28 - 29 November, 2018 | Hilton, Brisbane

Digital Healthcare: Plenary Day Two - 29 November 2018

8:00 am - 9:00 am Registration and Networking

9:00 am - 9:10 am Opening Remarks from the Chair

9:10 am - 9:40 am Keynote Presentation: Advancing Gold Coast Healthcare by Achieving Clinical Transformation through Digital Innovation, Patient-Centricity and Organisational Readiness

By 2021, Gold Coast Health (GCH) aims to achieve patient-centric and clinician-led digital transformation by investing in cost effective and innovative technology and building workforce capability. In deploying EMR across the health service, GCH will focus on four key areas for a clinical transformation:

  • Insight into GCH’s digital strategy for seamlessly integrated, reliable and patient-focused care; a culture for innovation, continuous improvement and learning; a digitally enabled workforce; and more reliable and secure data and ICT infrastructure
  • Measures for success, including improvements in stakeholder experiences, digital literacy and culture and reduced variation in care processes
  • Key enablers for success, including clinical champions and change leadership, internal innovation capability and future proof enterprise architecture
  • Developing responsive governance and a culture that embraces digital innovation by promoting clinical participation, investing in partnerships and driving operational efficiencies
Damian Green, Executive Director, Digital Transformation & Chief Information Officer at Gold Coast Hospital and Health Service

Damian Green

Executive Director, Digital Transformation & Chief Information Officer
Gold Coast Hospital and Health Service

9:40 am - 10:10 am Solution Provider Session

 In cities, there is the assumption that we are always connected. However, the country side will inevitably experience black spots, which impacts the reliability, quality and safety of healthcare service delivery. In light of this need to build and integrate technology that is fit for purpose in regional areas, this panel will discuss:

  • Establishing metrics for ROI of telemedicine such as utilisation rate, patient satisfaction, prescription rate and clinician response time; and benchmarking against them for best practice
  • Delivering EMR in remote areas and technology barriers and the impact of distance on timeliness and reliability of data sharing, network speed and interfacing with other systems
  • Human resource barriers, including digital literacy and adjusting to new work processes
  • Decentralising technology services so that remote areas receive the same level of equity as cities
  • The need to build a capacity to sustain and support EMR in remote areas

Warren Prentice, Chief Technology Officer at eHealth Queensland

Warren Prentice

Chief Technology Officer
eHealth Queensland

David Sinclair, Executive Director – Capital and Asset Services at QLD Health

David Sinclair

Executive Director – Capital and Asset Services
QLD Health

John Rallings, Former Director of Nursing/Facility Manager at Joyce Palmer Health Service

John Rallings

Former Director of Nursing/Facility Manager
Joyce Palmer Health Service

Melinda Parcell, Executive Director - Community and Rural Services at West Moreton Health

Melinda Parcell

Executive Director - Community and Rural Services
West Moreton Health

10:30 am - 11:00 am Case Study: Logan-Bayside Network around the Future Hospitals Program – Maintaining Business as Usual in Light of a Major Change Management Project

Demographically the Logan region is one of the fastest growing areas in QLD. To address this growth in demand, the Future Hospitals program will develop Logan Hospital over a long term strategy. However, maintaining business as usual at this level of change will challenge the steadiness, readiness and efficiency of the health service. In this session, Cameron will discuss:

  • Managing the transition to a fully digital environment by regularly consulting local clinicians, creating an extensive change champion network and establishing a comprehensive governance structure to increase visibility right across the organisation and health service
  • Challenges around stakeholder management when delivering a digital hospital in a short timeframe
  • Organisational readiness – The impactful role of leaders, culture and ICT and electrical infrastructure to support digital implementation and transformation
Cameron Ballantine, A/ Chief Information Officer at Metro South Health

Cameron Ballantine

A/ Chief Information Officer
Metro South Health

11:00 am - 11:30 am Networking Morning Tea

11:30 am - 12:00 pm Case Study: The Metro South Digital Hospital Project – Delivering a Digital Health Service in 3 Years

Metro South Hospital and Health Service (MSSHS) facilities include five major hospitals and several health centres throughout the Brisbane south, Logan, Redlands and Scenic Rim regions. They serve an estimated population of 1 million people, and employ more than 14,000 staff.

In mid 2018 Metro South will complete its transformation to becoming Australia’s first fully digital health service, delivering significant measurable improvements in health outcomes for our patients, increased productivity for our clinicians, and substantial operational efficiencies for our health service. With the entire health service now live with the ieMR, there are already early benefits being documented, including better outcomes achieved for patients, increased productivity and support for clinicians and predicted greater efficiencies delivered for the overall health service.

In this session, Noelene and Melanie will discuss how the project approached this significant clinical transformation and preview early benefits in more detail.
Noelene Herbert, Clinical Delivery Director at Metro South Health

Noelene Herbert

Clinical Delivery Director
Metro South Health

Melanie Tucker, Business Delivery Director at Metro South Health

Melanie Tucker

Business Delivery Director
Metro South Health

12:00 pm - 12:30 pm Case Study: Thinking from the Clinician’s Perspective to Overcome Challenges in Retrofitting Technology

Townsville Hospital is challenged with maintaining business as usual as they retrofit new technologies into their existing infrastructure. In this session, Judy will discuss how they are managing change in light of their digital transformation:

  • Staff-centric – It should be about enabling clinicians to work more effectively
  • Stakeholder management – The difficulty and compassion of meeting somewhere in the middle when you have a high level of competing opinions and expectations
  • Change management initiatives to disrupt clinicians’ natural habits as they enter the new digital environment and experience new models of care
  • Procurement and resourcing decision making processes to manage high costs associated with retrofitting
Judy Morton, Executive Director Nursing & Midwifery at Townsville Hospital and Health Service

Judy Morton

Executive Director Nursing & Midwifery
Townsville Hospital and Health Service

12:30 pm - 1:30 pm Networking Lunch

1:30 pm - 2:00 pm Case Study: Leveraging Technology to Build, Enable and Enhance a Service Improvement Unit to Improve Patient Flow and Operations

Mackay Hospital and Health Service (Mackay HHS) is using LEAN methodology to develop a new service improvement unit as part of their major patient flow project. With EMR as a key enabler for improving patient flow, Stephen will discuss how they are building a digitally-enabled service improvement unit to maintain business as usual:

  • Technology is the foundation – Building sound ICT infrastructure to support the implementation and utilisation of EMR to significantly improve clinical efficiency and quality of care
  • Key guidelines for structuring a major improvement project and using LEAN methodology to  service improvement unit, with the learnings applicable to any major change management program
  • How Mackay HHS is working through the phases and pitfalls of cultural shifts and selecting and integrating eHealth solutions like iEMR to assist with patient flow
  • Change must be driven by your leaders – Necessity for leadership’s commitment to culture improvement

2:00 pm - 2:30 pm Case Study: Achieving Safer More Reliable Care by Leveraging Live Data

The Healthcare Innovation and Transformation Excellence Collaboration (HITEC) aims to improve the quality and efficiency of patient care using the integrated digital platform. Amy and Michelle developed a global leading process and methodology that works to obtain clinically relevant and accurate data from a digital record and achieve safer more reliable care. This presentation will illustrate:
  • How this unique process and methodology transforms integrated data into meaningful information via business intelligence tools
  • Clinical transformation and redesign associated with these products such as changing workflows to incorporate live data
  • How HITEC developed methodologies to merge nursing informatics and drive leadership outcomes
  • Cultural changes required for smooth transition and adaptation
  • How clinical and technical experts in the HITEC team effectively communicate and work together to augment each other’s efforts

Amy Barnett

HITEC - Clinical Transformation Lead
QLD Health

Michelle Winning

HITEC -Clinical Transformation Lead
QLD Health

2:30 pm - 3:00 pm Networking Afternoon Tea

3:00 pm - 3:30 pm Case Study: Realising the Benefits of Patient Led Healthcare – Integrating Smart Home Technologies and Personalising Services to Improve Experiences and Health Outcomes

As the fastest growing health service in the state, West Moreton Health is the first in Australia to trial a “mobile enabled care” program that targets high needs patients. A key component of this program is the provision of in-home smart monitoring and the integration of telehealth solutions to enable self-managed care and independent living. In this session, Melinda will discuss:

  • The positive uptake among clinicians and how this model of care has improved workflow efficiency and reduced incidents through early intervention enabled by real time data and smart technology
  • Human connectedness – Enabling the patient to drive care from their own home and its direct correlation to improving one’s mentality and health and well being thereof
  • ROI – At only 12 months in, West Moreton is already seeing a 30% reduction in hospital presentation, saving over 1,000 bed days and receiving improved patient reported outcomes
Melinda Parcell, Executive Director - Community and Rural Services at West Moreton Health

Melinda Parcell

Executive Director - Community and Rural Services
West Moreton Health

3:30 pm - 4:00 pm Case Study: Establishing a Robust Governance and Communication Structure to Improve Safety and Quality of Care

Big data, dashboards and greater mobility invites the opportunity for quality improvement by service redesign. However, we must invest in mechanisms to handle the onslaught of data requests that come though the EMR. In light of this, Princess Alexandra Hospital (PA) is focusing on:

  • Enhancing data literacy with compulsory online crash courses on the use of standard dashboards, end user responsibilities, data validity
  • and data confidentiality
  • Developing an integrated governance and reporting structure with a committee dedicated and held accountable to the data and transformation of data
  • Building data integrity – The need for constant validation and definition of data to avoid misled reporting and decision making
  • Data confidentiality – Imposing parameters around data sharing to protect the patient’s privacy and ongoing education to create awareness promote best practice for data handling

Vikki Goldup

A/Director Clinical Services
Princess Alexandra Hospital

4:00 pm - 4:00 pm Networking Drinks