Clinical Leadership: At the Heart of IT Tansformational Change

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Sadhana Maraj
eHealth Group
National IT Health Board
(Thursday, 9.30am, Forum Room)

Published in: Health & Medicine
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Clinical Leadership: At the Heart of IT Tansformational Change

  1. 1. CLINICAL LEADERSHIP:At the Heart of IT Transformational Change Dr Sadhana Maraj eHealth Group (NHITB) PREPARED BY
  2. 2. eHealth Vision• Enabler of newer models of care• Proposes greater sharing of information and greater accessibility to a core set of health information for both clinician and consumer• Promotes a Standards based environment that provides interoperability and connectivity• Supports greater self-care and the value of the consumer in the management of their health care• Challenges clinicians to enhance multi-disciplinary team behaviour• Enables clinicians to work to the top of their scope and to work differently to manage areas that have inequities of access to health services etc.• Supports the delivering of healthcare through clinical pathways and networks
  3. 3. Enabling an Integrated Healthcare Model Key Guiding Principles To support IT Transformational ChangeQuality Improvement Evidence-Based Best Practice
  4. 4. Clinical Change Management “The search for static security – in the law and elsewhere – is misguided. The fact is security can only be achieved through constant change, adapting old ideas that have outlived their usefulness to current acts.” Sir William Osler• Reinforcing the value of Preventative Medicine and a robust Primary Care system• Working towards standard clinical process models supported by strong technical and business models• Providing and promoting access to information to other clinicians and consumers to enable interaction with their healthcare• Enabling a secure and effective shared care environment
  5. 5. Partnership/Leadership/Decision-Making•The NHITB has attracted and retained clinical leadership in the NationalInformation Clinical Leadership Group (NICLG)•35-40 clinicians in a self governed group that set national direction andpromote standard approaches•Works closely with the Consumer Panel and vendors where possible tomaximise the value proposition of any innovation or deliverable to theconsumer•Try to achieve greater impact on executive/management decision-making overprioritisation and investment decisions – based on patient safety and qualityimprovement
  6. 6. NICLG – supporting implementation of the NHITPlan
  7. 7. Achievements
  8. 8. Significant progress includes eMedicines Programme •The New Zealand Medicines Formulary was launched 19 July 2012 •Focus on Phase Two pilots / ‘Go for Gold’ campaign •Developing a clinical process model to support a national solution National Shared Care Programme for LTC in Auckland: now has over 400 patients enrolled eReferrals eReferrals in 2009 – only one DHB with eReferrals •14 DHBs using eReferrals and more DHBs planning to Electronic Discharge Summary • development of the clinical standard and now working on a technical solution to support this
  9. 9. Significant Progress cont’dNational SolutionsEmergency Departmentclinical workflow requirements have been agreednationallyCardiac SolutionNZ Cardiac Network goal is to ensure equity of accessto high quality cardiac services for all NzersOther areas of significant innovationeSCRV, Comprehensive Clinical Assessment for AgedCare (InterRAI)
  10. 10. “Medicine is a science of uncertainty and an art ofprobability.” Sir William Osler• Ensuring sufficient investment in change management to support sustainable delivery• Constantly refer to evidence based practice to provide the right clinical outcomes, reduce variability and encourage standardisation – using IT as the enabler• Drive good clinical behaviour through the development and use of clinical guidelines, pathways, checklists and audit tools to monitor practice• Ensure IT is aligned to clinical processes and other determinants of good quality care• Partnership/Leadership and Decision-making

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