SECTION 2
Client Care and Service
Community Focused
Continuing Care
Emergency/Trauma
Maternal, Child & Youth
Medical Care
Mental Health
Palliative Care
Specialized Intensive Care
Surgical Care

SECTION 3
Support Services
Information Management
Human Resources
Physical Environment

SECTION 4
Leadership/Partnership
Strategic Directions
Implementing Strategic Directions

This team is still evolving and will eventually include the chairs of six user groups, as well as front line staff. The goal of becoming a user driven team will enhance the work already done by the external consultant, physicians and the information management experts from acute, long term and continuing care and the community. Recognition is given to the information management and technology staff who participate in peer group meetings within and outside the health industry.

Although ILPH (Inglewood Care Centre) is in the early stages of automation, it does maintain a web site which has received inquiries from around the world. Infection control and nutrition services use computers for segments of their programs.

The goal of developing an integrated information system across the continuum is proceeding in concert with strategic directions. Criteria and a tool for assessing priorities are used to assist with decision making around information management. Physicians offices are connected to the hospital which facilitates quick access to diagnostic results. A provincial public health information system is in place.

Staff have access to technical support and training and have received education on information and privacy legislation, as well as regional policy and practice. In addition to processes for ensuring relevant, timely and accurate information, there is an emphasis on quality and teamwork regarding the use of information. Data analysts from various programs work together to integrate data that is formatted into a balanced score card report.

There are processes for maintaining, storing and disposing of data and information. Access to and release of information have been improved through security mechanisms such as password protect and virus checking software. The inventory of technology, along with committee review of all capital project requests dependent on information technology, assist with ensuring consistency among sites.

Much effort is made to share information. This is done externally through local newspapers, annual reports and regional newsletters, population health profiles, education sessions and open houses, and by participating on multi-jurisdictional committees and task forces. Internal processes include E-mail, automated scheduling applications, and Internet access.

The team has embraced the concept and philosophy of continuous improvement and intends to develop indicators for monitoring quality improvement efforts. (See Recommendation 5, page 25.) Priorities relate to further development of the comprehensive information management plan, processes for ensuring that quality initiatives improve health outcomes and corporate decisions, and centralized health records management.

Efforts are under way to improve on-line access for all sites in response to the growing demand for remote access to data and application servers. NSHR has introduced a web site to help with staff recruitment.