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What is the Clinical & Systems Transformation project?

What is the Clinical & Systems Transformation project?. CST video: “If you could change one thing…”. https://www.youtube.com/watch?v=KshRgQC2NCk. Strategic Directions. PHSA Key Directions 1. Improve quality outcomes and value for patients 2. Promoting healthier populations

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What is the Clinical & Systems Transformation project?

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  1. What is the Clinical & Systems Transformation project?

  2. CST video: “If you could change one thing…” https://www.youtube.com/watch?v=KshRgQC2NCk

  3. Strategic Directions PHSA Key Directions 1. Improve quality outcomes and value for patients 2. Promoting healthier populations 3. Contributing to sustainable health care system

  4. CST at a Glance (infographic)

  5. From timely access to information, to barcode scanning of medications, to better care planning, we're investing in a safer future. Patient safety first Reduce errors and adverse events Right patient Right treatment Right transitions

  6. Patients expect and deserve to have the same experiences, wherever and whenever they need our services. We are designing safe, efficient care pathways that reflect the latest evidence and will reduce unnecessary variations in care across our facilities and healthcare organizations. We are supporting a culture of continuous learning and quality improvement. Our caregivers will make decisions based on reliable, consistent clinical information, and patients can have confidence they are being cared for the best way, every day. Best way, every day Improve quality and consistency of care Reduce variability in care pathways Reduce inconsistency in documentation Reduce uncertainty

  7. When care teams have the information they need at their fingertips, it means more time for patients. Transitions across health care settings will be smoother; everyone will be on the same page. Care teams won’t have to ask the same questions over and over or repeat tests. Attention can be paid to the right things without impacting our productivity. Patients and families can be confident that care teams know theirstory, and can be informed partners in their care. Instead of chasing charts, care teams can focus on what’s important: the patient. Face time, not chase time Improve the healthcare experience for patients and care teams More time to plan More time to care More time to assess

  8. Fuller, richer information will give us a clearer picture of how we’re doing and where we can improve. We can proactively manage patient populations based on aggregate data. Data from today will be used to anticipate the needs of at-risk populations today, and benefit the patients of tomorrow – across health disciplines and organizations. Draw on data Make better information available to improve decision-making, research and proactive care Improve decision-making Improve access to clinical data Improve system performance

  9. A healthy body needs a strong spine. Our healthcare system needs a strong technical backbone. Right now, we use over 200 systems and programs. Logging in, logging out, forgetting passwords: all this takes time away from patient care. Many of our outdated systems will be replaced with one clinical information system, which will connect with other key systems. This will improve the stability of the systems our clinicians are using, enable us to enhance their functionality, and reduce costs over the long term. It will make it easier to deliver quality care and improve the overall reliability and sustainability of the systems we count on. Strengthen our core Improve information system reliability and sustainability One login One system One record

  10. CST Drivers and Goals How we will measure our success The intention of this document is to provide a “definition of success” for the CST project. It outlines the key goals that, if achieved, will signify that the CST project has been successful. The framework is not intended to outline all possible intended outcomes of the project. There are other intended outcomes (clinical, system, and organizational) that are expected to emerge as the environment for achieving the key goals is created. These other outcomes will be detailed in the CST logic model, which will map how CST expects to achieve these goals. For questions and comments , please contact: Beth Snow Joyce Cheng Program Evaluation Lead Program Evaluation Business Analyst bsnow@cheos.ubc.caJoyce.Cheng@vch.ca February 25, 2016

  11. CST Governance Structure Project Board Clinical Steering Committee Steering Committee Data Decision Group Core Clinical and Operational Advisory Team Working groups

  12. Health Organization CST Leadership Glen Copping VCH Michael Long CST Owen Haley CST Paul Brownrigg VCH Dr. Nick Foster PHSA Yoel Robens-Paradise PHC Oliver Grüter-Andrew, IMITS Acting Chief Transformation Officer Project Director Executive Sponsor Executive Sponsor Executive Sponsor Chief Information Officer Chief Financial Officer Dr.AlainGagnon, PHSA Dr.Eric Grafstein VCH/PHC Barb Lawrie VCH Elizabeth Stanger VCH VickyCrompton PHSA GrantMcCullough PHC ChiefMedical Information Officer ChiefMedical Information Officer Chief Clinical Information Officer, VCH ExecutiveDirector CST Coastal Community of Care ExecutiveDirector & Transformation Lead Acting Director, Clinical Transformation

  13. CST Project Website – CSTProject.ca

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