"How compe**ve dialogue will take VGR into the future of Digital Pathology 6 years into 20 minutes

Transcription

1 "How compe**ve dialogue will take VGR into the future of Digital Pathology 6 years into 20 minutes Mikael Wintell CMIO BFR/Patos Västra Götalandsregionen

2 My goal with todays talk Our imagina4on is the only limit to what we can hope to have in the future & People are very open-minded about new things as long as they re exactly like the old ones! Charles Frankling KeDering ( )

3 Avoid

4 Goal Background Why now The choice, Compete4ve Dialogue The process Conclusion/Dialogue Outcome (as of today) Solu4on? Agenda

5 Västra Götalandsregionen Bildades 1999 Budget 2011: 42,3 miljarder kr Över anställda 49 kommuner Folkmängd: 1,5 miljoner Avstånd nord-syd: 300 km Avstånd öst-väst: 250 km

6 17 sjukhus 29 röntgenavdelningar Västra Götalandsregionen 5 externa leverantörer av radiologi 4 patologi laboratorier SU / SÄS / NU och SkaS ( Unilabs) 130 vårdcentraler 168 folktandvårdkliniker Strömstad Dals-Ed Bengtsfors Åmål Bäckefors Gullspång Tanum Mellerud Färgelanda Töreboda Munkedal Mariestad Karlsborg Götene Sotenäs Uddevalla Vänersborg Lidköping Skövde Tibro Grästorp Skara Lysekil Orust Trollhättan Vara Hjo Lilla Edet Essunga Falköping Tidaholm Tjörn Stenungsugn Vårgårda Herrljunga Kungälv Ale Alingsås Lerum Borås Ulricehamn Öckerö Partille Göteborg Bollebygd Härryda Mölndal Skene Tranemo Svenljunga = sjukhus

7 Goal Op4mize the possibili4es for the staff, 4meboxing Informa4on tranparenses, No informa4on lock in, system independent Go from New Public Management to Value based healthcare Focus shii from system/equipment governance to Pa4ent and Medicine Use the new legal Procurement Act to become more innova4ve Make our region act as one for the pa4ents, equal quality of care Op4mize the turn around 4mes within pathology One speaking partner many possibili4es (Consor4um)

8 Background New Public Management to Value Based Healthcare

9 Why Now 1(4) Lack of Patologists, BMA (BioMedicine Analy4cs) and not acceptable TAT:s

10 Why now 2(4) ILC overview and Big Data data from the cradle (Proactive,ER, Rehab, Aging)-- to the grave Health Management Sick--- (Trauma, cardio etc.. ) ---Well Disease Management IN-EPR, Simulations, Diagnosdriven- OUT Workflow management HERE -Patients, Staff, equipment-there Medical interaction Utilization management

11 Why Now 3(4) Key Challenges for Healthcare Organizations Continually improving the Quality of Care Growing aging population cost burdens Accurate information when and where it s needed Meeting regulatory compliance requirements Creating a single master EPR from multiple disparate sources (both clinical and nonclinical) Focus on cost of care and reporting across the enterprise Improving Healthcare workflow Ever growing volumes of information Data often hostage to specific applications & storage islands Contain costs do more with less Integration, Interoperability & Legacy Data challenges Managing increasing complexity Freedom of choice applications & infrastructure (without Vendor Lock-in!!)

12 Why Now 4(4) Economy Euros Traditional care based on our history Primary focus, to take care when things already have become a fact Reactive Care Costs ? Collaborative Healthcare sharing information Partnership between public and private healthcare providers Proactive Care

13 Compe*ve dialogue A process where you set aside the technical focus and instead boost the focus of the required func4onality within the domain but also that domains responsibility within the Enterprise In a dialogue, you together with the actors goes from an overall conceptual solu4on to a dis4nct managed service with the required content and func4onali4es Will take some 4me and effort but the result is all worth it if you choose wisely CD is not the salvator for every purchase (complex, not out of the box products, long4me contracts)

14 SERVICE Trust Value PATOS

15 The process BP0, BP1, Project direc4ves 2014 CD Starts 1/ Tenders 27/ Evalua4on 4/ Decision 3/ Contract date 1/ Due Diligence 1/10-30/ Start av PATOS 1/

16 CD chronology Contract period (Managed Services) Planing Pilot Implemena4on Managed Services FLA R&D CD Parallell syndrome Contractperiod CD start Contract date Delivery starts up During the whole contractperiod the maincontractor will deliver the requirements as a managed service.

17 Conclusion/Dialogue 17

18 Outcome Freedom of choice applications & infrastructure (without Vendor Lock-in!!) VGR set up a request for services and not a technical solution, that means that innovations still can live within the legal requirements Always be ahead of new technologies (Consortium) Long-term contracts, where you start in some details but soon will go into principles, agreed up on. Change management, NOT an IT-project

19 What we want to achieve with Digital Pathology Process oriented Digital Pathology, not just within Dept. of Pathology but within the Enterprise VS Instead of Image Management Pathology within an applica4on

20 Why is it so important for us Healthcare- providers to achieve a transparent informa4on workflow?

21 Response to early detection and risk factors Health authorities Education Early screening programs? Identification & monitoring of risk groups Investing in information lifecycle Medication Management The individual Know your family medical history Life style changes (diet & exercise) Personalized decision support

22 Risk quantification New information management infrastructure Standards Data mining Interoperable systems Ethics & security Predicting your medical future: Information Knowledge Early Health

23 A Convergence of Need Policy Management Evidence based health care Clinical Practice, Audit & Governance How to harvest more precise and better information and then reprocess it Post genomic research Clinical trials recruitment 23

24 Summary "How compe**ve dialogue will take VGR into the future of Digital Pathology That the technical solution is only a peripheral challenge Instead the central challenges are to create and implement a heterogeneous information model new workflow Starts and Oct new 1th ways 2015 of organizing work and people Year Contract will lead to cultural effects that needs to be negotiated and managed - Change Change Management Management Innova4ons From ref. to report and everything between Manage Services (VGR:Staff, Physical loca4ons, Med Response) Managed Services driven by nego4ated principles

25 25 Partnership- Patos

26 And remember!

27 This is not the end, it is not even the beginning of the end, it is only the end of The beginning Sir Winston S. Churchill Digital Pathology But everybody will be a part of it!