ICT BUSINESS PLAN 2014/15

Transcription

1 ICT BUSINESS PLAN 2014/15 Performance & Reform May 2014 FINAL 1

2 INDEX 1.0 Statement of Purpose 2.0 Information Governance Arrangements 3.0 Resources 4.0 Summary of Performance & Expenditure 2013/ Summary of 2014/15 Projects & Planned Expenditure 6.0 Risk Management 7.0 Conclusion Appendix 1 Technology Enabled Change Strategy workplan 2014/15 2

3 1.0 STATEMENT OF PURPOSE The Southern Health and Social Care Trust employs over 13,000 staff, providing services for more than 350,000 people across its region, as well as to the whole of Northern Ireland. The purpose and vision of the Southern Trust is to deliver safe, high quality health and social care in a way that respects the needs, individuality and dignity of the people who use its services. This purpose and vision is underlined by the following strategic priorities: a. To provide safe, high quality care; b. To maximise independence and choice; c. To improve health and well being; d. To be a great place to work; e. To make best use of it s resources; and f. To be a good social partner. IT plays a pivotal part in achieving these objectives by enabling growth, success and delivery of service developments through robust technology provision. Informatics objectives are as follows: i. Provide and add value to the Trust business in a strategic and planned way; ii. Make a real contribution to achieving the Trust objectives above; iii. Deliver what we say, when we say we will and deliver it right first time; and iv. Ensure services delivered are value for money. These objectives will be monitored through the following performance measures: Financial stability providing services within budget; Customer satisfaction; Monthly monitoring of key performance indicators; Project plans delivered on time and in budget; Benchmarking performance with other Trusts; and Well trained, competent and valued staff. The purpose of this Business Plan is to communicate the IT priorities for investment and delivery in 2014/15 and to agree and communicate these with key stakeholders including Trust staff, HSC Board, BSO and 3 rd party suppliers. 2.0 Information Governance Arrangements The Trust has established a Technology Enabled Change (TEC) Programme 3

4 Board with representation from all project managers who provide a bi-monthly update on behalf of the SRO of each project team. This group makes proposals relating to ICT investment and these are provided to SMT for approval. The Group reports to the Trust s Senior Management Team (SMT) through the Executive Director with responsibility for ICT (Director of Performance & Reform). The TEC Project Board is responsible for ensuring that ICT projects are delivered on time and on budget as well as monitoring of joint or inter-organisational projects such as those Regionally funded. The TEC Programme Board will assist in ensuring that the ICT Teams respond to the needs of the entire organisation and that investment is objectively prioritised. All proposals and recommendations made by the TEC Programme Board are submitted to SMT for approval. In addition, an update is provided to: - Information Governance Forum which reports to Trust Governance Committee (Quarterly) - Medical Forum (bi-monthly) - By Informatics Business Managers aligned to Directorates (bi-monthly) - HSC funded schemes are reported to HSC ICT Programme Board (quarterly) - In addition, a monthly Informatics Governance meeting is held to review risk, audit and incidents. Figure 2.1 Informatics Governance Framework Operational Information Governance: Directional & Representational Information Governance: Chief Executive Data Controller Trust Board HSC ICT Programme Board t Director of Performance & Reform (SIRO) & Medical Director & Director of CYP (Personal Data Guardians) SMT FORUM Information Governance Forum Governance Committee Regional Information Governance Advisory Group AD Informatics Head of Information Governance & Head of IT (IT Security Officer) Records Management Committee & TEC Programme Board Data Protection Sub-Group, Informatics Governance Meeting, DQ Steering Group, Clinical Coding forum 4

5 In summary, the structure & governance arrangements in place comply with the requirements of relevant Controls Assurance Standards and Audit recommendations. 3.0 RESOURCES The Informatics structure divides IT resources into 3 separately managed teams as follows: i. IT technical team. This team manages the IT help desk, servers, comms, infrastructure and network. Since March 2010, the IT Help Desk operates 24/7, with staff working on shift rotas. Information Systems Security and Management is also part of this team s remit. ii. ITS Project Implementation Team. This team project manages new technology implementation. iii. Technology Innovation Team. This team is responsible for mobile working, Telemonitoring/care and Community Information System strategy and implementation. These 3 teams have been established to develop expertise in the diverse range of tasks relating to ICT delivery and to ensure that clear objectives, roles and responsibilities are set for each member or staff. This helps achieve goals and deadlines. It also helps ensure that important housekeeping of Information Systems such as password control, access control, IT security, data validation do not lapse due to multiple demands and priorities. These 3 teams work closely together in project implementations through PRINCE 2 methodology and clearly defined work packages and timeframes. 3.1 The IT team currently consists of 39.8 WTE staff including those working in shifts on the 24/7 IT helpdesk 3.2 ITS Programme Management team consists of 9 WTE staff, including IT trainers. 3.3 Technology Innovation Team consists of 8 WTE staff. These posts are all capitalized as they are all involved in strategic implementation. The posts are funded via HSC Board CIS. 3.4 In summary, there is a total of WTE staff working in the Trust to directly deliver and support technology to just over 13,000 staff, 8,500 of which have an personal IT log on account. 5

6 3.5 The IT teams are supported by 2 further teams: - Information Governance Team, which deals with FOI, DPA, Policy, Procedures, advice and training on Information Governance. This team consists of 7.5 WTE Staff. - Information Management, Data Quality and Clinical Coding team which looks after QA of data input/output. This team has 47.3 WTE. 4.0 SUMMARY OF PERFORMANCE & EXPENDITURE 2013/ The following ICT initiatives were successfully implemented in 2013/14: Table 4.1 ICT Initiatives Implemented in 2013/14 Project PC Replacement Harmonisation Software of Clinical Noting Development & Roll out Benefits Realized 2013/14 was the 5 th year of a Regional Programme to replace PCs that are more than 4 years old to improve IT performance. During this year approximately 900 PCs and/or Laptops were replaced. All PCs across the Trust are now no more than 4 years old. In August 2013, a two year software harmonization exercise was completed across the Trust. All PCs and Laptops across the Trust now run on the same Microsoft operating system, Window s 7 and use internet explorer version 8. This has facilitated switch user functionality which was important especially to access shared PCs on wards. It should be noted that there are some PCs that remain on other versions of software if they are running specific medical devices or applications which require different version, however this is in the minority. In August 2013, the Trust s legacy Filemaker System which provided electronic access to Senior Doctors to set tasks for junior Staff and to monitor action against these to assess patients fitness for discharge, was implemented. Whilst not all Medical Staff are using this, it is functionality available across the Trust. This is a bespoke software development led by Dr Harty, Consultant Nephrologist which continues to be developed under the governance of a user group which includes other clinicians and nursing staff. This system will be further developed in 2014/15. 6

7 Implementation of Patient Flow Bed Management System Self Service kiosk for Out-Patients (Savience) Bedside Entertainment (Renal Ward) Extended use of Single Sign-on Order Comms The Flow Bed Management System is live in both Craigavon and Daisy Hill Hospital on all wards. This was a bespoke development led by the Southern Trust which has since been purchased by the Western Trust and the Mater Hospital in Dublin. This system allows ED to make electronic bed requests which are received by the Bed Manager and it allows the Bed Manager to look at the available beds across the Trust, thus improving efficiency. It provides an electronic whiteboard view on wards and links to the Clinical Noting task management system. Savience Self Service Check-In has been implemented in Daisy Hill and Craigavon Outpatient departments.. This allows patients to check themselves in for clinics without having to wait on a receptionist. The software also helps with way finding and can be used in other languages such as Portuguese and Latvian. 30 Bedside Entertainment consoles have been installed and are working in the Renal unit. This allows patients access to television, radio and internet. Swipe cards have been made available to staff so that they can use these consoles as bedside computers for clinical applications. Feedback from both staff and patients has been extremely positive. The following systems are now available as single sign-on -:ED, PAS, NIMATS, LABS, Order Comms, NIPACS, RIS, Unisoft, Cytopathology, Datix, NIECR, FPL, HRPTS, Immix Note, Immix Flow, Infra. The following three systems are also in development -: EMED, PARIS, HCN Web index. An upgraded version of the software has been rolled out and the process is being improved through roll-out of swipe card access. Electronic ordering of Laboratory tests and Electronic Reporting is now fully operational in the Trust. Virtual Skype Meetings, Four directorates are currently piloting software known as Blue Jeans to interact virtually with patients and clients. Community Information System Implementation Tissue viability, Autism, Acquired Brain Injury and Respiratory Services are all live. The system has been upgraded to a new version (5.1) to enable mobile working. Cahms, home Treatment Crisis Response and Continence Services are next on the implementation pathway. The Trust continues to work with Civica, the PARIS System supplier, on a fully mobile solution. 7

8 ECR Implementation 1,100 medical staff and their associated administrative staff, pharmacists and clinical coders now have access to the NIECR. User uptake is excellent, a super user group and project board have been established to lead on further rollout and development. Implementation of mobile Devices and Infrastructure UNOCINI E-Learning E-Rostering Progression with Telecare Hospital at Home Metacompliance Software During 2013/14 the Trust utilized ERDF European Funding to build VDI (Virtual Desktop Infrastructure) across the Trust. The cost of this was 943,000. This allows staff desktops to be projected on any mobile device. ipads are very portable but the memory on them is not sufficient for the large clinical applications used in the Trust. Therefore VDI allows the Desktop to be displayed from a server infrastructure onto an ipad. VDI has been fully tested in the Trust and we currently have 10 users piloting ipads. The Trust was the first to roll-out Unocini on SOSCARE in the Region. This excellent baseline will help with the move forward of Unocini onto Paris in the next financial year. An E-Learning Platform has been developed and a number of mandatory training courses are now available for staff. This should reduce travel time and offer flexibility for staff and their training. E-Rostering software has been procured and installed. A strategy has been developed and approved by SMT This software has been procured and installed. 4.2 A number of planned ICT initiatives for 2013/14 were not achieved. These are as follows: Table 4.2 ICT Planned Initiatives Not Achieved 2013/14 Project Pre-Operative Assessment Reason For Delay Progress has not been made on digitisation of Preoperative Assessment. Initial meetings have been held with the NIECR Team to establish if this can be developed on the NIECR. However, no progress has been made to date This will be progressed through investigation of commercial options in 2014/15 via an Electronic Anaesthetic Record. 8

9 Physiological Monitoring HCAI Auditing Performance Dashboard Software Social Care & Procurement System GP Network Replacement Social Strategy Media A pilot of mobile physiological monitoring was delayed due to winter pressures. A pilot then commenced in Daisy Hill Hospital High Dependency Unit in February There were mixed reviews from users and the pilot did not demonstrate a mobile solution to vital signs monitoring and archive, as it did not work on Trust WiFi. The supplier, Synchrophi have now made contact with the Trust to advise that this solution is now compatible with Trust WiFi. A further pilot will be established in 2014/15 as it is believed that the ability to automate the recording of patient vital signs and store these electronically should release nursing time to care. The preferred solution for HCAI Monitoring has been found which is a product known as ICNET. However, it has been established that the Regional Laboratory System does not have sufficient information to provide this alert system with the data required. A new Microbiology system is required for implementation prior to ICNET surveillance system being implemented. Both will be included in bids for 2014/15. An interim solution to display performance dashboard information on Sharepoint has been produced but has not yet been approved by the Project Board. In addition the Trust s Informatics Team are working with software known as Dynastics to try and pull information directly from clinical systems such as Datix, so that live data is available on the Dashboard, rather than retrospective data. There are a number of Data Quality and Data Definition issues which are delaying Dynastics but this is work in progress. This will be rolled forward to 2014/15 as funding was not made available this year to progress this further. There were delays in the Regional Business Case approval for this and therefore procurement for Replacement of the GP Network is still ongoing. It is anticipated that implementation will commence in the Summer of 2014 and the project will close by November This will significantly improve the ability for the Trust to interact with GP practices technologically. The development and implementation of this strategy was delayed due to resource constraints in the Communications Team. A first draft was provided in April and will be implemented in 2014/15. 9

10 4.4 Expenditure 2013/14 The Trust s total ICT Expenditure in 2013/14 was as follows: Table 4.4 ICT Expenditure 2013/14 Category Total Expenditure 2011/12 Capital CRL 1,226,625 HSC Board 2,579,181 ERDF 742,900 CIS 1,900,006 TOTAL CAPITAL 6,448,718 Salaries (Informatics Division) 3,079,636 Goods & Services 849,027 TOTAL 10,377, Key Performance Indicators 2013/14 (Year-end Position) The table below identifies the Trust s ICT performance compared to targets and benchmarks set in March 2009: Table 4.5 Key Performance Indicators 2013/14 Category Baseline at 31 st March 2013 Target Actual at 31 st March Baseline at 31 st March 2009 (when targets first set) % of total Trust staff with 81.72% 75% 83.60% 53.38% account Total number of staff that received IT training in staff house % user accounts requests 98.28% 100% 96.14% 87.12% set up within 2 working days Scheduled system hours 180 hours downtime (normal working hours hrs) Unscheduled system hours downtime Calls resolved by IT 42.03% 33% 52.09% 6.61% Helpdesk at 1 st contact Calls resolved by IT 93% (30 100% 98.02% 90% (40 10

11 Helpdesk within 30 hours (target reduced from 40 hours in 2012/13) % population of H+C Number on Information Systems Number of workstations supported per ratio of IT staff Number of Trust video conferences held per month hours) hour target) 97.54% 98% 98.14% 76.75% per month 200 per month 275 per month No VC available This summary of KPIs demonstrates the continued improvement of responsiveness and service delivery in the Informatics Division. It is accepted that some areas of performance have reduced compared to previous years. Explanations for these as follows: - % user accounts received within 2 days of request has reduced by 2% compared to the same period the previous year, due to increased requests for IT access due to the HRPTS implementation and no additional IT resources have been provided for HRPTS, which is a risk. - Both scheduled and unscheduled downtime of systems has increased. This is largely associated with the implementation of the new Flow Bed Management System, which is now stable, but was a bespoke development which required downtime to implement new releases/product fixes following testing. There was also Regional downtime associated with Soscare. 5.0 SUMMARY OF 2014/15 PROJECTS & PLANNED EXPENDITURE ICT Estimated expenditure in 2014/15 is as follows: CAPITAL REQUIREMENTS Scheme Capital General ICT Maintenance/Replacement 250,000 Paris mobile pilot 250,000 Draegar archive (storage of vital signs displayed on monitors) 250,000 11

12 Anaesthetics system (paperless anaesthetic, pre-op and recovery 250,000 Blades (infrastructure) 47,000 Firewall replacement (IT Security) 68,000 VOIP Phones (telephony using the IT network) 120,000 Coms (networks) 490,000 VOIP switch Brownlow (telephony using existing IT network 35,000 Video conferencing units 110,000 Wifi points (additional) 90,000 Licences associated with above 60,000 Bedside Entertainment (Mandeville Unit) 200,000 Savience (patient self check in roll out to community clinics) 100,000 Immix Note enhancements 75,000 ECM enhancements (e-discharge) 50,000 RISO (Regional Information System for Oncology) 10,000 Dashboard interfaces 90,000 DHH storage (additional) 50,000 Upgrade of Active Directory 187,500 Upgrade of Sharepoint 187,500 Upgrade of System Centre 187,500 Upgrade of Exchange 187,500 one view infrastructure 56,000 PC replacement 700,000 HCAI monitoring software 250,000 microbiology reporting system 250,000 document scanning pilot 250,000 e-nursing pilot (acute) 250,000 Microsoft MDOP/Win O/S (6542) (licences) 934,000 ECI Renewal SCCM / Win Server (Expires March )(licences) 277,670 EAP Renewal SQL (Expires March ) (licences) 512,265 Potential Storage Required for Clinical Photography 100,000 CHS requirements for flu vaccine 65,000 TOTAL 6,989,935 Capital NNR REQUIREMENTS Non Recurring Scheme Revenue Business case development support/resource skills shortage 50,000 Exchange licences 30,000 12

13 FIM extended IT user self management of passwords 16,000 VM ware operational Support (virtual technology) 85,864 OP Net support 15,000 Data Centre Support 80,000 Microsoft Premier support 200,000 VM ware manager licences 12,000 Host Access licences - extended PAS access/use 40,000 Fairwarning licence (Privacy Detection) 16,000 Total NNR 544,864 COMMUNITY INFORMATION SYSTEM (RINGFENCED FUNDING - APPROVED) Community Information System Capital 1,683,486 Community information System Revenue 608, Roll-Forward Schemes from 2013/14 As outlined in Section 4 there were a number of schemes which were rolled forward from 2013/14 for a variety of reasons. These are as follows: a) Pre-Operative Assessment Digitisation (to be included in Electronic Anaesthetic Record Project). b) Mobile Physiological Monitoring and Archiving of Vital Signs. c) HCAI Monitoring, Auditing and Surveillance. d) Development of Performance Dashboard real-time software (Dynastics). e) Social Care & Procurement System. f) Social Media Implementation. g) GP Network Replacement. In addition we will continue to roll-out ipads based on the successful implementation of VDI Infrastructure. We will also continue to roll-out the Community Information System and continue to listen to our users in terms of development of our bespoke systems, Immix Note and Immix Flow. The Trust will also continue to encourage use of NIECR and participate with the Region on further developments in this respect. 13

14 5.3 Participation in the Regional Agenda A draft E-Health & Care Strategy for Northern Ireland is at first draft phase. It is anticipated that the final draft will be launched in June The Trust will continue to participate with the HSC Board on the E-Health & Care Strategy. It is acknowledged therefore that this Business Plan may be subject to change based on Regional priorities. 5.4 Staff Costs Due to the Trust s financial position it is not anticipated that 2013/14 expenditure on staff costs and goods and services will change. 6.0 MANAGEMENT OF RISK The programme for 2014/15 identified in section 5 is challenging. In order to manage this, all projects are managed using PRINCE 2 methodology and have a governance structure including an SRO and Project Board. In addition, the status of projects and risks are discussed at TEC Project Board monthly. SMT, Medical Forum and Information Governance Forum receive a RAG report at every meeting, which provides a status and summary update on each project. Any concerns are escalated to Governance Committee. A number of key risks to achieving this programme have been identified. The following table defines the mitigation actions that will be taken to address the identified risks: 14

15 Table 6.1 Mitigation of Risk Risk Risk1: Projects delivered significantly late Risk 2 Benefits not fully achievable or available Risk 3 Costs increase beyond budget Mitigations All implementation activities will be planned well in advance to accommodate scheduling of work for Suppliers and the Trust All parties will be reasonable in seeking solutions to problems. Project timescales will be constantly under review and adjustments will be made as necessary to bring them back into line through Directors or Project Boards. The Trust has significant experience of large Information Systems implementation over the past 7 years The Trust has developed and maintained a lessons learned log for all previous projects. These have been documented and will be used by the Project Implementation Teams. Trust Senior Management staff (Directors) will be fully aware of expected benefits and will provide appropriate drive and commitment. The Trust Implementation plans will be constructed with the aim of maximising benefits and will be monitored at Project Board meetings. Benefit Owners will monitor benefit achievement and will alert management to potential failures. All expected benefits will be reviewed with each new stage or phase of implementation. Lessons learned regarding the achievability of benefits or extra efforts required will be passed, as appropriate, to subsequent phases of implementation. A clear implementation project plan showing resource commitment from Trust, Suppliers and Region will be developed for each project Regular Monitoring of implementation progress against plan swill be carried out. Business Cases defining the resources, products and services required for each implementation will be required. These will be regularly monitored. 15

16 Risk 4 Risk Funding & Budget Management Risk 5 Projects not embraced by Trust Risk 6 Unavailability of skills in Trust to ensure timely implementation Risk 7 Insufficient Staff to Meet Demands Mitigations A level of funding will be identified to progress the project. This will be closely monitored and the Trust requirements re-prioritised by Project Boards if necessary, to meet the budget. User acceptance testing will be scheduled for each project to ensure that each system is fully tested and acceptable prior to full implementation. Each project will have a Communications Strategy aimed at assisting with user buy-in Managers will be expected to address problems caused by under use or misuse of any new systems. An escalation procedure will be introduced advising Directors of any areas where there are problems with usage of the systems, seeking Director support in implementation. This process is currently in place in SHSCT for other systems recently implemented. All implementations will include scheduled user training, including documented user guidance. ITS Programme Management team have co-located to ensure skills and knowledge transfer Skills exist in other Informatics teams to temporarily re-prioritise workloads if there is unexpected staff absence This approach has been successfully adopted in other projects to ensure deadlines are met e.g. NIPACs go live. Business cases include resources required to implement and recurrently support ICT implementations Some significant business changes e.g. HRPTS have brought additional demands to the ICT Service Desk Team. This is affecting KPIs. This will be monitored and a case made to SMT for additional resources should support further deteriorate. 16

17 Risk 8 Risk PAS End of Life Mitigations There are currently over 300 interface feeds to the Patient Administration System in SHSCT. PAS is the common demographic feeder system. The Regional contract for PAS expires in. This risk is being addressed with HSC Board. May impact on the delivery of this place if CSC give notice of end of support, this will have to be prioritised. 7.0 CONCLUSION This ICT Business plan has been produced to identify priorities for ICT investment and resources in 2014/15. It is recognised that this is a challenging programme with significant investment in both capital and non-recurrent revenue requirements. However, year on year capital investment by the HSC Board; Trust CRL and European funding has increased and it is anticipated that through a range of funding streams, the funding requirements to meet this agenda will be reached. It is recognised that a number of the investments outlined in section 5.1 relate to infrastructure upgrade and maintenance. Therefore in keeping with Technology Enabled Change and the ability to clearly communicate the ICT enablers which Service Directorates will wish to monitor to improve efficiency and effectiveness and achieve TYC related savings, a Technology Enabled Change strategy workplan for 2014/15 is attached. This will be updated on a bi-monthly basis by the TEC Programme Board and submitted to SMT, Medical Forum and Information Governance forum. In addition, the Informatics Division will continue to provide aligned Business Managers to Service Directorates to continue to support and engage with users and listen to their views in how technology can further enhance services in the Southern Health & Social Care Trust. 17

18 APPPENDIX 1 Technology Enabled Change Strategy Workplan 2014/15 Title/Description Timeframe for implementation Informatics Lead/Support Service Lead RAG Status Roll Forward Schemes from 2013/14 Pre-operative Assessment Module (N.B. will be included in new project for Anaesthetic Record System) April - December 2014 Barrie Meneely Amie Nelson/Dr McAllister HCAI Monitoring Paperless Board Performance Dashboards Software (Dynastics) Social Care & Procurement System Social Media Policy Implementation Single Sign On continued April March May September 2014 April March April March April March April March Martin Murphy Stephen Hylands Joanne McEvoy Joanne McEvoy Mark Toal Edith Doyle Cathal Collins Paula Clarke Lynn Lappin Lesley-Leeman Jane McKimm Colin Weir 18

19 Development Implementation of Ongoing until 2016 Mark Toal Francis Rice Community Information System Virtual Meetings Ongoing - March Darren Meade Directorate Leads Skype Extension ECR Maximisation Ongoing - March Kate Cunningham Charlie McAllister GP Network April November Mark Toal BSO/HSC Board Replacement 2014 Implementation of April March Mark Toal/Darren Paula Clarke mobile Devices and Infrastructure Meade/Edith Doyle Upgrade G2 Digital May November Nadine Coleman Turlough Farnan Dictation 2014 Mobile Physiological September Barrie Meneely Dr McAllister Monitoring October 2014 test of (Synchrophi) Synchrophi mobile physiological monitoring on Trust WiFi Continue to develop Ongoing Joanne McEvoy Anita Carroll Flow and Note (Immix) Continue to roll out VDI/mobile devices Ongoing Mark Toal Colin Weir New Service Led Schemes for 2014/15 Paris Mobile Pilot VOIP Telephony August March April March Mark Toal Stephen Hylands/Darren Meade Francis Rice Paula Clarke 19

20 Extension of Savience Self Check- In Immix Note enhancements including M&M functionality Regional Information Systems for Oncology Replacement of Microbiology Reporting System Document Scanning Pilot E-Nursing Pilot Bedside Entertainment Mandeville Unit E-Discharge ECR tag, GP electronic access to letter Video Conferencing Boardrooms, Directors Office s, Speech & Language Therapy Federation Installation of new wireless controllers in community based August March May March August January September March December March January - March September March September March May September May March June March Barrie Meneely Anita Carroll Joanne McEvoy John Simpson/John Harty Joanne McEvoy Catherine Weaver Mark Toal Joanne McEvoy Darren Meade Joanne McEvoy Darren Meade Stephen Hylands Jason Toal Donan/Mark Fiona Reddick Cathal Collins Francis Rice Francis Rice Ronan Carroll Anita Carroll Siobhan Hanna Regional Mark Toal 20

21 facilities to facilitate Paris mobile Extension of Functionality of Flow Patient Management System Installation of BiPacs (Digital Breast Screening) Pilot of Voice Recognition Anaesthetic Record System (includes Dragar Archive System & Pre-Op Assessment) Implementation of e- referrals and triage (subject of success of NHSCT pilot) Paperless IT requests and tracking July December 2014 May October July 2014 March June 2014 March Sept 2014 March June 2014 Feb Joanne McEvoy Martin Murphy Nadine Coleman Barrie Meneely Joanne McEvoy Edith Doyle/Stephen Hylands Anita Carroll Ronan Carroll Grace Hamilton Dr McAllister Anita Carroll Siobhan Hanna/ Paula Clarke 21