Unlocking the power of digital healthcare

Unlocking The Power ofDigital HealthcareA 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 Strategic Account Executive [email protected], © 2016 Leidos, Inc.

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©2015 LEIDOS. ALL RIGHTS RESERVED COMPETITION SENSITIVE Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this presentation

• Introduction of Leidos Pop-Up University Workshop

• Meet the Panel

• Leidos – A Stronger Company

• Day One Video

• Introduction to Leidos

• A Brief History

• Benefit Realisation Framework

• Closure – Questions / Answers

Agenda

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• Patricia PetersonLeidos Chief Nursing Officer & Clinical Lead for US Department of Defense (DoD) Defense Healthcare Management System Modernization

• Peter OliverHealthcare Programme Lead, UK/Europe

• Nazrul MiahSenior IT Management Consultant for Healthcare, UK/Europe

Panel Introduction

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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.

ADVANCED SOLUTIONS | CIVIL | DEFENSE | HEALTH | INTELLIGENCE & HOMELAND SECURITY4


Health Overview

KEY CAPABILITIES Electronic Patient Records

management Enterprise IT modernisation,

operations and maintenance Interoperability solutions at-scale Population heath solutions:

consulting, analytics, modern case management

Software development and systems integration

MARQUEE PROGRAMS Defense Health Agency – MHS

GENESIS National Cancer Institute DoD Health Records

Management (AHLTA) Nurse Advice Line SSA IT Support Services VA Data Center

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©2015 LEIDOS. ALL RIGHTS RESERVED COMPETITION SENSITIVE Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this presentation6

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Benefits Realisation


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• 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

Benefit Realisation

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Strategic Approach to Benefits

Clinical Initiatives

IT Strategy

Organisation Strategy

Wider Health Economy Priorities

Benefits Strategy Requirements Definition Procurement Implementation Optimisation

• Strategic planning takes into account a range of strategies to ensure maximum benefits

• Define benefits strategy upfront

• Proactively review benefits strategy throughout lifecycle

• Benefit realisation goes beyond implementation

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Benefit Realisation: Typical Benefits Categories

• Patient Safety Standards• Quality Measurement/Reporting• Reduced Ancillary and Med

Turnaround Time• Patient Satisfaction• Variations in Care/Best Practices• Right Information at the Right Time

Support Services

• Right care - Right location• Outside the Acute Care Walls • Accurate Information at the

Point of Care • Length of Stay • Admitting Practices• Departmental Throughput

(A&E, Surgery, Procedural)

• Physician Satisfaction• Increased Referrals &

Admissions• Physician Involvement

• Staffing Practices• Clinician Workflow• Duplicate Testing• Supply Standardisation & Utilisation• Medications – Utilisation &

Formulary Management• Staff Satisfaction - Recruit & Retain

• Equipment• Supplies• Logistics

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

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Remote Consultations Accident & Emergency Room

Cross Team Collaboration Patient Room

Benefits Beyond Walls

Telemedicine is becoming more of a focus in care delivery

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Example: Care Pathway Management

P P PPP P

P

• CareC2 designed to rapidly deliver configurable complex applications – Care Pathway Management

• Workflow, task management, decision rules and “embedded” analytic components are core underpinnings of application framework

Benefit Realisation: Maximising Content From Disparate Systems

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Cybersecurity requires coordinating internal and external resources

Benefit Realisation: An Effective Cybersecurity Plan Results in Significant Benefits

PolicyPlan and document how

cybersecurity will be balanced with cost-effective operations.

PeopleHave one or more people focused

on cybersecurity and how to achieve it.

BudgetCybersecurity funding needs to be

determined using risk management and not just ROI.

PreventionHarden systems to make it harder for attackers to penetrate and move in

the environment.

DetectionHave the ability to detect attacks when they occur and get into the

IT environment.

ResponseAggressively respond to cyber incidents after they begin but

before they can complete.

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• 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

Procurement Example: Benefits Beyond Clinical

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• Planning a new implementation, define the desired benefits at the outset; ensure they align with organisational strategy

• Incorporate benefits beyond the walls of the facility • Benefits can be achieved through optimisation and alignment

of disparate systems • Incorporating cyber benefits is becoming increasingly

important• Benefits beyond clinical – consider procurement

opportunities

Benefit Realisation: Key Take Aways

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• Patricia Peterson, RN, MSN, MBA – Chief Nursing Officer [email protected]

• Peter Oliver, Healthcare Programme [email protected]

• Nazral Miah, Senior IT Management Consultant [email protected]

• Jamie Ireland - Business Development [email protected]

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mailto:[email protected]


Question and Answer Session

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Supporting Documents

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Category Sub-category Indicator

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

Care Coordination

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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

Patient Care Quality

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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”

• Test / order turn around time – time to results

Clinical Resource Management

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Physician Provider Satisfaction • Provider log-in by provider type

Physician Provider Efficiency • Computerised Physician Order Entry (CPOE )• utilisation rates

Provider System Utilisation • Electronic signature rates

Physician Partnership

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Users Number of users

Data – in

Data – out

• Number of users for a given functionality

• Number of data elements entered

• Number of reports generated; re-use of data for multiple purposes

System Performance of functionality • Time required for “search” results• System availability

Users Ease of use • Use of knowledge access links

System Configuration • % emergency changes

Information Management Technology

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