High Level overview eHealth Steering Committee – April 7th, 2011 CE LHIN: Hospital Information Technology Shared Services (HITSS) Project – Phase 1 High Level overview eHealth Steering Committee – April 7th, 2011

Agenda Project Overview / Mandate Project Objectives & Meeting Purpose Current State Next Steps 2

Project Background and Overview The Central East Executive Committee believes it has identified that the establishment of a Hospital IT Shared Services among the partners in the Central East LHIN has the opportunity to: Provide a higher level of service (capacity and capability) to each hospital; Align IT investments and implement the infrastructure and interoperable solutions that will enable universally accessible electronic health records among CE LHIN community hospitals and the exchange of patient information with community providers and patients; Leverage economies and efficiencies with IT services and IT users; Enhance the capacity of the organizations to implement and optimize eHealth initiatives; Accelerate the assessment, planning and adoption of emerging best practices / applications in IT that support quality and safety of patient care across participants; and Create a platform for other joint projects that the members may wish to develop.

Project Scope Review of current state & Identify gaps Enable sharing of clinical data Characterize the necessary success factors Analysis of eHealth adoption status Benchmarking similar shared services Comparisons with other regional SS Outline the pros and cons Shared initiatives in the CE LHIN LHIN expectations for integration Provincial eHealth initaitives

Effectiveness and Efficiency Integrated Clinical View Hospital IT Shared Services Hospital Efficiencies Standardized EMR Common Business and Workflow Processes Shared Regional HIS System Common Data Centre

IT Services in the CE LHIN IT Service Type / Hospital Campbellford NHH Haliburton Lakeridge Ontario Shores Peterborough Ross Rouge Scarborough Project Management   Network & Security Management WAN Services Data Centre Common Procurement Disaster Recovery / Business Continuity Help Desk / Service Desk Application Support Services Application Development Shared Telecom Break Fix Receives the Service from Internal Providers Receives the Service from External Providers Provides the service internally Provides to others in the LHIN

Planning and policy resolution eHealth Ontario Near Term Plans Legend: Planning Detailed Plans High-Level Plans 2011/12 2012/13 2013/14 2014/15 Diabetes Registry DR LPR; LPR adoption activities Diabetes Registry provincial roll out Roll out to other chronic diseases Medication Management Medication Management System Planning System procurement Build; Limited Production Release (LPR); Provincial roll out Drug Profile Viewer Expansion to 20 CHCs Systemic Treatment Information Program OPIS expansion to 15 additional sites Ontario Lab Information System Data Collection DR LPR Connect remaining hospitals/labs Data Warehousing Support DR Planning, procurement and execution of OLIS upgrade Go To Market Lab results for DR, EMR, TOH Enabled for use by DR provincial roll out and secondary sources Diagnostic Imaging/PACS Hospital Repositories Complete 4 of 4 hospital diagnostic imaging repository integrations DI Common Service Planning and policy resolution System procurement; Build; Provincial roll out IHF Repository Planning and policy resolution TPA executed; IHF DI-r procurement; Build; Provincial roll out Identity, Access & Privacy Client Registry Support DR LPR Post-DMS LPR deployment Continued roll out Provider Registry Support DR LPR Post-DMS LPR deployment Continued roll out User Registry Support DR LPR Post-DMS LPR deployment Continued roll out Consent Directives Planning Solution procurement; Build; Integration; Roll out Privacy Audit Procurement; Build; Integration Roll out Integration Services Common Services Integration System procurement; Build; Provincial roll out Regional Integration: cGTA System procurement; Build; Phase 1 roll out Phase 2 roll out Regional Integration: 9 LHINs Planning TPA(s) executed; Partner HIAL procurement(s); Build; Roll out Portal Services Portlet/gadget development; Establish distribution partners New distribution partners Physician eHealth (not subject to MB20 approval) Current EMR funding program Consumer Proposition Planning Over time, roll out patient self-management; better access to healthcare system; personal health records

The “Why” – Current State Opportunities All nine Hospitals utilize Meditech to some degree Some sharing of systems between hospitals Flow of patients between hospitals Mix of several large and small hospitals First Meditech 6.0 implementation in Canada Low investment in IS/IT Components of the EMR implemented across the nine hospitals include: 50% fully implemented 9% partially implemented 41% have yet to be implemented Low adoption compared to peers Common and consistent clinical processes Streamline patient care delivery Increase communication between care providers Decrease duplication Enhance patient safety Increase patient satisfaction Integrated workflow and business processes ultimately drive Hospital efficiencies

The “Why” HITSS– Potential Benefits “Better bang for the buck” Economies of scale, including access to technologies could not do alone Leverage experience and “best practices” Platform for standardization of business and clinical processes Supports “circle of care” – sharing of clinical data Ability to input and view patient information from anywhere and anytime across CE LHIN hospitals Integrated view that provides comparison and trending of information across organizations Critical mass Integration Strategically positioned for provincial projects Allows Organizations to focus on core clinical business vs. technology Human resource sustainability Ability to attract, retain, and recruit strong, knowledgeable IT resources Increases the depth and expertise

Critical Success Factors Leadership / champions: a passion for step change Compelling case / sense of urgency Scalable, standardized and sustainable solution(s) Strategic map between organizational objectives and future business strategy Objectives need to transcend cost savings Solid performance and improvement targets People management Experience delivering shared services Capacity to support and sustain adoption / transformation Robust stakeholder engagement process Clinically driven PMO functions Transition funding

Next Steps Finalize report on current assessments Agree to the gaps Bring report back to CEEC to define Vision prior to continuing the analysis to determine benefits to the organizations