Public Health

Onepoint’s teams have extensive experience and a culture of working with public health sector stakeholders, based on the strong commitment of our French firm as a contributor to the renewal of French sovereignty in healthcare and e-health, as well as a strong footprint in R&D & innovation.

This strong footprint in R&D & innovation is the core of our firm and allows us to be a driving force for our clients in addressing future healthcare challenges. For example, the Hospeech partnership signed with the Saint Joseph Hospital Group on artificial intelligence.

Our teams have experience in managing large national healthcare programs. This experience is based on a highly industrialized deployment methodology, meeting all national regulatory frameworks (interoperability framework, HDS regulatory compliance, GDPR, PGSSI-S, etc.).

Our experience also takes into account the specificities of each software solution from HIS (Hospital Information System) providers, as well as the practices of different types of healthcare establishments and professionals, including the deployment of the ROC/Simphonie project across 3,000 public and private healthcare establishments, including MCO, PSY, SSR, and HAD.

We are also accustomed to working within public-private partnerships and offering our clients intervention teams that combine business expertise, project management, and HIS knowledge when necessary, particularly in areas such as architecture, interoperability, and security.

Onepoint also has a territorial presence allowing us to intervene on-site at hospitals, ARS (Regional Health Agencies), and the Ministry of Health.

We work closely with all HIS providers (DPI, GAP, DUI, HR…) and on all major current and upcoming hospital programs, especially in the modernization of HIS (Digital Hospital, Hop’en, My Health 2022, digital component, and the Health Segur, My Health 2022, digital component and Segur Health – medico-social component).

We also intervene on interoperability and security topics (INS, interoperability vs security, reference frameworks – RPPS, certifications/accreditations/approvals, certification of accounts, HAS certification, European certification of HIS as medical devices), on consolidations (GHT and migration to new vendor solutions, medical data warehouses/hubs & AI) and opening of HIS (DMP/ENS/MSS/service bundles for healthcare professionals and patients, and other APIs: eCPS, AppCV, e-prescription, appointment scheduling: Doctolib, care pathways and e-care pathways, administrative patient pathways: Simphonie, pre-admission).

Finally, we support our clients on more recent topics such as teleservices (teleconsultation, tele-expertise, telemonitoring…), prevention, and R&D & innovation (Health Innovation Plan 2030 and PIA BPI France with startups & SMEs).

Case studies

Within the Simphonie Program led by DGOS, the ROC (Reimbursement of Complementary Health Insurance) project aims to simplify, automate, digitalize, and secure the management of the complementary health insurance portion for patients.

The objectives pursued are:

To organize the deployment, as the National Deployment Operator (OND), of the ROC system within 3,000 healthcare establishments (MCO, PSY, SSR, HAD, and Emergency) both public and private (non-profit and for-profit), and 472 AMC.
To coordinate all stakeholders involved in the system (DGOS, ANS, ATIH, establishments, GAP providers, concentrators (Enovacom, Prologue…), AMC, third-party payment operators, GIE Sesam Vitale, DGFiP…)
To establish a governance framework to manage the rollout of ROC
To prepare and support the 3,000 healthcare establishments through all three deployment phases.

Solution

Conducting a status assessment of the ROC deployment following the experiments led by ANS
Building and executing the communication plan: targeting establishments, software providers, and patients
Organizing the preparation phase for establishments through collective support (a webinar followed by 7 thematic workshops), providing a kit and support tools
Supporting establishments in cohorts based on the same GAP solution: onboarding onto the project, preparation for deployment across project, IT, business, contractual, and CNIL/GDPR areas, supervised production, and transition into the trusted circle
Providing on-site support to establishments and/or providers facing difficulties
Daily exchanges with software providers (monitoring cohorts, schedules, resources, and resolving incidents/difficulties encountered)
Operational management of the entire process: from the preparation phase to supervised production and the trusted circle

Result

A deployment dynamic that facilitates and accelerates the onboarding of stakeholders, enabling the prior preparation of healthcare establishments for a seamless transition to production. A comprehensive supervision of the system ensuring a high level of performance and quality. An engagement recognized by DGOS and all stakeholders, highlighted by specialized media, including APM News and ticsante.com.

After several fields of exploration already investigated to ensure knowledge sharing and insights on key issues related to mental health, the ANAP (National Agency for Health Improvement) decided to build on the recommendations of the Commission on the First 1000 Days of a Child to identify best managerial and organizational practices in perinatal psychiatry, aiming to equip regions and care systems.

To successfully carry out this mission, ANAP formed a team of experts specialized in perinatal care and knowledge management, including two consultants (Adeline COMBET), and two experts from GHU Paris.

Solution

The actions taken included conducting interviews with perinatal psychiatry care systems to create revealing case studies. These documents aimed to highlight key elements of interest for other regions and systems.

At the same time, a working group was organized to identify best managerial and organizational practices in perinatal psychiatry and to pinpoint common elements across regions.

Result

Formalization of a report consisting of a summary and 12 practical sheets
Positioning of ANAP as a leader in operational approaches
Recommendations from the Commission on the First 1000 Days of a Child

EFS decided, through the CAIH contract, to implement the migration of two application areas to the AZURE Cloud, all within a very short timeframe.

The two application areas to be migrated were previously hosted on-site and at Cloudwatt.

Solution

The proposed solution involved conducting a study and managing the application migration of the “Web Donor” and “BNPI” environments to AZURE (managing activities, performing various tasks, migrating databases to the PaaS service of Azure).

Thus, Onepoint took care of the migration of VMs, notably through the preparation of the SharePoint migration to Azure carried out by the EFS service provider holding the contract, as well as the knowledge transfer.

Our healthcare team also provided detailed documentation on the process to enable future tracking and usage.

This includes the migration plan, operational files, production deployment roadmap, and migration reports.

Onepoint also mobilized specialized expertise to cover the entire migration in a very short time (2 months).

The intervention team had mastery of all deployed technologies (IaaS and PaaS Azure services, SharePoint, AD).

Onepoint relied on its methodology for cloud migration to Azure.

Result

This project is a first within the EFS IT department and representative of the “Hybrid Cloud” path chosen for the future infrastructure roadmap in general.