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Danny Solomon Senior Architect, iSOFT [email protected] www.isoftplc.com. Hospital Information Systems “ Hospital” as a big complicated healthcare organisation. Understand information requirements of hospitals and other health-care organisations

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danny solomon senior architect isoft danny solomon@isoftplc com www isoftplc com
Danny Solomon

Senior Architect, iSOFT

[email protected]

www.isoftplc.com

Hospital Information Systems“Hospital” as a big complicated healthcare organisation

objectives

Understand information requirements of hospitals and other health-care organisations

Understand issues and challenges in the life-cycle of health-care information-systems

Understand some of the history – and some future directions

Introduce iSOFT

Objectives

challenge

dispute

interrupt

agenda

What is a health-care information system? What’s it for?

Issues in their creation and deployment – why is it hard?

Where they have come from – where they are going

iSOFT

Agenda

requirements of a health care information system
Requirements of a health-care information system
  • Information-systems to run health-care organisations (HCOs)?
  • OR
  • Information-systems to manage the records of patients cared for in those organisations?

BOTH

what is an hco

StHA

PCTs

GPs

Acute

Mental Health

Community

Sites

Directory and desktop

Infrastructure

Population record

Records Analysis

HRI

Out-of hours access

Reference data

Terminology

Security

Service user index

Clinical governance

Booking and scheduling

Knowledge mgt

Digital Imaging

Prescribing

Orders and results

Diagnosis and care

Pathology

Any community service for tactical reasons

Eg. PAS, Mental Health, Tertiary

Non-federated data

. . .

What is an HCO?

Guys &

citizen

Identity

Clinical information

.

.

.

.

.

.

National

London

anatomy of a hospital
Multiple facilities (sites)

Wards

Clinics

Diagnostic services

Radiology, Pathology, etc

Pharmacy

Treatment

Theatres, Modalities

Medical Records

Coding

Links to other organisations

Local: Primary care, Community

National: DoH, CfH, national information systems

Catering

Portering

Physio

Phlebotomy

Management

HR, Finance, etc

Anatomy of a hospital
information systems to run health care organisations
Information-systems to run health-care organisations
  • What’s going on?
  • What’s planned?
  • Where are my patients?
  • What reports do I need to generate?
  • Get my money
  • Am I about to run out of money?
  • Run my clinics
  • Run my waiting lists
  • Run my wards
  • Run my theatres
information systems to manage patient records
Administrative

Where do they live

Booked for a clinic?

On a ward?

GP

Next of kin

Clinical

What’s wrong with them

What am I planning to do to them?

Order a test

See the result

Refer them on

Describe them

Information systems to manage patient records

Division is not clear cut

  • Information Governance (IG) issues
    • Who can see what?
    • Is restricting to demographics safe?
    • Who can see clinical?
    • Is ward location clinical or demographic?
    • How much information is shared? To whom?
    • What does the patient expect?
issues in the creation and deployment of health care information systems

Issues in the creation and deployment of health-care information systems

  • Why is it hard?
  • Total cost of ownership (TCO)
why is it hard
Why is it hard?
  • Well, is it hard?
    • Empirical evidence suggests it is
    • Beacon examples are generally not reproducible
    • Productising is an issue
  • Medicine is not a science
  • Out of the box, computers are good at numbers, not people
  • Organisational setting is complex
    • Different across different markets
  • Change control and management is always hard
  • Some specifics…
why it is hard
Why it is hard
  • Booking a clinic is like booking a flight?
    • Slots not constant
    • Different resources required for different slots/clinics
    • Recipient has to explicitly accept
    • Over-booking rules
    • Patients aren’t predictable …
  • Clinic booking is the easy bit!
why it is hard1
Why it is hard
  • Lots of different kinds of users
    • Clinicians
      • Docs
        • Different grades, specialties, experiences, training, backround
      • Nurses
      • PAMS
    • Managers
    • Administrative staff
    • Patients
      • Well
      • Unwell
      • Worried well
      • Vulnerable
      • Young / old
      • Expert / non-expert
why it is hard2
Why it is hard
  • Lots of different kinds of users
  • Doing different kinds of things
    • Seeing patients
      • Clinics, wards, A&E, telephone
    • Planning budgets
    • Organising resources
      • Human, equipment, consumable, locations
  • In many different settings
    • Organisational
      • Hospital (wards, clinics…), Community, Practice, Lab,
    • Specialty
      • Paed, Geri, Med, Surg, …
  • Everyone likes to do things their own way

Don’t panic

product vs solution
Product vs solution
  • Product = software
  • Solution = software configured and deployed onto a managed technical architecture
    • Many areas to consider: TCO
total cost of ownership tco
Total cost of ownership (TCO)
  • Forget shelf prices
  • What will it cost my organisation to procure, contract, implement, run, update and ultimately retire an information system?
  • What if I do nothing?
  • A useful way of examining areas that make this whole process hard
where health care information systems have been
Where health-care information systems have been
  • Organisation often based on physical artefacts
    • Eg Hospitals
    • Lots of local autonomy
    • Need to maintain links with labs
    • Maintain own coding departments
    • Maintain own IT infrastructure
  • Information systems
    • Local procurement
    • PAS critical
    • Clinicals less so
      • Lots of local activity at a departmental level – nightmare to manage
    • Order-comms typically an early requirement/win
    • EPR / Prescribing not common in secondary care
drivers
Drivers
  • Health-care organisation is changing
    • Everywhere, quite frequently
    • From the centre
      • Reporting requirements
      • Spine compliance
      • PBR
    • Locally
      • (some) clinicians demanding better tools
      • Access to knowledge & best practice, decision support, lose the paper
  • Procurement model is changing
    • Local  Regional  National
    • Do once and share
      • Procurement, configuration
drivers1
Drivers
  • Health-care organisation is changing
  • Procurement model is changing
  • Deployment model is changing
    • Critical data under a GP’s desk?
    • Critical data in a hospital server-room?
    • DR-capable data-centre
  • Information-sharing becoming critical
    • Support the patient journey
    • Empower the patient
      • Where that’s a good thing
    • Avoid unnecessary errors
direction of travel

SH

SH

SH

SA

SA

SA

SA

Step 1 – Analyse landscape

Qualify legacy systems

Plan the transition

Step 2 – Install products

Legacy replacement commenced

Service adapters for core services deployed

Service hubs introduced

Architecture being delivered

Step 3 – Join Up

More uniform landscape

More information access

Common services and accessible data

Supports shared and coherent care across the community

User experience:

Mix of modern and legacy

Organisation-focused: little information passed around the community

User experience:

Modern applications becoming pervasive

Information becoming accessible across the community

Legacy decreasing

User experience:

Modern applications across the community

Information accessible across the community

GP legacy

Citizen

Healthcare community

Hospital legacy

iSOFT customer

Integrated healthcare community

Direction of travel
mission market leadership business strategy global healthcare and social reform
Mission

Market leadership

Business strategy

Global healthcare and social reform

iSOFT

our mission

To be the global leader in the healthcare software applications market.

iSOFT is working with patients, clinicians, other healthcare professionals, administrators and governments to help transform the delivery of healthcare.

We focus on satisfying the needs of all individual stakeholders, whoever they are, and however they participate in the supply chain of healthcare provision. Our solutions not only meet the current need, they also describe the future of healthcare.

Our inspiration and motivation is to improve the life experience of citizens worldwide

Our mission

  • iSOFT: inspired by life.
leading the healthcare software applications market
Leading the healthcare software applications market

Financials

Scale of business

  • Customers
    • 1,700 hospitals
    • 6,000 family doctors
    • 18 countries in five continents
  • Employees
    • 2,700 healthcare IT specialists
    • 1,000 technology and development professionals
    • Two dedicated offshore development and solution design centres in India
  • Fourth largest software and computer services business on the LSE
  • Market capitalisation of over £900m (US$1,600 million)
  • Stock market listing in July 2000
    • Revenues grown from £17m to £262m
    • Profits increased by over 2,000%
our business strategy

Expand

partnership

arrangements

Target rapid

market

leadership

Deliver

growth in

existing markets

Develop and

execute new

market entry

strategies

Maintain

software

application

leadership

  • Develop and grow existing market shares for LORENZO
  • Configure LORENZO to meet local market requirements
  • Provide world class references for international expansion
  • Conduct detailed market analysis and qualification
  • Establish strong foundation based on significant early wins
  • Build on initial success through effective promotion of LORENZO
  • Establish leading competitive position
  • Win majority of open market procurements
  • Accelerate market share through targeted acquisitions
  • Work with third party technology and service partners on large scale projects and new market entry
  • Develop existing partnership arrangements
  • Identify opportunities for new partnerships and collaborations
  • Offer strategic ‘universal’ application set
  • Continue to invest in development capability and capacity
  • Promote LORENZO as our new generation software solution
Our business strategy
slide31

The needGlobal healthcare and social reform

  • Healthcare is undergoing rapid, unprecedented change
  • Forward referencing solutions required by citizens, clinicians, policy makers
  • Work to implement the necessary systems will take place over the next 10 years
summary
Summary
  • Successful well managed healthcare applications business
  • Consistent and focused business strategy
  • Large and growing international market opportunity
  • Leader in the supply of advanced application solutions
  • Strong positive differentiation from small number of credible competitors
  • Well positioned in respect of future growth opportunity in both existing and new international markets
re cap objectives

Understand information requirements of hospitals and other health-care organisations

Understand issues and challenges in the life-cycle of health-care information-systems

Understand some of the history – and some future directions

Introduce iSOFT

Re-cap Objectives

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