LHIN e-health Leads Council

Transcription

1 LHIN e-health Leads Council Deployment Readiness Assessment The purpose of this e-health Deployment Readiness Assessment document is to identify appropriate criteria for consideration in assessing the state of e- Health deployment readiness in the LHINs. This set of criteria is only one of the contributing factors necessary to determine the state of e-health deployment readiness and the sequencing of deployment in the LHINs to achieve the e-health agenda. Within this document, there are seven assessment criteria. Each criterion may contain a combination of checklist questions and short answer questions. The assessment was created with the perspective of enabling fair and objective comparisons between LHINs. Version 14 December 19,

2 1A. Current Participation Statistics in Provincial Projects The statistics in the table below were/will be supplied by the various Project Leads within the Ministry of Health and Long-Term Care (MoHLTC). The table is an indication of current percentage of project participation within each LHIN. The completed set of data, once collected by the MoHLTC e-health, will be presented to the LHIN e-health leads for review\comment to validate the information. Provincial Project OLIS ereferral & Access Tracking System Drug Profile Viewer (DPV) HOBIC DI PACS EMPI WTIS CCAC Long Stay Assessment Software (LSAS) CCAC Common Intake Assessment Tool Long-Term Care Homes Common Assessment Community Mental Health Common Assessment Common Data Set Mental Health Management Information Systems (MIS) / Ontario Health Reporting Standards (OHRS) Financial & Statistical Management Systems (FSMS) More? Total # of Agencies # of Agencies participating % of Agencies participating Expected Completion Date Total Value: Version 14 December 19,

3 1B. e-health Deployment Success Factors Deployment involves all the activities required to assure successful adoption of a new system. Among others, these include planning, staffing, governance, privacy and security, business process analysis and redesign, change management, training, quality assurance, implementation and adoption. Circle the applicable rating and provide comments to support your selection. Identify the degree to which agencies in your LHIN are willing to participate in provincial projects. Consider past and present participation as well as current attitudes about potential initiatives. Rating (circle the most appropriate) High Medium Low There has been participation from Central LHIN agencies in the following provincial ehealth projects: WTIS Southlake Regional Health Centre was amongst the 1 st group for pilot) EMPI Southlake Regional Health Centre was amongst the 1 st group for pilot CCIS DPV TEN/PACS (now renamed to HDIRS) COHPA Central Ontario Hospital Procurement Alliance - eprocurement project SSHA Network Refresh E-Referral Emergency Department Reporting System (EDRS) (Southlake Regional Health Centre agreed to pilot) HOBIC - Central LHIN has developed a collaborative partnership with the HOBIC Coordinator to implement HOBIC in hospitals and long-term care homes throughout the LHIN. One site will be live by Jan 30/08, and 3 other sites are in the planning phase. In the LTC sector, one site went live April '07 (Early Adopter), 2 sites will be live by Feb 1/08, and 4 sites are in the planning phase. We are exploring strategies to further inform and engage our organizations and other stakeholders. Other initiatives: CCAC Long Stay Assessment Software (LSAS) CCAC Common Intake Assessment Tool Long-Term Care Homes Common Assessment Version 14 December 19,

4 Community Mental Health Common Assessment Common Data Set Mental Health Management Information Systems (MIS) / Ontario Health Reporting Standards (OHRS) Financial & Statistical Management Systems (FSMS) How strong is participation in committees and/or work groups that are specifically dedicated to supporting planning and deployment in support of provincial e-health strategies? High Medium Low CLHIN was one of the first LHINs to form an IM/IT/eHealth Advisory Committee. The Committee had representation from all sectors, met monthly for two years and developed an ehealth Strategy in 2006, which was aligned with the emerging provincial ehealth Strategy. The Committee also provided a forum to plan and coordinate the local implementation of provincial ehealth projects such as EMPI, WTIS, DPV, etc. The CIOs from each hospital in the LHIN have also been meeting regularly for a number of years to plan and coordinate their ehealth activities. Stevenson Memorial, Southlake and York Central Hospitals have had a collaborative IM/IT/eHealth program and a single CIO since 2005, which has achieved efficiency and coordination. The CLHIN ehealth Lead sits on the Access To Care Committee and OHA ehealth Committee and EMPI Active Integration Project. In late 2007, the Central LHIN decided to merge its ehealth Committee with the Toronto Central LHIN ehealth Council to form a Joint ehealth Council with representation from all sectors. CLHIN also formed a Family Physician Advisory Committee which meets regularly with the ehealth Lead and is developing plans with Ontario MD to increase physician ehealth system integration and participation in CDMP projects. The Central LHIN Seniors Network identified several ehealth priorities in its Aging at Home Strategy and conducted a survey of agency readiness including questions on ehealth readiness. The Mental Health and Addictions Network has provided a forum for agencies from all sectors to plan the local implementation of SSHA network connectivity and Secure as well as provincial ehealth initiatives. Consider how likely your LHIN is, as a whole, to succeed in deploying or implementing new provincial systems. How cohesive are agencies with respect to achieving a common goal? High Medium Low Version 14 December 19,

5 The Central LHIN is well positioned to deploy new provincial systems. The LHIN organizations have already successfully implemented several provincial projects on time and taken leadership roles on some. Agencies have been working together on a wide range of common goals related to ehealth. In addition to strategic goals through the IM/IT/eHealth Committee, the following collaborative bodies of HSPs have been developing common ehealth objectives: The Family Physician Advisory Committee set goals of increasing the implementation of electronic medical records (EMR) in family physician offices and integration with hospital information systems The Senior Advisory Network set goals of completing the online service inventory, making effective use of technology (information, e-health referrals), implementing standardized assessment through a Capacity-building Workgroup, and establishing Outpatient At-Home Services for Seniors with Diabetes in Underserved Areas. The Mental Health and Addictions Network established a common data work groups; and The Chronic Disease Management and Prevention Committee and related Work Groups set goals to complete the web-based service inventory, and develop an electronic health record (EHR) for each patient, decision-support capacity for physicians and patient access to their own medical records (portal). The LHIN has formed a Joint Project Management Office (PMO) with the Toronto Central LHIN with professional implementation capacity (see PMO section below). The PMO s extensive history of successfully leading or piloting provincial implementations amply demonstrates that we are well positioned to implement future provincial systems: To implement DPV the Joint e-health Project Management Office (PMO) is coordinating the activities of 9 organizations representing 11 sites within the TC LHIN and Central LHIN To implement NRP the Joint e-health Project Management Office (PMO) is coordinating the activities of 68 organizations representing sites within the TC LHIN and Central LHIN To implement SSHA Connectivity and Secure Mail the TC LHIN e-health Project Management Office (PMO) is co-ordinating the activities of all organizations within the TC LHIN and Central LHIN which have not already implemented Secure . Version 14 December 19,

6 2. Effective Governance and Leadership Governance Check all that apply: Governance committee in place that represents all e-health providers within the LHIN LHIN CEO and provider agency CEO sponsorship LHIN e-health Lead plays key role in committee A No Opting Out provision within the Term of Reference (TOR) Transparent accountability Governance model functioning well N/A In the process of establishing a governance structure Role of LHIN e-health Lead is clearly identified Leadership e-health Lead Leadership (Track Record e-health Lead Effectiveness) this may be a good area for short answers. Questions 1. Briefly describe how you have fostered collaboration among the various HSPs in your LHIN The Central LHIN Community Engagement Strategy has been extensive and mobilized all of the HSPs through several phases of consultation and dialogue leading to the Integrated Health Service Plan, which included the ehealth Strategic Plan. The specific process to develop the ehealth Strategy involved all of the HSPs within the scope of the LHIN in both gathering information and validating the draft strategy. All HSPs were invited to implement connectivity to the SSHA Secure Network and Secure to establish a foundation for additional ehealth initiatives, and the LHIN has been working with SSHA and the HSPs to complete the implementation. The ehealth Committee of the Central LHIN has developed liaisons with the other planning bodies of the LHIN and the networks of HSPs to communicate the ehealth strategy and to plan and coordinate ehealth support to their business objectives. For example, recently the Central LHIN Community Support Services Network conducted a survey of community support service agencies to gather additional ehealth readiness information prior to developing its Aging at Home plan. 2. Briefly describe activities you have engaged in that demonstrate your ability to form collaborative partnerships with other LHINs (projects, working groups, committees, etc.) Version 14 December 19,

7 In addition to participating and playing leadership roles among the LHINs at the provincial level, the Central LHIN in 2007 formed a Joint ehealth Council and Joint PMO with the Toronto Central LHIN to better serve their common patient population and implement projects among their many common health service providers. The membership of the new Council includes all sectors of the health system. Terms of Reference for the new Joint ehealth Council were approved by the Boards of the two LHINs and a Memorandum of Understanding (MOU) was signed. The MOU covers the establishment and operation of a Joint ehealth Program and a Joint Project Management Office (PMO), and the integration of their activity with the other work of the two LHINs. The Joint ehealth Council provides strategic and operational advice on the development and implementation of an e-health Strategy for the Toronto Central and Central LHINs, which is aligned with the provincial ehealth strategy. Specifically, the Joint ehealth Program: Conducts joint ehealth planning for the two LHINs Creates a Joint ehealth Strategy and revise / update it as necessary Develops a common set of priorities and annual work plan Conducts joint procurement of ehealth products and services Prepares and submits joint funding applications for ehealth projects where appropriate Makes recommendations to the Boards of the two LHINs on ehealth matters. The Joint PMO manages the implementation of the annual ehealth work plan including specific ehealth projects assigned to it and provides day-to-day ehealth support and advice to the staff of the two LHINs Another example of collaboration across LHINs is the common project to create a web-based service inventory, which involves the two LHINs and CCACs as well as others. 3. Describe the degree to which the e-health providers within the LHIN have demonstrated positive results with respect to joint e-health initiatives As noted above the long-standing collaboration between Stevenson Memorial, Southlake and York Central Hospitals has achieved significant efficiencies. The COHPA supply chain management collaboration has facilitated the development of eprocurement in addition to other efficiencies. The TEN/PACS project has demonstrated similar benefits in efficiency and effectiveness. The Wait Time Information System has proven to provide beneficial results to the hospitals. Trends in the Central LHIN area show significant decreases in wait times for a number of key health services. Wait times in which nine out of 10 patients have completed their surgery or have had their exam in the Central LHIN area have decreased significantly since August/September 2005 by: Version 14 December 19,

8 51.9 per cent for cataract surgery (138 days) 44.4 per cent for knee replacement (199 days) 44.4 per cent for MRI scans (67 days) 25.6 per cent for cardiac bypass surgery (12 days) 11.6 per cent for CT scans (eight days). The Drug Viewer Project (DVP) Enhancement Initiative has also shown great success and positive response from end users. A survey was taken from the DVP End users and 76% of survey respondents felt it had features needed for their work. 66% of users have integrated it into their workflow. About 8 out of 10 agreed that they were satisfied with the DVP system, would recommend to others and that it would improve work processes The DVP System has shown to reduce the time needed for a medical assessment and allow for a faster diagnosis, and has improved the ability to avert potential adverse drug reactions and assess patient compliance. SIMS Partnership Several Central LHIN HSPs are members of SIMS, which is a voluntary information management and technology partnership between 13 healthcare organizations in the Greater Toronto Area. These organizations identify, plan, and implement joint initiatives that contribute to a coordinated and integrated healthcare delivery system. Patient Results Online (PRO) Some Central LHIN hospitals and the Family Physician Advisory Group are in preliminary planning stages to implement a clinical viewer called PRO. This system allows viewing organizations to access data for care their patients received from Mount Sinai and University Health Network. Additional organizations will be providing data into PRO in the near future. 4. Describe the degree to which the LHIN has demonstrated innovation and adoption with respect to e-health solutions within an environment of constrained resources As noted above the long-standing collaboration between Stevenson Memorial, Southlake and York Central Hospitals has achieved significant efficiencies. The COHPA supply chain management collaboration will facilitate the development of eprocurement in addition to other efficiencies. The TEN/PACS project has demonstrated similar benefits in efficiency and effectiveness. The Central LHIN collaborated with other LHINs and CCACs to create a web-based service inventory to meet the needs of a wide range of Central LHIN providers and several objectives of the IHSP. The LHINs saved money and time by leveraging the existing system and information and referral knowledge resident at the CCAC and achieving economies of scale on the purchase of hardware and site licenses. The Central LHIN has awarded funding for Chronic Disease Management & Prevention: Outpatient At-Home Services For Seniors In Underserved Areas - The aim of this proposal is to improve client outcomes by reducing barriers to accessing health care for seniors with diabetes currently living in rural and remote areas of the Central LHIN. This strategy is designed to bring services directly to the clients, ultimately improving Version 14 December 19,

9 outcomes and enabling independence. This innovative collaboration between Southlake Regional Health Centre and VON Canada will target seniors with diabetes living marginally in rural communities and who are at high risk of hospitalization or emergency room use. The initiative combines telehomecare monitoring (daily monitoring of blood glucose, blood pressure and weight) with an outreach clinic model which includes an RN and dietician to provide outpatient education, counselling and follow-up; and collaboration with the municipal Parks and Recreation Department to implement a community exercise program with trained professionals as an adjunct to the outreach clinic. The Chronic Disease Management and Prevention Advisory Network, with broad representation from consumers, hospitals, CCAC, community health service providers, disease-specific agencies, and family physicians, has identified this collaborative proposal as its number one priority for implementation as it addresses issues of access, coordination, quality, and efficiency in rural and underserved communities; utilizes technology to improve client outcomes and reduces health costs; and offers an interdisciplinary, cross-sector approach that builds local capacity and sustainability The Central LHIN is currently planning the potential expansion of the resource management system piloted in the Toronto Central LHIN, thereby leveraging the foundation already established and the potential economies of scale. The Central LHIN partnered with SSHA to promote and facilitate the implementation of SSHA Network Connectivity and Secure , and the Central LHIN Physician Advisory Committee has been working with Ontario MD to develop a strategy to engage more physicians in ehealth planning and increase the uptake of electronic medical records. LHIN CEO Leadership to be answered by the LHIN CEO Questions 1. Provide 2 or 3 examples that illustrate your leadership in promoting and advancing the e- Health agenda within your LHIN. The Central LHIN identified e-health activities as a key enabler of the transformation of the LHINs. Our leadership in promoting and advancing the e-health-health agenda is amply demonstrated by: Early development of an ehealth Strategic plan aligned with the provincial strategy The collaboration of the TC LHIN and Central LHINs and the creation of the Joint e- Health-Health Council, and shared Project Management Office. (No other LHINs have adopted a similar collaborative approach.) E-Health-Health Strategic Council has moved very rapidly to implement initiatives that will enhance healthcare delivery despite constrained resources. The CEO is the LHIN CEO E-Health Lead and sits on the ehealth Leads Council 2. What are the initiatives within your LHIN e-health Strategic Plan, you deemed as priorities to accelerate the e-health agenda? Version 14 December 19,

10 The Central LHIN ehealth priorities identified in the e-health Strategic Plan included: Chronic Disease Management (CDM) - Development of a comprehensive diabetes management program including expansion of the existing patient portal s functionality and volume of users, development of a comprehensive patient registry to assist providers in managing patients, and engagement with the primary care sector. Inventory of Services Electronic inventory to include all health services offered within the Central LHIN through a single point of access for clients and providers SSHA network connectivity and secure All the provincial ehealth projects DPV, OLIS, EMPI, WTIS Development of a clinical portal and a patient portal 3. What 2 or 3 obstacles or challenges, beyond funding, have you identified in your LHIN that would impede your efforts to move the e-health agenda forward? Different hospitals have different CIS/HIS, and there is no short-term migration plans hence interfaces and portals will need to be developed. The hospitals have yet to commit resources to directly fund CLHIN E-Health activities/initiatives 4. If there is one thing you can do to accelerate the e-health agenda in your LHIN what would it be? Development of a comprehensive chronic disease management program, beginning with diabetes which includes expansion of the existing patient portal s functionality and volume of users, development of a comprehensive patient registry to assist providers in managing patients, and engagement with the primary care sector. Develop the clinical portal to more effectively share patient information among providers. Not only will this lead to better overall health among Central LHIN residents but also a reduction in Emergency Department (ED) admissions, as many patients come to the ED as a result of diabetes complications. Version 14 December 19,

11 3. Level of Secure Network Connectivity LHIN Connectivity with Providers (excluding physicians) using SSHA supplied bandwidth LHIN # Installed # Sites % Complete South East % Central West % Champlain % North-East % South West % North Simcoe Muskoka % Waterloo Wellington % Hamilton Niagara Haldimand Brant % Mississauga Halton % Central East % Erie St. Clair % North-West % Central % Toronto Central % Grand Total % Will include stats on network providers other than SSHA. Version 14 December 19,

12 4. Community Engagement Community engagement includes the processes and strategies employed within the LHIN, or within a particular project, to involve the community or ensure community participation. There is a difference between community consultation and community engagement. Community Engagement encompasses a wide variety of activities from consultations with the public to community development and community capacity building. The goal of community engagement should be to develop and enhance public participation in e-health planning, deployment planning and decision-making, and to raise awareness within the LHIN about LHIN-specific issues and concerns that may not otherwise be apparent. Effective, open and honest communication within the LHIN is fundamental to any strategy, deployment plan or consultation process. There are distinct levels of community participation, which, in turn, lead from community consultation to community engagement. The range spans the following; Sharing Information, Consultation, Deciding Together, Acting Together and Supporting each other s projects or initiatives. Check all that apply: LHIN involves HSPs in decisions about what affects their e-health environments LHIN encourages HSPs to become involved in activities and / or services delivered at a neighbourhood level Have identified the opinion leaders or influencers in the LHIN Decision making process with broad representation in place Have an ongoing process to identify e-health needs and issues in the LHIN LHIN e-health Steering Committee in place with regular meetings and agenda that represents interests of all HSPs Information shared with HSPs via s, newsletters, bulletins, etc. Other considerations for self-assessment and interview, respond to the following with short answers: 1. How was information fed back to the HSPs after consultation? Information is communicated to our HSPs through direct forums, sharing reports and other documents, CLHIN web site, periodic updates, Central LHIN board presentations, briefing notes, regular Joint e-health Strategic Council meetings, and ehealth representation at other LHIN planning meetings. Version 14 December 19,

13 2. What process is in place to solicit HSP issues, concerns and suggestions? E-Health representation is provided at other LHIN planning meetings to provide information and solicit input and feedback. The e Health Council has representation from all sectors. A readiness assessment survey was recently conducted with community support service agencies to identify issues and concerns and priorities. 3. Describe any existing Memorandum of Understanding or Memorandum of Agreement currently in place list the participating sites (LHIN partners, LHIN HSPs). A memorandum of understanding (MOU) between the Toronto Central and Central LHINs was established in November This MOU defines the terms of a joint e- Health program of the Toronto Central LHIN and the Central LHIN. The MOU describes the parties common expectations and supports consistent messaging to stakeholders of the two LHINs. The MOU covers the establishment and operation of a Joint e-health Program and a Shared Project Management Office (PMO) and the integration/coordination of their initiatives with the activities of the participating LHINs. 5. Primary Care e-health Preparedness The table below produced by OntarioMD indicates the percentage of family physicians who have received funding for one of the certified CMS applications. It is recognized that primary care is delivered in FHTs, FHNs, FHGs as well as hospitals CHCs, and solo and small groups. Fiscal Year LHIN Name Total Number of MDs Family Practice Funded F.P.s MDs Specialist # % Rank Waterloo Wellington % North West % Hamilton Niagara 2,375 1,024 1, % 3 Haldimand Brant North East % North Simcoe Muskoka % South West 1, % South East % Central West % Champlain 2,834 1,294 1, % Central East 1,900 1, % Mississauga Halton 1, % Central 2,448 1,325 1, % 12 Version 14 December 19,

14 Toronto Central 4,579 1,460 3, % Erie St. Clair % Total: 22,725 10,706 12,019 1,373 13% Questions: To what degree are the non-physician health care providers who are likely to be involved in chronic disease management electronically connected? Rating (circle the most appropriate) High (75%) Medium (25-74%) Low (0-24%) The non-physician agencies involved in CDMP have been targeted to implement Secure . A project manager has been hired to speed up the implementation of Secure and network connectivity. Several of them are members of SIMS which 100% of the Central LHIN Hospitals on the CDMP Advisory Network are electronically connected. To what degree are specialist physicians in the LHIN electronically connected? High (75%) Medium (25-74%) Low (0-24%) In the CLHIN, the majority of specialists dedicate a significant part of their practice to seeing patients in hospital and hence are connected to hospital systems. 6. Information System Readiness (Degree of Congruency) This examines the existing Health information systems (HIS) within each LHIN and assesses the level of effort required for system integration. A look at how well it can execute on the integration of data and workflow and the degree of congruency. Factors for consideration, respond in short answer form: The maturity of the HIS, Where are they in their life cycle? Are they due for replacement or upgrade? How stable are they? List the information systems within your provider organizations (HIS, CCAC Applications, LTC Information Systems (i.e., PointClickCare), CMS Well aligned as defined by degree of homogeneity, enterprise wide integration, etc. Version 14 December 19,

15 Circle the applicable rating and provide comments to support your selection: Questions: The degree of congruency for integration Rating (circle the most appropriate) Medium (stratified environment, different versions of the same HIS) High (Homogeneous) Low (Mixed environment) There are three hospital information systems and several community systems, but potential to integrate through portal technology Percentage of potential for integration High (75%) High potential for integration through portal technology Medium (25-74%) Low (0-24%) The degree of effort required to perform system integration sharing data among systems High Medium Low The portal technology allows for ease of integration between the hospital systems within CHLIN. Maturity and stability of the systems High Medium Low The current hospital and CCAC systems are mature and stable Likelihood of system upgrade High Medium Low Systems are updated regularly and do not currently need updates. Version 14 December 19,

16 Likelihood of system replacement High Medium Low Systems are mature and stable. The likelihood of system replacements for hospitals is lower than the likelihood of an upgrade. The likelihood of system replacements for mental health and addictions and some communitybased agencies is higher than the hospitals. Agency connectivity Consider how well the various agencies in the LHIN are connected and able to share data electronically. This includes connectivity with the Ministry and with each other. Think about whether the various agencies have either achieved system integration or completed a plan to do so. For example, this might include using the same systems across all hospitals or implementing a system that would allow for data sharing across different systems. High degree of connectedness between all agencies and a demonstrated track record of working together to support and achieve system integration Medium degree of connectedness between all agencies and a demonstrated track record of working together to support and achieve system integration Low degree of connectedness between all agencies and a demonstrated track record of projects or initiatives contrary to provincial directions don t like this wording 7. PMO Development Measuring the degree of PMO infrastructure within the LHIN, answer the following in short answer form. 1. Describe the vision/model of the LHIN PMO. A mature, capable e-health PMO is already in place in the Toronto Central and Central LHINs. The E-Health PMO manages the implementation of the annual e-health workplan and projects, and provides day-to-day e-health support and advice to the staff of the two LHINs. The LHIN is also contemplating the development of a project coordination office (PCO). The PCO will provide oversight to projects funded by the Toronto Central LHIN and executed by one or more of its health service providers. This centralized PCO will enable the TC LHIN to better align and monitor their project portfolios thereby improving the performance and success of TC LHIN initiatives. We are currently in the start up phase for the PCO. The e-health PMO uses a consistent project management methodology including: Project charter Version 14 December 19,

17 Project plans Budget Risk assessment and mitigation strategies Evaluation process Benefits realized (standard metrics and tools to assess project progress and outcomes) Communication plans Project repository (for working documents and final deliverables) Change management Standard contracts (for provisioning or procurement) Each project has its own Project Agreement signed by the participating organizations for which the e-health PMO is accountable. The PMO provides monthly updates on joint projects to the two LHIN e-health leads. The e-health PMO also employs a Project Management Information System (PMIS), used by resource and project managers to track project tasks, operational activities, and resource progress over time. The e-health PMO adopted PMIS to increase accessibility and congruency of data for planning, financial and process improvement purposes. 2. Provide the organization structure of the LHIN PMO. The e-health PMO maintains a team of project management staff (project managers and analysts) to manage and report on the implementation of e-health projects. The e-health PMO Senior Project Manager reports to both e-health Leads through the Director, Health System Integration. Analysts report to the e-health PMO Senior Project Manager. 3. Define the current process for acquiring resources for projects. Through our existing procurement/provisioning process the LHIN / PMO select lead organizations to sponsor/lead our e-health initiatives. The lead organization may elect to outsource project tasks to project managers/consultants/it specialists etc. or use internal resources to implement e-health initiatives. Check all that apply: Have one set of tools within the sites to support decision making process Have multiple sets of tools within the sites to support decision making process Have one set of templates within the sites to support the various stages of project management Have multiple sets of templates within the sites to support the various stages of project management Version 14 December 19,

18 Tools exist currently within the LHIN to support the following PMO areas Templates exist currently within the LHIN to support the following PMO areas Check all that apply Charter creation Scope Creation and Management Project Planning including project scheduling, resource planning, risk management planning, financial planning and procurement Communications planning Project Monitoring and Controlling Project Closure including project archive and lessons learned Charter creation Scope Creation and Management Project Planning including project scheduling, resource planning, risk management planning, financial planning and procurement Communications planning Project Monitoring and Controlling Project Closure including project archive and lessons learned Project repository Collaboration 8. Summarize your LHIN s position State whether you think your LHIN is ready to be part of the initial group for the Chronic Disease Management deployment. The Central LHIN is ready to be part of the initial group for Chronic Disease Management (CDM) deployment. If the answer is yes, summarize your LHIN s vision and strength to succeed in the Chronic Disease Management deployment. Version 14 December 19,

19 CDM is a high priority of the LHIN. We have engaged the relevant HSPs in a variety of structures to effectively plan and implement ehealth solutions. We have a track record of implementing provincial e-health solutions. We have established a partnership with the Toronto Central LHIN to more effectively serve our common patients and providers. The partnership includes a Joint PMO with the capacity and expertise to implement ehealth solutions. The collaboration with the TC LHIN provides the CLHIN with an opportunity to leverage their CDM initiatives/technologies/processes/engagement process etc. to implement a CDMP. If the answer is no, summarize you current position and the expectation with respect to support that will enable your LHIN s readiness in the subsequent cycles of deployment. Version 14 December 19,