Unlocking The Power of Digital Healthcare A Look At Benefits Realisation During Every Phase of Transformation Activities To Operationalise Portable, Digital Health Records Leidos Proprietary Statement for the Health and Care Innovation Expo 2016 – NHS England: This presentation is intended for the registered participants of the NHS Health and Care Expo 2016: Reproduction, distribution or transmission of this presentation without the expressed consent of Leidos is strictly prohibited. All requests for shall be referred to: Ms. Teresa M. Albo Leidos FINAL DRAFT
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Unlocking The Power ofDigital HealthcareA Look At Benefits Realisation During Every Phase of Transformation Activities To Operationalise Portable, Digital Health Records
Delivering Solutions that Transform Business and Change the World
INSPIRED to make a differenceWe are committed to solving the world’s toughest problems. We achieve this by connecting our employees’ knowledge and our superior technologies across Leidos in pursuit of answers.
PASSIONATE about customer successWe are determined to understand and respond to our customers’ needs as if they were our own. This plus our dedication to deliver superior results ensures that we will create solutions that lead our markets.
UNITED as a teamWe engage with others from a basis of trust because we believe that everyone is doing his or her best and wants to do the right thing. Therefore, we collaborate and share to create value for our employees, our shareholders, and our communities.
• Strategic Approach to Benefits – The “big picture”
• Pre-implementation – Begins during the System Selection / End State Visioning Phase – Clearly define the desired outcome – as clearly and concretely as possible– Define platforms – will all patient activities / data be within one system?
• Implementation – Design with Intent – build desired outcomes into configuration and content – Utilise best practice and evidence
• Post Implementation: Sustainment– Utilise data to drive improvements
Information Technology Management• Legacy Application Management• Interface / Architecture Maintenance• Automation of Manual Processes• Integration Information from Disparate
Systems
PhysicianPartnership
Clinical Resource ManagementCare Coordination Quality Patient Care
• Planning for Standardisation – Review existing suppliers and contracts
• Re- invigorate supplier interest – existing suppliers , lapsed supplier, potential suppliers• Standardise procurements of supplies including across health economies
– Make it easy to do business / to contract – Simplified / standardised procurement processes across health economies – Simplified / standardised Ts & Cs – Appropriate use of systems and technology
• Further Considerations to Drive Value – Increasing volumes– Driving competition – Decreasing procurement overheads
Care Coordination Throughput • Percent of delays in care due to lack of available information • Percent of care / repeat tests due to lack of available schedule
Care Coordination Communication • Percent utilisation of integrated plan of care • Number of communications exchanged among care givers
Quality of care Outcomes • Decreased readmission rates (within 30 days)• Number of alerts resulting in change in care• Preventable errors (e.g. drug interactions, falls, medication errors)• Decreased transitions of care
• Transport• Referrals • Reassignment to another provider network
Information Quality Completeness • Ratio of “complete” orders• Availability of key clinical elements
Quality of Care Appropriateness • Number of evidence – based plans with content addressing key diagnoses • Percent of appropriately ordered tests
Quality of Care Patient Safety • Compliance with guidelines • Percent of compliance with completion of risk assessments and activation of
appropriate preventative measures
Quality of Care Patient Safety • Medication errors • Adverse drug effects
Quality of care Outcomes • Decreased readmission rates (within 30 days)• Number of alerts resulting in change in care• Preventable error (e.g. med interactions/errors, falls)• Decreased transitions of care
• Transport; Referrals • Reassignment to another provider network
System Quality Quality of functionality • Number of alerts over-ridden • Degree that each functionality is used • Time required for log in or transition from one function to another
Workflow Design Efficiency in Care • Incidents in care • Compliance with standards of care • Staffing ratios / patterns
System Quality Configuration and Alerts • Duplicate orders cancelled • Duplicate orders executed
Productivity Efficiency • Time requirements for key activities “key strokes”