3sHealth business case update

September 27, 2013

Each of 3sHealth’s business cases consists of a series of steps, beginning with the creation of a vision and identification of a desired future state at a visioning session comprising participants from across the health sector. Once that direction is set, the project lead teams, consisting of 3sHealth leads and external consultants, conduct a careful current state assessment which includes site tours of facilities across the province, data collection from all of the health regions, engagement of health region employees and patients, and current state validation. After exploring gaps in the data and considering initial options, the project teams develop interim reports, conducting regular Lead and Operations Committee check-ins to identify needs, gaps and opportunities.

Following the interim reports, the project teams complete detailed analyses of the options and write the business case. The team also develops a Kaizen plan, which aims to both outline the actions necessary to reach the project goals and further engage everyone involved in the business case process. 3sHealth then seeks approval from decision-making stakeholders.

Throughout the entire business case process, 3sHealth works to identify “quick wins” that can be implemented in the near term to improve patient care and produce cost savings for the health system. The organization performs continual checks to ensure that the patient is always placed at the centre and that key partners within the health system are consulted and engaged throughout the process.

Supply chain

The project team has:

  • compiled and reviewed a summary of current state findings and a list of opportunities for improvement;
  • completed site tours and analyzed the resulting data;
  • begun reviewing the interim report produced by the project consultants; and
  • conducted leading practice site tours of Shoppers Drug Mart Distribution Centre in Cornwall, Ontario and the University of Pittsburgh Medical Centre on September 18 and 19, respectively.
Environmental services
The project team has:
  • conducted site tours across the province, visiting over 25 facilities representing all of the health regions as well as the Saskatchewan Cancer Agency;
  • launched a quantitative current state survey as part of its data collection effort;
  • developed a communications brief to engage and inform employees within the environmental services area; and
  • gathered, together with the Lead and Operations Committee members, patients, infection prevention and control workers, the project consultants, and the 3sHealth business development team, for a two-day workshop to preview a draft summary of the current state of environmental services and evaluate the current state in light of the visioning day objectives.
Medical laboratory services & medical imaging
The project team has:
  • conducted site visits, traveling to multiple facilities in each health region and meeting with staff, patients, physicians, and community members to gather input on the current state of medical imaging and medical laboratory services in the province;
  • met with other key health-care providers and organizations to obtain their perspectives on the current state of medical imaging and their ideal vision for the future state;
  • formed Patient Advisory Committees, which will be included in major review sessions for the first draft of the future state business case recommendations;
  • formed Physician Advisory Committees, which will provide feedback on both the current and ideal future states of medical imaging and laboratory services; and
  • collected patient surveys, which will help the project teams analyze the current state and write the business case interim report early this fall.
Information technology / information management (IT/IM)
The project team has
  • established Project Lead and Operations Committees in close partnership with eHealth Saskatchewan;
  • held a visioning session in early September, at which approximately 80 people representing a variety of organizations and disciplines created the following vision statement:  Better health by empowering patients and enabling providers with the right information at the right time through a provincially standardized system that is sustainable and secure; and
  • established seven priority themes emerged from the visioning session:
  1. Maintain a patient focus – put the patient at the centre
  2. Enable providers
  3. Facilitate the flow of information
  4. Standardize processes
  5. Strategically enable the health system
  6. Strengthen governance – take a provincial approach
  7. Demonstrate the value proposition and achieve “value” for money
Enterprise risk management (ERM)
The project team has:
  • hosted a visioning day for the enterprise risk management (ERM) business case and created the following vision statement:  Everyone empowered by a comprehensive patient-centred approach to proactively mitigate risks.
Workflow optimization
The project team has
  • shared the Human Resources Information System (HRIS) business case with the Human Resources Management System Steering Committee and the Gateway Online Steering Committee;
  • presented the HRIS business case recommendation to the Council of CEOs;
  • tested Bundle Two of the Gateway Online project in preparation for its October launch; and
  • activated a corrective action plan developed jointly with the health regions and Saskatchewan Cancer Agency, Cfactor, and 3sHealth to address budget and timeline challenges, successfully bringing the plan back on track.
Transcription services
The project team has:
  • established Project Lead and Operations Committees;
  • begun planning a visioning day in October; and
  • on-boarded a consultant to assist with the business case development work.

pdf  3sHealth-2013-09-Spotlight-BusinessCaseUpdate.pdf
Published in Spotlight eNewsletter September 25, 2013

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