Keeping pace with emerging technology is essential in the business of health care. This year, we are working with partners to explore a regional Health Information System in order to strengthen our health care delivery in southeastern Ontario; continuing our partnership with the SE LHIN on the electronic workflow and communications with community care partners; implementing WiFi service at the Hotel Dieu site to enable our new medical education model, clinical practice and an improved patient experience; enabling technologies to support our Kingston Health Sciences Centre integration by consolidating core IT infrastructure and developing a plan for back-office business systems such as Finance, Payroll, Human Resources and web communications.

By 2019:

Rapid transmission of information improves care and operational efficiency

In 2017-18 together with patients and families, we will:

Implement strategic technology projects on schedule and on budget

How are we doing?

A regional Hospital Information System (HIS) Value Based Analysis (VBA) is underway to determine the clinical and financial value within the SE LHIN. This project will provide costing for two key scenarios: a regional vendor model with one system shared across the region and a two-hub model where two systems will be shared regionally. The plan to complete the VBA by the end of Q3 is progressing on target. The team met with all SE hospitals to confirm cost assumptions and financial models. CFO workshops were completed to determine HIS affordability and the SECHEF CEOs reviewed the total cost of ownership (TCO) model and financing options. Board Chairs/Vice Chairs had an opportunity to review the TCO model as well and the project team submitted a seed funding request to the Ministry of Health (MOH) to participate in a business case and governance toolkit pilot. The next step is to complete the business case in time for the regional Board Retreat on November 21st. This project continues to be a top priority for KHSC to ensure high quality care is achieved regionally through the use of standardized processes and technologies. In anticipation of moving forward, the organization proactively set aside a significant portion of IT Capital funds since F13. At this time, including the F18 allocation, KHSC's HIS capital fund sits at $15M.

Communications between Home and Community Care (HCC ‑ formerly CCAC) and KHSC require improvements to provide better patient care and increase patient satisfaction. A project to address these shortcomings has been initiated and will utilize technical solutions to better integrate the transmission of patient data between HCC and KHSC. The goal is to have this project completed and closed by the end of Q4. In terms of progress, the eNotification phase of the project is on target to achieve a successful go live on October 16th. This will provide Home Care with admit/discharge patient health information, and provide KHSC with type of care and service details from Home Care. This information will be integrated into the Patient Care System (PCS) and Emergency Department Information System (EDIS). For the eReferral phase we are awaiting Health Shared Services Ontario (HSSO) integration which is tentatively scheduled for Q4. The eReferral phase go live is dependent on external HSSO commitment and is at risk to complete by Q4.

An HDH Wi‑Fi project was initiated in F'17 to meet the needs of visiting users to the HDH site and learners/supporting staff in the use of the competency‑based medical education (CBME) technology. In addition, a new Wi‑Fi will positively impact future adoption of technology and medical equipment at the HDH site. The goal of this project is to have it completed and closed by the end of Q3. On July 4, implementation was successfully executed for Public Guest Wi-Fi at the HDH site and Corporate CBME Wi-Fi at both sites. Closing phase activities are currently being conducted, including the finalization of a Wi-Fi Threat Risk Assessment (TRA). Implementation was on time and the project delivered further cost savings by closing under budget. Given the project is closing, there will be no further updates in Q3.

The KHSC integration created the need to select a portfolio of technology projects in order to address the needs of the new organization. One of the projects will be focused on the integration of IT infrastructure enabling KHSC to leverage a single Email, Active Directory domain and technology architecture. The goal of this project is to have it completed and closed by the end of Q4. The project scope is defined, resources are assigned and a timeline has been developed.

A second integration priority focuses primarily on supporting the identification and planning of Stage 2 KHSC Business Systems integration priorities for Finance, People Services and Strategy Management and Communications. The goal is to have a subset of projects identified and planned by the end of Q4. In terms of progress, the project is on target and the team has been working with the executives from all three portfolios to prioritize and select a subset of projects for execution.

Within the Corporate Strategy program, four of the five projects are green, indicating that progress is on schedule and budget. The Home & Community Care Referral project go live is dependent on external Health Shared Services Ontario (HSSO) commitment and is at risk to complete by Q4. HSSO will be providing their resourcing availability in early November, indicating whether Q4 is achievable for the agency. A risk mitigation plan has been approved allowing for a multi-phase roll-out of the solution without full HSSO integration if required.