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AVANCE SUBPROYECT FILE
Project H2050
Subproject 5-New HIS - functional model for the hospital of the
future
TOPIC AREA Efficient Hospital
1. Total No. of proposals received and participating
companies:
2. Scope of the project / functional analysis:
With the implementation of this institutional tool "Servicio
Galego de Saúde” aims to provide patients
all the information and mechanisms required for the follow-up of
their process, allow professionals to
have information about the trajectory of a health care patient
and corporate processes, supporting
the planning of health-care activities that need to be managed
from the centre, ensure that the
attention processes are carried out in time and in an
appropriate manner and speed them up, when
necessary, reduce direct and indirect costs, through the
reorganization of agile services, simplification
of processes, the coordination of concatenated activities,
streamlined communication among
professionals and the efficient use of time available to
practitioners and of technology means and
inform the various levels of decision-making of the degree of
achievement of objectives, through a
system of indicators to make decisions in day-to-day
management.
This tool will be the core of health care services planning; it
will be the single point of entry of health-
care activities registration that form the most relevant
processes in the health care organization, with
special emphasis on chronic diseases.
In addition, identify the unique nature of the insured, patients
treated, the portfolio of services and
modality provided in each area, the production units of services
and the professional technological
SUBPROJECTNUMBER OF PROPOSALS
LIST OF PARTICIPANTSLAST
SENDING OF PROPOSALS
ALDABA servicios profesionales S.L.
APPLICA ASOCIADOS
CANDEDO & ABYPERSONALIZE
CITIC - Centro de Investigación en Tecnoloxías
CyE CONTROL Y ESTUDIOS S.L.
EPTISA TECNOLOGÍAS DE LA INFORMACIÓN, S.A.
FUJITSU TECHNOLOGY SOLUTIONS
GRADIANT: Fundacion Centro Tecnolóxico de Telecomunicacións de
Galicia
HP
INCITA: INSTITUTO CIENTIFICO DE INNOVACION Y TECNOLOGIAS
APLICADAS, SL
ITMATI (Instituto Tecnológico de Matemática Industrial)
MYSPHERA
OESIA NETWORKS
ORACLE Ibérica SRL
PERSONA FÍSICA: JESÚS PREGO DOMÍNGUEZ
PERSONA FÍSICA: ROCÍO LÓPEZ CONDE
PHILLIPS IBÉRICA, S.A.
SIVSA
UTE: COREMAIN - EVERIS
OPEN CALL FOR PROPOSALS FOR
INNOVATIVE SOLUTIONS
H2050-5-New HIS - functional
model for the hospital of the
future
21
Up
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ate
of
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last
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: 12
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/20
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and physical resources, available for health-care service
delivery. It must be integrated with the rest
of departmental applications and be accessible from the
electronic medical record (IANUS)" in
addition, it will be able to establish relationships with the
patient through the communication devices
installe.
The technological and functional complexity of the project and
the critical nature of health care
means the change in the management system should have its own
identity in the project and be
considered, by itself, an essential part of the innovative
solution.
The main features of the new system are:
- Administrative adaptability to different organizational models
(different types of organizational structure that carries out its
activity in the networks of public centres under different
management models, so it must be multifunctional and
Multicentre;
- The accessibility (definition of the user profiles that will
have to specify the relationship between the user of the
information system and the structured elements for different tasks,
or in which to
carry out its activity) so it must be multi-access;
- Must manage continual of care; - The scope of patients with
whom the new system works with must be unique ( the Health
Insurance
Card is being considered) and will be a multi measurable system
with flexibility in the incorporation of
administrative regulation changes done by relevant bodies that
will regulate on the premise of the
existence of a centralized integrated registry of
professionals.
The project intends to integrate assistance regardless of where
they occur (Primary Care, Hospital
Care, Sanitary Care or Public Health) and information (both
health care as well as human, physical and
technological resources).
The new system will offer, therefore, a global vision for care
and the resources with which it is provided and integrated through
the healthcare process.
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3. Identification of innovative elements to develop:
The new system will have four modules: supply administration,
planning management and
programming, care management processes and documentation
management. Supply manager is
responsible for maintaining the resources of the organization in
order for it to carry out its activity by
monitoring procedures, the functional structure, resources and
physical technological equipment;
This means it will need access to other systems, such as demand
registration, the master file of users
or the Staff management system.
The Planning and Programming system is responsible for all the
operations necessary to plan and
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Tabs Forward subprojects p. 4
schedule the activity to do this it has several functions:
supply-demand comparison, resource
allocation, scheduling, rescheduling and cancellation.
The Process Manager will be responsible for allowing the
definition and management of the
operational processes and organization of care by prioritizing
all care activity, regardless of where
they occur and the staff that carry them out, in every
healthcare process defined by the organization.
This system has the capabilities of defining processes and
protocols in each process, concatenating
the different activities in each process and comparing the
indicated activity with the provider in the
protocols of each process.
The Documentation Manager is responsible for, on the one hand,
providing both healthcare
professionals and management with organizational, monitoring and
evaluation tools for the activity of
their services and units, and on the other hand it will also be
responsible for the information the
patients receives.
Finally, highlighting that the new system should interact in a
very direct manner not only with the
IANUS and the system user, but also with other systems of the
SERGAS.
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Tabs Forward subprojects p. 5
4. Attached Documentation:
-
ExecutiveExecutive SummarySummary
SubprojectSubproject GS3GS3--SH2050SH2050--55
New HISNew HIS 20502050
IntegralIntegral Management Management
SystemSystemIntegralIntegral Management Management SystemSystem
Of patientsOf patients
Santiago Compostela, 22 February, 2013
-
.. DefineDefine thethe requirementsrequirements andand
functionalityfunctionality ofof thethe newnew HISHISsystemsystem
whichwhich willwill replacereplace thethe currentcurrent SIHGASIHGA
andand SIGAPSIGAP
InnovationInnovation::
..TechnologicalTechnological InnovationInnovation
(Integration,(Integration, interoperability,interoperability,
andand areare--standardsstandards ofof
communication)communication)
Scope and ObjectivesScope and Objectives
standardsstandards ofof communication)communication)
..OrganizationalOrganizational InnovationInnovation
((Quality,Quality, processprocess
management,management,sustainability,sustainability, andand
usefuluseful information)information)
..FunctionalFunctional InnovationInnovation (Patient(Patient
communication,communication, managementmanagement ofofallall
healthhealth carecare modalities,modalities, commoncommon
terminologyterminology andand supportsupport andand
integrationintegration withwith otherother systems)systems)
-
AA NewNew HISHIS ThatThat::
..ManagesManages aa completecomplete viewview ofof thethe
healthhealth carecare
activityactivity.. EENN anyany ofof itsits formsforms andand
inin anyany levellevel ofof carecare
.. ActAct asas structuringstructuring systemsystem.. OnOn
whatwhat willwill workwork thethe
remainingremainingapplications,applications,
establishingestablishing dimensionsdimensions commoncommon toto
allall thethe systemssystems involvedinvolved
ObjectivesObjectives
..ManageManage healthcarehealthcare processesprocesses..
AllowsAllows usus toto evolveevolve forfor
thethemanagementmanagement ofof eacheach patient,patient,
contactcontact thethe managementmanagement ofof thethe
healthcarehealthcare
processprocess underunder aa prospectprospect ofof healthhealth
problemproblem resolutionresolution ratherrather thanthan
healthhealth
carecare contactcontact managementmanagement
..FitsFits ToTo thethe variousvarious healthhealth carecare
servicesservices (traditional(traditional
management,management,integratedintegrated management,management,
……)) andand toto thethe variousvarious organizationalorganizational
formulasformulas
(services,(services, units,units, areasareas ofof
clinicalclinical managementmanagement ……))
-
..ComprehensiveComprehensive trackingtracking.. AllowsAllows
youyou toto performperform thethe
clinicalclinicalfollowfollow--upup ofof aa concreteconcrete
processprocess ofof aa patientpatient
..GlobalGlobal prioritizationprioritization.. ItIt takestakes
intointo accountaccount thethe prioritypriority ofof
thetheprocessprocess asas aa wholewhole andand notnot thethe
prioritypriority forfor eacheach ofof thethe activitiesactivities
thatthat
comprisecomprise it,it, thereforetherefore thethe
managementmanagement ofof demanddemand isis moremore
efficientefficient andand thethe
useuse ofof resourcesresources areare higherhigher
AdvantagesAdvantages
..OutcomeOutcome InformationInformation.. AllowsAllows youyou
toto getget globalglobal informationinformation ofof
aaresolutionresolution modemode ofof thethe processesprocesses ,,
accordingaccording toto thethe involvedinvolved playersplayers
..SingleSingle VisionVision.. MakesMakes
encompassingencompassing itsits visionsvisions ofof
managementmanagement withwiththat,that, whichwhich thethe
patientpatient hashas withwith hishis problemproblem andand
thatthat ofof thethe professionals,professionals,
byby makingmaking thethe integrationintegration ofof thethe
managementmanagement andand thethe clinicclinic moremore
naturalnatural..
-
Current contacts occur in health care withCurrent contacts occur
in health care with
different modalities without a clear clinical
relationship.different modalities without a clear clinical
relationship.
The care process must be the basis of the integrationThe care
process must be the basis of the integration
of the healthof the health--care activitycare activity
Health Care IntegrationHealth Care Integration
PP RR OROR CC EE SS OR OR
AttentionAttention
SocialSocial--
sanitary.sanitary.
Public Public
HealthHealth
Hospital Hospital
CareCarePrimary Primary
CareCare
PP RR OROR CC EE SS OR OR
TOTO SS II SS TT EE NN CC II TOTO LL
-
Currently the clinical information (both for the patient and
Currently the clinical information (both for the patient and
the professional) and the management information the
professional) and the management information
are fragmented. There is not a well established connection are
fragmented. There is not a well established connection
between assistance and personnel and resource which it between
assistance and personnel and resource which it
provides.provides.
PP RR OROR CC EE SS OR OR
Information integrationInformation integration
InformationInformation
CareCare
HR HR
InformationInformation
Information Information
ResourcesResources
such as such as
plaquesplaques
PP RR OROR CC EE SS OR OR
TOTO SS II SS TT EE NN CC II TOTO LL
-
Global and Integrated VisionGlobal and Integrated Vision
AP1AP1
C2C2
H1H1
H2H2HEALTHCARE PROCESSHEALTHCARE PROCESS
AP1AP1 C2C2H1H1
INTEGRATION FRAGMENTATIONINTEGRATION FRAGMENTATION
CURRENT FUTURECURRENT FUTURE
C1C1 AP2AP2H2H2 C1C1 AP2AP2
-
Four modules form the basis of theFour modules form the basis of
the New HISNew HIS
OFFER OFFER -- PROGRAMMING PROGRAMMING -- PROCESSES PROCESSES --
DOCUMENTATIONDOCUMENTATION
Components of the systemComponents of the system
DOCUMENTDOCUMENT--
OFFER MANAGER OFFER MANAGER
.. CatalCatal.. InternatiInternati..
. Human. Human ResourceResource
.. Physical Physical
Resource .Resource . CARE CARE
PLANNING AND PLANNING AND
PROGRAMMING PROGRAMMING
MANAGER MANAGER
REGISTRATION REGISTRATION DEMAND SYSTEM DEMAND SYSTEM
DOCUMENTDOCUMENT--
PLANT PLANT MANAGERMANAGER
Resource .Resource .
.. Rec.Rec. TechnologyTechnologyCARE CARE
PROCESSES PROCESSES MANAGERMANAGER
-
ThisThis modulemodule willwill handlehandle::
Offer managerOffer manager
CatalogueCatalogue proceduresprocedures
FunctionalFunctional StructureStructure ..
PhysicalPhysical ResourcesResources ..
EquipmentEquipment ..
FeaturesFeatures::
•• UnambiguousUnambiguous IdentifierIdentifier ofofthethe
organization'sorganization's resourcesresources
•• RelationshipsRelationships betweenbetween
thethefunctionalfunctional structuresstructures andand ofof
resourcesresources
AccessAccess toto thethe systemssystems::
EquipmentEquipment ..
RegistrationRegistration givesgives demanddemand ..
MasterMaster .. PP..AA..CC.. (CARD)(CARD)
ManagementManagement .. CorporalCorporal HRHR ..
•• RegistrationRegistration ofof thethedefinition,definition,
characteristics,characteristics,
allocationallocation andand availabilityavailability
ofof eacheach resourceresource
•• IntegrationIntegration withwith thetheregistryregistry ofof
centres,centres,
inventoryinventory andand maintenancemaintenance
-
Comparing the demands made with the activities Comparing the
demands made with the activities
listed in the protocolslisted in the protocols
of healthcare processesof healthcare processes
FeaturesFeatures::
"" SingleSingle RegistrationRegistration SystemSystem
(regardless(regardless ofof wherewhere thethe
Registration of the demandRegistration of the demand
"" SingleSingle RegistrationRegistration SystemSystem
(regardless(regardless ofof wherewhere thethe
claimclaim isis settled)settled)
"" WillWill bebe integratedintegrated intointo aa processprocess
whenwhen promptedprompted
.. GroupingsGroupings cancan bebe establishedestablished (by(by
thethe resource,resource, resolution,resolution,
thethe prioritypriority ……))
"" TheThe systemsystem willwill provideprovide
differentdifferent visionsvisions ofof thethe demanddemand::
forfor
thethe healthhealth carecare units,units, forfor
admission,admission, forfor managersmanagers andand forfor
thethe patientpatient
-
Capacity planning of resourcesCapacity planning of resources
comparing with the demand received with the comparing with the
demand received with the
planned and with the real capacity of resources planned and with
the real capacity of resources
whichwhich
Performs the operations to schedulePerforms the operations to
schedule
Programming managerProgramming manager
FeaturesFeatures::
Comparison Comparison
supply supply --
demanddemand
AllocationAllocation ProgrammingProgramming
Cancellation Cancellation
// New New
Timetable Timetable
informationinformation
Scheduling Scheduling -- SCHEDULESCHEDULE
-
Features:Features:
Process ManagerProcess Manager
TestTest
CardioCardio Hospital Hospital
Cardiology Cardiology
Hospital 2Hospital 2
Cardio Cardio
derivation derivation
Hospital 1 Hospital 1 ConsultatiConsultati
on APon AP
All activities are integrated into a All activities are
integrated into a
process (clinical expression of a process (clinical expression
of a
health problem) through protocols health problem) through
protocols
(PAF activities(PAF activitiesToToDes indicated for Des
indicated for
a process), knowing to the a process), knowing to the
professionals and the units that professionals and the units
that
intervenedintervened
"" Define processes and protocolsDefine processes and
protocols
Concatenate activities .Concatenate activities .
"" Compare activities indicated Compare activities indicated
in the protocolin the protocol
Initial Initial AP AP ConsultationConsultation
ConsultationConsultation
CardioCardio Hosp.Hosp.
11
CardioCardio Hospital Hospital
22
IncomeIncome
CardioCardio Hosp.Hosp. 22
PrescripcAPrescripcA
PP ..
Start Start
processprocess
OrderOrder
ProcessProcess
PleasePlease
telltell usus
whywhy..
TreatmentTreatmentFollowFollow--
IngIng
BypassBypass CardioCardio
Hosp.Hosp. 11
Hospital 1 Hospital 1
..
HemoHemo--dynamicsdynamics
Hospital 2Hospital 2ConsultationConsultation
CardioCardio Hosp.Hosp. 22
on APon AP
FaultFault withwith
DerivationDerivation..
To APTo AP
-
Manages the documentation and information forManages the
documentation and information for
Patients, professionals and managers:Patients, professionals and
managers:
SAME DATA SAME DATA -- DIFFERENT VIEWSDIFFERENT VIEWS
FeaturesFeatures::
Documentation ManagerDocumentation Manager
DOCUMENTATION DOCUMENTATION -- REPORTINGREPORTING
ProfessionalProfessional
..SituationSituation Resources.Resources.
. Offer/demand. Offer/demand
.. Vision: fast Vision: fast
short/medium short/medium
termterm
ManagerManager
..Management AlertsManagement AlertsClinical Alerts .Clinical
Alerts .
.. VisionVision: fast : fast
short/medium short/medium
termterm
PatientPatient
Signature .Signature . ElectrElectr..
.. AccInstructionsAccInstructions ..
.. Acc.Acc. CartServiceCartService ..
.. Common.Common. MedMed--pacpac
-
Communication with the citizen must Communication with the
citizen must
become the most innovative element become the most innovative
element
of theof the New HISNew HIS
Health CardHealth Card
InteroperabilityInteroperability
Human ResourcesHuman Resources
PharmacyPharmacy
RadiologyRadiology
NursingNursing
IANUSIANUSNew HISNew HIS
AnatomyAnatomy
PathologicalPathological
BillingBilling
# Hospital# Hospital DayDay
TriageTriage
……
CITIZENCITIZEN
Health MessagesHealth Messages
Notices Notices
appointmentsappointments
Information Information ……
-
SIGAPSIGAP•• CitationCitation•• Continuing Care Assistance
Continuing Care Assistance
Point Point
•• TeleTele--medicinemedicine•• ……
Replaced systemsReplaced systems
New HISNew HIS
Internet Internet AppointmentAppointment
AppointmentAppointment
byby voice voice
recognitionrecognition
SIHGASIHGAHosp.. Acute, Hosp.. Acute,
New HISNew HIS•• Hosp.. Acute, Hosp.. Acute,
psychiatric,psychiatric, SocioSocio--sanitary, sanitary,
Hotel of patients,Hotel of patients, Hosp.HomeHosp.Home
•• NeonatesNeonates•• Emergency DepartmentEmergency Department••
External consultationsExternal consultations•• Waiting ListWaiting
List Hosp and surgeryHosp and surgery•• Operating Operating
theaterstheaters•• FileFile•• EncodingEncoding•• ……
-
ExecutiveExecutive SummarySummary
SubprojectSubproject GS3GS3--SH2050SH2050--55
New New HISHIS 20502050
IntegralIntegral Management SystemManagement
SystemIntegralIntegral Management SystemManagement System
Of patientsOf patients