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The Story of the Toronto Central Local Integrated Network 2010 G20 Dashboard

The Story of the Toronto Central Local Integrated Network 2010 G20 Dashboard. Why we should look at it Again Laurie Mazurik MD FRCPC MBA Project Lead, Pandemic Orange. Special Acknowledgement. In 2010 TCLHIN went to extraordinary lengths to support their

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The Story of the Toronto Central Local Integrated Network 2010 G20 Dashboard

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  1. The Story of the Toronto Central Local Integrated Network2010 G20 Dashboard Why we should look at it Again Laurie Mazurik MD FRCPC MBA Project Lead, Pandemic Orange

  2. Special Acknowledgement In 2010 TCLHIN went to extraordinary lengths to support their Stakeholders as they prepared for very real threats to their ability to deliver patient care during the 2010 G20 Summit. The journey was a fascinating exploration of relationships and innovative thinking. All those involved applaud their initiative and leadership. http://www.torontocentrallhin.on.ca/

  3. Laurie Mazurik MD (The Story Teller) Specialist in Emergency Medicine, Sunnybrook Hospital, Toronto Critical Care Transport Physician (Air and Land) Strategic Lead, Disaster and Emergency Preparedness Sunnybrook Member of Ontario SARS Operation Centre 2003 Conducted over 40 mass casualty health care system simulations since 2003 TCLHIN Lead for 2010 G20 Summit Preparations

  4. Why worry.

  5. There is lots of money to prepare 1 billion dollars for security (prevention) ~Almost 0$ for health care. It’s a good “learning” opportunity

  6. We learned • What a HIRA is. Do you know? • That Security/Police thought the best place to hold protest marches is as close to 6 major Toronto hospitals as possible (They were the usual Protest Areas) • How to CUUS and SBAR • That Information is the new gold

  7. We learned what a HIRA was

  8. Threats

  9. Lots of hints about concerns International Politics Lingering Worry http://goo.gl/xTsLvP

  10. We Did become Worried Overcrowded ED’s

  11. Let’s Think SMART We just need Information IMS…no so effective We are not like police or military who use a hierarchal system daily We think triage, capacity and patient flow We can live with “liaison” and “in-charge”

  12. A Dashboard with SIX sources of Information 12 12

  13. Speak in SBAR,CUUS and Capacity Consistent and Easy to Use 13

  14. SBAR: Acronym • S=situation: Briefly describe the current situation. • B=background: State the pertinent history. • A=assessment: Summarize the facts and what you think the problem is • R=recommendation: What you think needs to be done in order to be address the problem safely and effectively

  15. Situation In critical events it is very difficult to get timely,credible information It is disparate Incomplete

  16. Background There 3 main sources of information Media = fast not always credible EMS =relatively fast, credible, does not include ambulatory surge Phone who you know= piece meal, usually they don’t know either

  17. Assessment If a critical incident occurs we will have a delayed indecisive and response Will not be able to provide EMS with credible information to justify diversion of selected ambulances away from hospitals

  18. Recommendation Capture and Share Credible information in real-time Work with EMS to distribute surges across ALL health care resources Preserve Acute Care CRITICAL Services that other hospitals do not have

  19. Talk about Capacity and set thresholds for Alerts • N= normal capacity =Green • 10-20% over N= Yellow • >20% = Red • Overwhelmed • Unable to Provide Service

  20. Critical Language used:CUUS • Key Phrases must be understood by ALL to mean “STOP and Listen”-we have a potential problem • Example: United Airlines “CUUS” Program I am Concerned I am Uncomfortable This is Unsafe I am Scared

  21. TC LHIN Background Submit Situational Report

  22. Triggers Telco between TCLHIN Leads,Hospital Leads, TEMS, CritiCall,ORNGE & MOH TC LHIN Background Submit Situational Report

  23. We Build “Smart System” • Based it on Media Display Systems • Used Terminology we could understand • Defined the Data we wanted in real-time • The way in which we wanted it reported and displayed • Set thresholds for Alerts or Alarms • Approached the TCLHIN to help us

  24. The G20 Dashboard

  25. Build Capacity Based Action Plans

  26. Hospitals

  27. How did it perform? • Hospital security provided info faster than media or police • Coordinated diversion of ambulances to “open” hospitals • Everyone understood the plan

  28. Now We want to Build a New Prototype with End-user Input Giving Health Care Providers a chance to capture data and exchange ideas across a greater network

  29. Hospitals

  30. Add or track internal Hospital Dashboards ALERTS

  31. Integrated Syndromic Surveillance

  32. MASASMulti-Agency Situational Awareness System

  33. Increase portability with Tablet and Smart Phone formats

  34. Value • Track trends • Look at Consequences • Identify Predictable Patterns • Build Strategies to Mitigate • Examine what others do in a broader network • Build/Test Models

  35. Next Steps: Engagement

  36. Join The CBRNE Collaborative Time Limited Offer Explore the actual G20 Dashboard and give us feedback Do the polls in our e-learning modules and join some discussions Share your ideas and lets grow them together.

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