volume processes, clinical practices and IM artefacts (documents) that would be core to the successful design and implementation of a HIS system upgrade. First, a baseline was established across the hospitals three campuses. The baseline was followed by the development of program-specific work plans, which were regularly communicated to a strong governance committee, and up through to the Board. A small team within the Quality Department led the process, practice and documentation harmonization efforts in partnership with clinical staff and leaders in the programs. Successes from early standardization within the Pharmacy and Laboratory served as inspiration for the substantial work that lay ahead for other parts of the organization. Alignment of the Health System Funding Reform (HSFR) driven Quality-Based Procedure (QBP) implementation to standardization efforts at the hospital was a beneficial catalyst. Evidence-based best practices were instilled in all QBP-related processes and clinical pathways developed, and then standardized across the hospital's campuses. Most process improvement initiatives driven by strategic priorities within the hospital, also included the standardization of process, practice and IM artefacts. In this fashion, standardization became synonymous with process improvement. Finding/Results: The process of creating organizational standardization baselines and work plans served to rationalize the number of documents within the organization from an IM perspective, reducing the hospital's risk profile. The development and adoption of evidence-based, standardized, Clinical Orders and Protocols, will be expected to enhance patient outcomes, quality of care and patient safety, according to the literature. Similarly, the adoption of standardized, best practice clinical pathways and processes for the organization's QBPs is expected to drive efficiencies and improve quality of care. By harmonizing on best practice processes across all three hospital campuses before technology introduction, cultural and change management challenges are being identified and addressed before the launch of a costly technology project. Organizational adoption is catalyzed by standardization preparations, which engages front-line staff, leaders and physicians. Conclusion/Implications/Recommendations: The likelihood of realizing HIS benefits sooner is a coveted prospect as hospital performance improvements become essential. The heightened risk of proceeding with a major HIS upgrade, within a recently (twice) merged organization required thoughtful mitigation. The hospital is aiming to improve the way it does its business first, before enabling its service delivery with more advanced technology. Through standardization, the hospital is laying the foundation for more rapid HIS benefits realization. 140 Character Summary: A recently merged hospital improved efficiency, potential patient outcomes, and lowered risk, through standardization, driven by preparation for a HIS upgrade.
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