Delivery of Millennium 2015 code upgrade to modernise and develop the Millennium experience for the end user; Migrate the sending of outpatient correspondence to GPs from a paper record into an electronic record via PAS; Expand the use of PAS to replace Nursing Handover solution; Review the order communications model and ensure that e-requesting and of radiology and pathology orders is best achieved; Ensure best data storage and rationalisation across the Trust’s data centre and associated computer rooms; Rollout additional mobile (tablets, PD’s etc.) and fixed devices so a combination of portable, fixed – fast access and dedicated terminals are in place for clinicians and Trust business staff; Agree the Trust’s e-forms model which will enable the migration of forms from the paper medical record across into the Millennium EPR; Delivery of the agreed Information Governance Toolkit (IGTK) standards, achieving level three across the majority of all toolkit requirements. One of the key goals of this strategy is to rationalise and centralise systems where possible. This will support the development of an Electronic Patient Record as well as removing duplication of effort and improvement in the quality of our data. Our vision is that our main PAS provides the following functionality: PAS A&E / Emergency Department Theatres Maternity Bed Management Cardiology ITU Clinical Notation / eForms Observations Recording (vital Signs) e-Prescribing While the PAS will formulate the majority of the Trust’s EPR, other departmental systems will also integrate with the PAS to form the Trust’s EPR. This EPR functionality will be run from a combination of (locally agreed) mobile and fixed devices over a secure and resilient network with core supporting technical infrastructure. Our plan is to achieve the Trust’s EPR within the years to 2018 however a process of procurement will be deployed as required when existing systems contracts expire so that the Trust achieves the outcome with the best system balanced with procurement, cost and quality considerations.
Robust Benefits Realisation framework and model within all divisions to identify and facilitate the full acquisition of benefits operationally. Sufficiently experienced and volume of Informatics Change Agent resource in place and aligned to all projects. Full benefits realisation not achieved in operational areas. Effective Operational Management leadership in place to champion and direct the change to expected timescales. Robust Benefits Realisation framework and model within all divisions to identify and facilitate the full acquisition of benefits operationally. Sufficiently experienced and volume of Informatics Change Agent resource in place and aligned to all projects. Any slippage or seasonal (or other operational) pressures may impact the ability of the organisation to deploy any large scale projects successfully (e.g. 2015 code upgrade). Trust to ensure strong Executive and middle management liaison and working with system supplier to protect and minimise any potential de-prioritisation of EPR programme timescales or Trust resourcing. Ensure sufficient Health Informatics support in all operational areas pre, during and post upgrade/deployments. Clinical and corporate staff may not have the capacity to undertake required Health Informatics training (Millennium, IG, ICE, etc). E-learning packages to be deployed. Review and redevelopment of Health Informatics Training model in consultation with CCIO’s and Operational Managers. Financial penalties from the Information Commissioner (ICO) or complaints impacting adversely on the reputation of the Trust. IG Group to become a more operationally focussed group (rather than theoretical). Ensure staffing resource is sufficient to manage IG incidents and to train and educate staff of IG practice. Regular performance monitoring of IG incidents by division by IG Group and Operational Managers. Health Informatics Service Risks and Challenges Key Risks / Challenges Mitigating Actions Sufficient resources in place (capability and capacity) to deliver the Health Informatics workload. PMO function and corresponding Team to be established with senior experienced leadership in place. Health Informatics senior managers will review resource and deployment plans in order to deliver the work programmes. Further slippage in the delivery of IT infrastructure programme owing to other IT demands (business as usual) and compromised delivery of other projects. PMO to assume delivery of large IT projects. Project Management model in place for delivery of other business as usual IT projects (e.g. IT replacement programme). Robust programme management with monitoring and escalation via Health Informatics Committee.