Poster Presentation Joint 2016 COSA and ANZBCTG Annual Scientific Meeting

“Big Bang”: Going live on implementation of the Digital Hospital Program in Cancer Services at Princess Alexandra Hospital (#256)

Leanne Stone 1 , Renea Collins 1
  1. Princess Alexandra Hospital, Wooloongabba, QLD, Australia

Title: “Big Bang”: Going live on implementation of the Digital Hospital Program in Cancer Services at Princess Alexandra Hospital

Introduction
The Digital Hospital Program (DHP) at Princess Alexandra Hospital (PAH) is Australia’s first large-scale DHP focussed on the transformation of traditional paper formats to an integrated electronic medical record (ieMR). It represents a significant change in workflow.
Objectives/Aims
The aim of this presentation is to describe the procedures that enabled and impeded successful implementation of the DHP during the fortnight-long go-live period in the Division of Cancer Services, PAH.
Description/Methodology
Governance procedures were developed by the Training Advisory Committee and the Digital Implementation Group, comprising multidisciplinary stakeholders. These underpinned all implementation processes, such as clinician-tailored training programs using strategies such as concept socialisation, cancer service-specific dress rehearsals and clinical scenarios. Training was supported by a nurse-led, multidisciplinary team of change champions, clinical informatics specialists, ‘super-users’, and consumers. Implementation was enhanced by digital-driven changes in the model of care, e.g. approaches to therapeutic communication with patients and modification of staff roles. Constant support was provided by digital ‘floorwalkers’ on all shifts. A ‘dashboard’ system measuring staff training attendance and proficiency monitored progress daily.
Outcomes
The DHP was implemented on time, on budget and with all cancer services staff deemed competent on go-live day. No patient complaints or incidents were reported during implementation or to date. The Best Practice Australia Survey concurrently administered indicated staff satisfaction continued to benchmark above average during the implementation period.
Conclusion
Creating a network of frontline cancer staff, supported by good governance, has delivered a transformational change resulting in successful implementation of the DHP.