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Update to Leadership Forum & OpNet January 6, 2005 .

Update to Leadership Forum & OpNet January 6, 2005. Launching new branding next week C3 is the broad term being applied to a number of current initiatives including: CDI (Cooperative Diagnostic Imaging) Video Care Regional Lab London EPR Regional (Thames Valley) EPR. New Branding.

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Update to Leadership Forum & OpNet January 6, 2005 .

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  1. Update to Leadership Forum & OpNet January 6, 2005 .

  2. Launching new branding next week C3 is the broad term being applied to a number of current initiatives including: CDI (Cooperative Diagnostic Imaging) Video Care Regional Lab London EPR Regional (Thames Valley) EPR New Branding

  3. Future state process workflows were approved by Advisory Group in December Confirm optimal future state that will be implemented as part of EPR Design teams will take these high level process flows and build actual detailed process Current Activities

  4. Will be forming the steering committees for Clinical Documentation Clinician Review CPOE Critical Care Cardiac Care Steering Committee

  5. Posted nine positions 1 Training/Education Lead 1 Clinical Content Lead 4 process leads for Clinical Documentation 2 process leads for Clinical Review 1 process lead for CPOE Many applicants, interviews underway, will be contacting clinical leaders Project and Process Leads

  6. Implementations on schedule PharmNet goes live at LHSC February 14th, will be additional communication over next few weeks SurgiNet rolling out at SJH today for scheduling components, later in January for documentation LHSC- UC goes live in February, VC in April PharmNet/SurgiNet

  7. Project has been phased, with phase 1 the decommissioning of HBOC at SJH/Parkwood sites, and bringing those sites up to current LHSC installed version in early April Additional phases will then address RMH and LRCP sites, again moving them to current LHSC installed version Last phase will then upgrade all sites including LHSC to updated version/functionality Scheduling/Registration

  8. Has been identified that we need to consider and plan for clinical restructuring (milestone 1), EPR, Accreditation and achieving balanced budget simultaneously Have been working with Senior Leadership to consider how these priorities can be phased/scheduled to ensure success of all Competing Priorities

  9. Thank you for your continued support

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