What is the Leapfrog programme?
The Leapfrog programme consists of a small number of organisation-wide projects each contributing to achieving significant changes to meet our organisation’s priorities and goals. The aim of the programme is to support a focused, intensive burst that will result in a large leap in achieving our goals and to help to instil a culture of improvement and innovation.
The Leapfrog programme team has members from within the organisation. Each member brings a different skill set and network to the team to either provide advice across all of the programme’s projects, or to lead one of the projects. As the projects have progressed, the team members share learning and leverage off the other projects in order to fast-track processes where possible.
What are we trying to achieve?
The overall aim of the Leapfrog programme is to improve the health outcomes and the experience of patients and their families / whanau within our healthcare services.
Combining these projects into an overarching programme will provide them with greater visibility, attention and support from senior management and allow the projects to move along at a faster pace. Some of the projects also interlink, so this programme provides an opportunity for networking and sharing of resources.
What have we done?
Leapfrog programme projects
Each project within the programme has a long-term vision and the components of each project collectively contribute to a significant step-change in digital transformation. View of a video below about some of the completed projects from Leapfrog, or read more below about each workstream:
1. Mobility strategy
As part of the Mobility Strategy we have made free Wi-Fi available across all of our main hospital and community based sites for our patients and staff to access.
This project has also enabled us to implement other wireless electronic initiatives such as:
- electronic prescribing and administration on iPads [link]
- electronic nursing observations and assessments on iPads (eVitals) [link]
- dictation on smartphones [link]
- iPads for community-based allied health staff [link]
- patient entertainment systems [link]
We are currently developing a Mobile Enterprise Application platform that will enable us to build clinical apps for use by staff on mobile devices that are managed by our Mobile Device Management platforms.
2. Electronic prescribing and administration of medications
The roll out of the ePrescribing system has taken place across the entire DHB, now covering approximately 980 beds [view more about ePrescribing].
3. Enhancing data capture
We are implementing voice-to-text software for the organisation with the aims of:
- improving the timeliness and accuracy of transcription services
- increasing the visibility and availability of health information for clinical decision-making
Waitemata is the first DHB to launch this software, and our renal service the first to test the system and go live. Initial issues have all been addressed and the service is now rolling out to over 130 users.
5. Electronic ordering systems
We are developing electronic ordering systems for laboratory and radiology tests. Electronic and automated systems will help reduce administration time, duplication and unnecessary testing.
eRadiology launched in December 2015 and very quickly rolled out across our hospitals. This project included addressing related processes such as sign-off protocols and links with the patient management system. The benefits have been reduced turn-around times in radiology and increased visibility of ordered tests [view more about eRadiology].
The next phase of this project, eLaboratory, is due to go live early in 2017.
5. Clinical decision support tools
Our long-term vision is to introduce clinical decision support tools into clinical practice for the early identification of deteriorating patients based on vital signs, and to provide standardised responses to deterioration, including communication protocols. An analysis of international best practice identified the need to capture vital signs and nursing assessments of patients electronically to support this.
eVitals is our project to implement this system across the organisation [view more about eVitals].
6. Better outpatient follow-up
We are supporting clinical services to better identify specific populations for better management of care going forward. Our team has been working with some of the surgical specialties to address their waiting times, segment their patient populations and look at other ways to provide follow-up beyond routine hospital clinic visits. This includes trialling the ability for patients to ring for an appointment if needed within pre-specified timeframes. We are also exploring remote consultations (via phone and video).
7. Patient experience reporting
We have implemented a new patient and staff experience reporting system to allow us to capture feedback from our patient and staff [view more about patient and staff experience reporting].
The team will continue to develop patient reported outcomes and analytics in this system. This builds on previous work awarded an IPANZ award for ‘Excellency in Integrity and Trust’ and an HR award.
8. Best facilities planning
Our aim is to ensure future focused design in the organisation’s facilities. By examining new and potential models of care from best international examples, we have been building a library of innovations documents and reports that are available to all teams considering care redesign and new facilities projects.
A Design Group has previously developed a set of core design principles to apply across our facilities programme. The Design Group, in consultation with staff, has built up background research on 'the ideal ward' addressing common organisation-wide design issues in an attempt to design a generic but adaptable, future-focused ward. Early concept designs are now to be built as 'mock ups' for further co-design processes with patients, whanau and staff.
[View more about facilities & service development]
9. Improving primary care connections
A number of primary care leaders participated in our Enhanced Care Management and Clinical Leadership programme [view more about our Enhanced Care Management and Clinical Leadership programme], as we attempt to build primary care leadership into service design for the organisation. Initial exploration of issues with communications within the transitions of care as well as the connection points between primary and secondary care, has led to the development of a number of proposals in this area with the work plan still to be confirmed.
Where to from here?
We will continue to progress each project within the different work-streams to completion. We will continue to progress each project within the different work-streams to completion. The second phase of Leapfrog is currently being discussed, with new proposals expected late 2016/early 2017.