Who is Mackenzie Health (MH)?

Slide 1
Faculty/Presenter Disclosure
• Faculty: Sally Remus & Diane Salois-Swallow
• Relationships with commercial interests:
– Nothing to disclose.
Building capacity, operational
readiness & sustainability to realize a
‘SMART’ hospital design & build
eHealth 2013
Ottawa, ON
May 29th, 2013
Sally Remus, RN, BScN, MScN
Director, Health Informatics & Practice
Diane Salois-Swallow RN, BScN, M. Ed.,
Chief Information Officer
• Who is Mackenzie Health (MH) ?
• MOHLTC mandate
– Design a ‘smart’ hospital
• New structures & nursing informatics roles/skill sets
• Current Issues and Challenges
• Next steps –
– Good old days vs New reality
– Create a climate of operational readiness
– Future possibilities through innovative NI roles
• Questions/Discussion
Who is Mackenzie Health (MH)?
• Large community hospital
serving Richmond Hill,
Vaughan and other parts of
York Region
• Expanding to a two-site
model: new hospital in
Vaughan in planning stages
Existing Mackenzie Richmond Hill Hospital
Mackenzie Vaughan Hospital
Proposed Concept
MH Quick Facts
Current State:
Future State:
• Opened in 1963, Mackenzie
• Mackenzie Health will include two
Health serves 500,000+ residents
hospitals, the future “Mackenzie
in Southwest York Region
Vaughan Hospital” and the existing
Mackenzie Richmond Hill Hospital • Mackenzie Richmond Hill
~ 600 beds
Hospital (formerly known as York
– construction expected to begin in
Central Hospital) - 488 Beds
• Second largest employer in
Southwest York Region
• Annual budget of $250 million
– new hospital (second site) scheduled to
be fully operational by 2018/19
• Southwest York Region is known as
one of the fastest growing and most
diverse communities in Canada.
– 1st new hospital to be built in the
Southwest York Region in 50 years.
MOHLTC Mandate:
Design & Build a ‘Smart’ Hospital
MH’s ‘Smart’ Hospital vision :
• ‘Paperless’ environment where all information is digital
• Systems are automated & interoperable
• Communications are multi-modal & digital
• People are equipped for mobility
• All technologies are IP addressable and Interoperable
To do this requires a ‘state of the art’ IT infrastructure ICAT
28th March 2012
Copyright - Vantage Business Management Services, 2013
ICAT components that maximize
automation include:
• Electronic Patient Record & Other ‘Enabling Clinical Technologies’
• Automated Patient Bedside Terminals & Bedside Infrastructure
• Fully Automated Pharmacy, Laboratory, Materials Management &
Building Systems
• Integrated Tube Transport System & Infrastructure
• Unified Communications
– Integrates voice, data & image into digital/electronic format
• Auto Guided Vehicles (AGVs)
• Enterprise Service Bus (ESB)
Operationalizing ICAT & its components
requires answers to the following questions:
 What do the logistics and material’s management distribution
systems/processes look like?
 What do the drug delivery/distribution & drug administration
systems/processes look like?
 What does bedside care look like? (e.g., bedside terminals, etc.)
 What does ‘unified communications’ look like?
 What does specimen collection/analysis and results
processing/reporting look like from bedside to laboratory?
 What does environmental cleaning look like in clinical vs. nonclinical areas ? For example – ‘terminal room cleaning’, etc…
Nursing informatics roles are essential in ‘brokering’ and
‘translating’ in partnership with key clinical stakeholders, the
Mackenzie Health Organizational Structure
Mackenzie Health Organizational Structure
eHealth through informatics & practice @ MH
Health Information
Health Care Informatics
Embracing Enabling Technologies & Innovation in Patient Care through Informatics
Adapted from: Englebart, S, Nelson, R. (2002). Health Care Informatics – An Interdisciplinary Approach, p. xviii;
Eysenbach, G. (2001). What is eHealth. J Med Internet Res 3(2):e20.
Nursing Informatics - New Roles and Skills
Director, Health Informatics & Practice will :
• facilitate the corporate mandate & realization of the new ‘Smart’ hospital
build (MVH) and MH’s eHealth agenda.
• position MH to be an industry leader in launching a transformative
practice leadership model and governance structure that will enable the
delivery of a ‘world class health experience that is patient focused, results
driven, integrated, and sustainable, critically dependent upon information
and communication technologies’ essential informatics skills & knowledge.
• position MH to realize the benefits of patient safety, quality care delivery
models and knowledge driven care by the application of informatics’ skills
& knowledge to execute ‘state of the art’ enabling information &
communication technologies.
Role alignment with industry trends:
• Informatics competencies & certification
– ANA (2001, 2008); HIMSS, COACH-HIMSS
• Employment trends - new informatics’ roles
– Obama Care & Accountable Care Organization
(ACO) Act influencing the emergence of CNIO
roles to compliment CMIO roles
• Academic preparation of nurses
• Industry Reports – 2003 IOM, Amara 2000
Current Issues and Challenges
Creating & sustaining a climate of operational readiness to meet the
build/design characteristics of the new ‘Smart’ hospital (MVH) supported
by a robust ‘state of the art’ ICT infrastructure:
• Introduce and nurture a ‘new way of thinking’, understanding and
endorsement of the MVH ‘smart’ hospital vision
• Introduce transitional clinical system building blocks to meet HIMSS –
EMRAM Stage 6
– CPOE with full closed loop medication administration checking & Physician
• Introduce transitional ‘state of the art’ technologies that further the
‘smart’ hospital vision:
– ‘Smart’ beds; Nurse Call Bell System that aligns with a unified
communication’s infrastructure
Current Issues and Challenges cont.
• Design and introduce new work flow practices/processes &
policy/procedures that are scalable/flexible to support
successful transition to MVH ‘smart’ hospital.
• Build internal resource capacity to transition successfully
– Workforce preparation –
 Develop all hospital staff (e.g.., nursing /allied health/physicians) with the requisite
informatics skills & knowledge to leverage the state of the art ICT infrastructure
 Recruit/prepare clinical informatics team to design clinical/business systems that meet
the ‘smart’ hospital vision & eHealth agenda/mandates
– Consumer preparation –
 Educate MVH & MRHH communities to understand & leverage new ‘smart’ hospital
services & offerings that will create MH providing a ‘world class health experience’.
E.g.., consumer friendly access to self services - patient scheduling/registration ; chronic disease management
The Good Old Days……
Create an ‘operational readiness’
climate via a User Engagement Strategy
Reference: Remus & dela Cruz. (2007). CNIA
Conference Proceedings, Toronto, ON
The New Reality!
A glimpse into our future possibilities
with innovative nursing informatics
leadership roles …
Thank You!

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