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Dissecting a successful public-private collaboration - moving beyond “the clenched fist ”

Dissecting a successful public-private collaboration - moving beyond “the clenched fist ”. May, 2003. Agenda. setting the scene public/private collaboration – a case study lessons learned. “You cannot shake hands with a clenched fist” - Indira Gandhi.

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Dissecting a successful public-private collaboration - moving beyond “the clenched fist ”

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  1. Dissecting a successful public-private collaboration- moving beyond “the clenched fist” May, 2003

  2. Agenda • setting the scene • public/private collaboration – a case study • lessons learned “You cannot shake hands with a clenched fist” - Indira Gandhi

  3. Setting the scene – the Alberta environment

  4. Significant developments on the provincial health IM/IT scene • report of the Premier’s Advisory Council on Health (Mazankowski Report) • key recommendations re: IT • invest in technology and establish an electronic health record • develop and implement an EHR for Albertans, starting with an electronic health card • provide long-term provincial funding to support development and implementation of information technology and information technology systems • set province-wide standards for information technology • EHR strategy and architecture approved January 2003

  5. Work underway • Alberta Wellnet • basic infrastructure (gateway, security, etc.) in place • EHR “version 1” to be rolled out province-wide by Mar 31/04 (PIN, PPHI, lab test results reporting) • lab results reporting under way • regional health authorities • standardization of non-urban RHA systems through common procurement • “EHR” initiatives in major regions (intra-regional) • physician “connectivity” initiatives underway in selected regions • POSP • putting IT infrastructure into physicians’ offices • over 1,600 participating physicians (out of estimated population of 5,200)

  6. Public/private collaboration…a case study

  7. What did you find to talk about? • POSP • updating physician office system requirements • EMR/EHR integration • change management • diagnostic imaging report standard • and on…

  8. Updating the POS requirements • vendor input critical • needed an organized and fair way to work with the vendor community • transparency and follow through key ….we put the task of devising a vendor engagement strategy and managing the consultation in the hands of the vendors

  9. EMR/EHR integration • tight timelines for EHR roll-out • EHR strategy formulated based on “assumed” capacity of physician office system vendors • POSP charged with task of determining “technology risk” • POSP/CHITTA worked together to consult with vendor community • report back to Ministry • “cc” to the vendors and ongoing updates

  10. Change management • new model for delivery of services to physician offices…POSP as general contractor • services complementary to vendor activities • benefits vendors by supporting successful implementations • communication the biggest hurdle

  11. Diagnostic imaging report standard • EHR-related project to support electronic storage and transmission of DI text reports in using a standardized report • first task to develop standardized report • must be “implementable” in the near term…without major costs/development time • input from RIS and POS vendors critical

  12. And the conversation continues… • VCUR dependencies • VCUR conformance testing • EMR/EHR integration team • multi-stakeholder project team

  13. Lessons learned…

  14. Strategies that work… • need consistent collaboration channels • don’t allow “go arounds” • real time engagement vs. “consultation” • vendors need to be at the table and participate in the evolving conversation • working together ≠ figuring it out in isolation, then “sharing” with vendors • facilitation required especially at the early stages

  15. Strategies that work… • follow-through is critical • don’t let stereotypes taint the interaction • don’t confuse the way you treat people with the nature of the business relationship • partnership? • contractual relationship? • consultation? • don’t expect a vendor to act like the owner of the initiative…their primary focus is their own bottom line

  16. Respect the position granted • be realistic in your expectations • be organized • learn to speak with one voice • ensure representatives represent the industry view, and not their own commercial interests • focus on the “big picture”

  17. Remember… • the fundamental goal is to raise the bar on the playing field • it will not happen overnight • you won’t win each and every battle, nor should you expect to

  18. And… • this has been done successfully in other industries • given the current focus on eHealth, the timing has never been better for our industry

  19. Ultimately… • successful public-private collaboration unlocks the power of two complementary partners • partners need to work together to step up to the challenge of deploying a comprehensive country-wide EHR

  20. Contact information Mary Gibson, CA marygibson@shaw.ca Dave Wattling, CMC, I.S.P. dave.wattling@courtyard-group.com

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