Serving the people of North East Essex BOARD OF DIRECTORS Meeting Date: 29 th April 2010 Agenda Item: 5 Title: Purpose: ICT Strategy Implementation Plan To ask the Board to support the proposed Implementation Plan to deliver the ICT Strategy Summary: The plan sets out the key planks for achieving the Vision set out in the January Strategy document. The plan is centred around three key themes: Governance People Technology The plan is aligned with the agreed 5 year Capital Plan Recommendation: The Board are asked to support this plan and to support it s delivery through the suggested Governance framework utilising a clinically led ICT steering Group. Prepared by: Nick Elliott Chief Information Officer Presented by: Nick Elliott Chief Information Officer This report covers: (Please tick relevant box) Assurance Framework External Standards: NHSLA/KLOE/HCC Please specify Standard & Reference No: Business Planning Local Delivery Plan Complaints Performance Management Finance Strategic Development Foundation Trust Compliance Financial Implications: YES / NO Yes Other (Please specify) Legal Implications: YES / NO Risk Implications: YES / NO Yes
ICT Implementation Plan April 2010 Supporting Excellence Through Information USER CHUFT ICT Strategy Implementation Plan 2010 Page 1
Introduction In January 2010 Colchester Hospital University NHS Foundation Trust (CHUFT) approved an IM&T Strategic Vision that supports transformation, excellent patient experience and the delivery of safe efficient care. The Strategic Vision set out a future IM&T direction that was founded on strong governance, best of breed departmental systems and described a Middle Layer technology that would deliver a comprehensive electronic medical record (EPR). The vision also recognised the need for the Trust to replace the Patient Administration System (PAS), a key component for any acute trust. The Middle Layer technology not only provides an EPR but also provides a capability for the organisation to collect key data at a time and place that is most appropriate for the delivery of care. This solution provides flexibility for CHUFT to respond to changing needs in a way that is not accessible through current contracts with major PAS and EPR suppliers. The benefits from this new approach will be realised primarily through patient experience and safety as patient s information will be available to clinical and administrative staff in near real time. This information will be more comprehensive and more accurate than in the past and the solutions will be able to flag alerts showing information not currently available outside the paper record. The provision of such a breadth of information at the point of need will enable CHUFT to administrate care right first time more often, this will not only improve the patients experience but will provide a more efficient service enabling the trust to refocus its resources to meet patients needs. A change of this magnitude takes time and this vision is expected to take four years to be fully realised with key deliverables providing benefits from year one. The Middle Layer will commence in year one and will grow in capability each year through a managed development programme This document sets out how this vision will be delivered, identifying the key streams of work, timescales and resources required. CHUFT ICT Strategy Implementation Plan 2010 Page 2
The approach to delivering this vision will be centred around three key themes: Governance People Technology Governance: The delivery programme for this vision not only needs governance to oversee the programme itself but must also ensure that the trust has the right governance standards in place to ensure the use of systems, information and IT is safe, appropriate and compliant with legal and health system requirements. People: Information Technology itself does not deliver change nor benefits, these are delivered by people. Our staff will need to be trained in new ways of working to leverage the potential benefits and the trust will need to refocus staff on the importance of high standards when collecting and using information when patients lives may depend on it. Technology: This vision is dependant on a substantial investment in technology if any of the benefits are to be fully realised. Each component of the strategy has a key role to play and therefore must be implemented with an eye on the future state rather on stand alone solutions. CHUFT ICT Strategy Implementation Plan 2010 Page 3
The Vision 1. The following is an extract from the Strategy Report outlining the Trust s vision. a) In summary, the strategy for IM&T is to take an evolutionary approach to best of breed systems deployment, building on existing investment and implementing new solutions to fill gaps as new requirements emerge, and to replace existing systems where not fit for purpose in terms of future strategic fit. Systems integration will enable development of an Electronic Patient Record layer, accessible to users to meet their clinical information requirements. The essence of the vision for IM&T is depicted in figure 3 below: USER b) The vision for Colchester Hospital University NHS Foundation Trust is a patient experience that will be enhanced by patient-centred systems, with sophisticated enterprise-wide scheduling such that the patient s visit to the hospital will be as short as possible. To achieve this, appointments for consultations, interventions and tests must be scheduled together, with prerequisite activities undertaken first, time given for the patient to move between different parts of the hospital or wider health system and avoiding conflicts. Choice will be given to patients so they can select convenient times and locations for them. c) Hotel or airport lounge-style reception environments may be equipped with self-check-in kiosks at which patients can also check and correct their own information and view information about their condition and treatment. Communication devices can be issued to patients allowing them freedom to move around the hospital, visiting cafe areas for example, whilst receiving updates on waiting time and a call to clinic in time for their slot. USER d) From the Trusts perspective, efficient scheduling of resources such as beds, clinics, rooms, theatres, equipment and staff will ensure that expensive resources are utilised in the most efficient way. Tracking systems, utilising barcodes and RFID technology and making use of the hospital-wide wireless network will ensure that progress through the patient journey can be monitored and delays minimised. This technology can also be used to ensure equipment is where it is needed at the right point in the pathway. CHUFT ICT Strategy Implementation Plan 2010 Page 4
e) The patient s record will be held electronically, with the majority of it made up from information collected through the clinical process. This will enable the record to be viewed in multiple locations simultaneously, including non-hospital locations. Clinicians will have access to all necessary information about the patient via single logons. f) Ultimately the Trust has a vision where the majority of patients are treated through a paper-free process. It may be appropriate at some point to transition to a scan on demand electronic document management solution which would allow existing legacy paper records to be scanned as they are requested from an in-house library or off-site storage and added to the EPR. Archived records may be scanned and held electronically or stored in off-site libraries depending on the business case. The generation of new paper records will be discouraged, but can be scanned and added to the record where necessary. It is likely that legacy paper records for long term complex cases will never be scanned but may be held in local departmentally owned libraries as a special case. g) Patients will be given access to a summary of their own health record, which they will be able to share with other health professionals involved in their care. Patients will be able to add their own information and to interact with those caring for them including requesting changes to their bookings and receiving appointment reminders by SMS, voice mail, or email. Options for providing this service may include online access via a secure Internet portal, access via Digital TV and patient-held smart cards. This record could include notification that someone has accessed a patient s record or access to an activity log of access requests to give patients more transparency and control over the use of their health record. h) Communication with GPs will be electronic, directly into their systems as far as possible including referral letters, discharge summaries and results, giving improved accuracy of information and greatly improved timeliness of information. This will be supplemented by giving them access to a self-service portal, populated from Trust operational systems. i) Clinicians will be supported by system-generated worklists, which will prompt them for action, moving patients through care process to support patient safety. There will be high quality holistic patient information provided at the point of care to enable timely and clinically safe decision-making. This will include patient history, results and investigations including PACS images and clinical correspondence presented in a single look and feel solution or portal. Contextual log-ins will ensure that clinicians will only need to log in once and thereafter relevant patient information will be available to them in a clear and logical presentation format. j) Decision-support will be implemented within order communications systems to encourage clinicians to make requests which are cost-effective, avoid duplication and are in line with clinical best practice. Rules will also ensure that results are viewed and acknowledged within agreed timescales, with a built-in escalation route. k) Workflow will functionality will be embedded into clinical systems enabling alerts to be generated for clinicians or administration when a patient requires attention to move them on to the next stage of care. Video conferencing will be used for teaching, and to support disparate meetings such as Multi-Disciplinary Team meetings. CHUFT ICT Strategy Implementation Plan 2010 Page 5
l) Full electronic prescribing is a medium-term ambition for the Trust, (possibly by developing the existing pharmacy system, (Ascribe)), with a more immediate solution being to enter TTO medication onto electronic discharge summaries. m) Communication throughout the hospital will be enhanced by voice-operated communication devices (such as Vocera) enabling staff to speak directly to one another, to contact the nearest porter, for example, to ask a colleague for assistance without leaving the patient and to enable patients to speak directly to their named nurse. Calls from relatives can also be routed through to the named nurse s communication device. n) Mobile technology will be deployed where this improves timeliness, patient safety and efficiency. This may include handheld devices to allow doctors to view results and nurses to input patient observations, for example, and laptops mounted on trolleys to facilitate ward rounds with PACS image viewing and point of care order communications and prescribing. For example, handheld tablets may be used to facilitate discussions with patients and to capture sign off, e.g. for consent. The over-riding principle for this is to deliver the right tool to the right person for the right job. o) In the medium term, the Trust may choose to introduce more near-patient testing and these devices, along with other modern medical equipment, will be able to interface directly into the patient s electronic record. Telemetry systems will allow nurses and doctors to monitor patients remotely and react to alerts. Extending these capabilities could support future models of care for Long Term Conditions that support patient out of the hospital environment allowing safe monitoring and responsive care delivery based on clinical need. p) The Trust s investment in wireless networking facilitates the use of RFID and barcode technologies, allowing the tracking of patients through the hospital. This technology can be used to update systems to improve data quality in areas such as A&E and Theatres where tracking of locations and timings is essential to ensure waiting time targets are met and scarce resources are used efficiently. RFID tags can also be used to assist positive patient identification with screens automatically updated with patient details in theatre for example, or screen displays tailored to an appropriate view as a clinician wearing a tag steps forward for example. q) The Trust s back office processes, such as management, administration, HR, Finance, etc, will be as streamlined as possible and will minimise the use of paper. This will be achieved through the use of document workflow, passing forms electronically around the Trust for authorisation, and systems such as e-rostering and e-requisitioning. Stock control will be managed electronically and enhanced by the use of bar-coding and/or RFID tracking. r) The rollout of digital dictation services, enhanced by voice recognition where appropriate, and the development of centralised printing and mailing services will improve the efficiency, quality and timeliness of clinical correspondence. s) Management information will be derived from clinical and operational processes. It will be supported through a centralised data warehouse, fed from interfaced clinical and operational systems, with all information related back to a patient. Information will be presented to users in the form of standard reports and dashboards through a single portal for all information including finance, HR, operational and management information. Analyses will include forecasts predicted from past trends of historic data. CHUFT ICT Strategy Implementation Plan 2010 Page 6
Implementation In reality the implementation of this vision is already underway with some excellent work to create the foundations for this exciting future making strong progress. This document describes the governance to support and oversee this programme Going forward it is important that the organisation have confidence in the delivery of the plan and the clinical support and engagement. To enable this the progamme will be directed by an IM&T Steering Group comprised primarily of clinicians with professional advice from the IT and Transformation teams. Assurance that the programme is delivering and realising the benefits will be provide by the trust PMO. A formal programme management approach will be used to deliver this vision utilising the IM&T Steering Group to oversee the whole programme. With a programme of this scale and complexity it is anticipated that the programme plan will need to be reviewed and adapted to respond to changing needs and priorities. The Programme Board will control the plan with a clear responsibility to remain focused on the achievement of the benefits. Each Element of the Programme will commence with a business case setting out the objectives, the costs and identifying the benefits. These will require approval form the IT Steering Group before commencement. The delivery of the Programme and the related projects will be supported by a professional project management team embedded within the ICT department Each element of the programme will have a project board which will be led by a Senior Responsible Officer (SRO) in line with best practice. The SROs will be senior clinicians wherever possible and will be responsible for driving the projects with a focus on the realisation of the benefits. To ensure the implemented systems work together and achieve the future state safely it is imperative that the programme complies with the appropriate technical standards. The Strategy is dependant on enforced compliance with IT standard to ensure a total integrated solution is created. In the rare event that no system on the market complies with these standards then any compromise must be clearly understood and approved by the IT Steering Group. Advice on the IT Standards will be provided by the ICT function and will be managed through the Associate Director of ICT. The Programme and Project Boards will also need to ensure that information governance standards are complied with and to support them in this the ICT function will provide the professional advice. This will be provided through the Head of Information Governance. The Programme has a number of distinct enabling projects which will need to be delivered: Information Governance Strong governance measures are required to ensure the correct, proportionate controls are in place for the development, deployment and use of information systems. There is also a need to have strong policy within the Trust to support the use of information as a key resource safely and effectively. Great progress has been made in this area with a transition from 60% compliance to 77% compliance with the National Information Governance Toolkit (IGT). The NHS the minimum acceptable level as 70%. The next year is focused on increasing this further, remedying all key risks in each IGT initiative. CHUFT ICT Strategy Implementation Plan 2010 Page 7
This will involve substantial work to strengthen policy and demonstrate that policy compliance is being monitored and reinforced. ESSA Extraction In order to support the future vision and to ensure the Trust is confident that the investment can be fully utilised it is imperative that an effective IT support structure is established. To deliver this the Trust has chosen to separate from the ESSA shared service and provide a local in house support service. The work to create the new service and enable a complete separation is well underway with an expected separation date of June 2010. This provides the Trust with freedom to manage the infrastructure and move to a model that values the availability of working IT to the end user. This also brings the project management for much of this programme into CHUFT s direct management. Data Quality and Training The Trust is setting out a new approach to training whereby staff will be Licensed to use Trust systems. This approaches is predicated on effective training and assessment of staff to ensure they are not only competent to fulfill their role but that they are fully aware of the importance of their role in delivering high quality health care. This project requires new polices to set the framework for taking this forward and will then focus on modern training approaches using e-learning wherever appropriate. Assessments will be carried out using web based tools which will support the population of development records for staff. This project will be underpinned with new Data Quality reporting tools and a direct link between data quality and individual performance measures. Clear standards for administrative processes, focused around the patient experience and their clinical needs will be developed to support this. Best of Breed Systems A key strand of the strategy is the move towards best of breed systems for individual department solutions. Building on the current systems base deployed across the Trust, existing systems will be reviewed to ensure that they meet current and future needs. New systems will be deployed to replace systems that are deemed not fit for purpose, or where there are gaps in the systems deployment architecture. The current position is highlighted below. PAS The Trust currently deploys the McKesson TotalCare PAS. National negotiations have extended the licence until end of March 2014, although continued development of the system will cease from April 2013. In terms of both selecting the best of breed and value for money replacement PAS, the Trust is due to consider and evaluate the LSP (CSC) solution Lorenzo, which is currently being implemented at a number of sites. It is expected that this project will take 18/24 months to conclude. Pathology/Radiology/Pharmacy There are no plans to replace the Isoft Pathology, the HSS CRIS Radiology or the Ascribe Pharmacy systems. These systems will require further development to meet requirements. These systems are business critical systems and work is also underway to review the resilience and business continuity options for these departments. ED (A&E) The Trust currently only collects data in PAS applicable to meeting the national A&E dataset. A project is underway to consider options for the deployment of a best of breed CHUFT ICT Strategy Implementation Plan 2010 Page 8
ED system to support patient tracking. The chosen solution should support patient tracking across the Trust and is intended to evolve into and electronic ED record. An effective ED system will enhance the services ability to safeguard the 4hr standard whilst delivering safe, high quality patient care. Theatres/Anaesthetics The Trust currently deploys the McKesson ThaetreWeb module of PAS to collect Theatre data. A project will be set up to assess requirements and consider options for the re-provision of a Theatre/Anaesthetics system. The change of the PAS will require this solution to be replaced. A theatre system is key to driving efficiency and effective planning in this critical area. Improved processes in theatre will also lead to a better and safer experience for the patient. Maternity The previous project to deploy the LSP Maternity solution (Evolution) was put on hold following a review of the system by the Maternity Service Manager. Work has been successfully undertaken to mitigate the existing data collection concerns. This project is to be refocused to determine requirements and options. e-prescribing Options are currently being considered regarding piloting the Ascribe e-prescribing solution. The outcome of which will determine future deployment plans. E-prescribing delivers the ability for clinicians to electronically prescribe drugs which can be electronically assessed for contra-indications hence improving patient safety as well as efficiency. Order Comms The Trust currently has a project underway to deliver Order Comms to Primary Care. A phased implementation is being planned to deploy the system across the Trust. Order Comms delivers electronic ordering capability for clinicians. Initially this capabilities focused on key diagnostic requirements, it can also be used to support ordering of all services that support a patients journey. These solutions deliver efficiencies in diagnostic departments as well as across the patients journey. Delay for requests being sent and result delivered and removed enabling shorter lengths of stay and an improved patient experience. Duplicate requests are also reduced resulting in substantial savings and improved patient safety. Renal Options are being revisited and business case finalised for the procurement of a specialist Renal system. Cancer Registration Plans are currently being drawn up to implement the Somerset Cancer Registry system. This will better support the MDT meetings to improve the patient journey. This has been an area of risk with regard to data collection Oncology/Chemo Care Options are currently being considered for the provision of an Oncology/Chemo Care solution, including a County-wide solution via the Essex Cancer Network, and in terms of e-prescribing as a dedicated solution or incorporated into a potential Trust-wide solution (above). CHUFT ICT Strategy Implementation Plan 2010 Page 9
Bed Management Bed management is currently undertaken through the McKesson PAS BedWeb/e- Discharging module. Future options are to include this as a module of the future PAS or ED system. Clinical Coding A project is currently underway to procure a Clinical Coding system designed to improve coding accuracy and completeness, and to ensure that the Trust maximises its income. Therapies A review of Therapies requirements is planned to be undertaken in due course. e-rostering/consultant Job Planning Options are being considered and a business case has been drafted to deploy an e- Rostering system across the Trust. A business case has been approved to procure a solution to manage Consultant Job Plans. Telecare/Video Conferencing A project is currently underway to review current arrangements and future requirements for the provision of Telecare supported services and video conferencing. Other Systems/Requirements Work is in-hand to consider the incorporation of other requirements within the programme, including; Single Sign On Scanning e-dictation Computers on Wheels (COWS) Self Service Kiosks Pathway Management Patient Tracking Blood Tracking Breast Screening These solutions will be assessed against their contribution to patient safety, patient experience and the efficiency contribution they can provide. Infrastructure In the initial year the infrastructure project will focus on core network infrastructure and separation form ESSA. Subsequent years will focus on delivering appropriate devices to support the drive to an electronic record. This will involve deploying traditional PCs and innovating tablets and hand-held devices to support clinicians to operate efficiently and safely. Business Intelligence In addition to the system to collect information and support the front line delivery of care there is a key requirement to ensure the organisation has access to information to plan and manage our services effectively. The vision in this area is to develop a Business intelligence too that links all the data in the organisation to provide a comprehensive portal linking patient activity to finance to human resources to quality outcomes to patient experience. This is an ambitious project which will take three years to fully realise but will deliver key steps forward within the first year. CHUFT ICT Strategy Implementation Plan 2010 Page 10
Following agreement to progress this at the Capital Planning Group in December 2009 a solution has been procured and implemented. This solution will develop in phases with Phase one supporting 18 weeks and key inpatient and outpatient metrics. Phase two extends the scope to include human resources, financial and patient experience reporting with further phases extending reporting to other departmental systems to create a rich and comprehensive data source. Business Support Systems Key to enabling to the organisation to flourish is ensuring that support functions are also able to meet the needs of the organisation efficiently and effectively. To support the is a new Finance system has been procured and is in the process of being implemented. In addition to this it is proposed that a patient costing solution is procured that will be compatible with the Business intelligence solution to enable a better understand of the Trusts costs and potential for efficiency. Future projects will review the potential for extending electronic procurement and other initiatives that will reduce overheads and increase service to front line services. Benefits The key benefits anticipated from the strategy are focused around: Patient Safety Patient Experience Efficiency Each project will need to define the expected benefits within each business case and describe how these will be measured and realised. Specific benefits will be described for each initiative with clear financial figures for efficiency and clear metric for Patient Safety and Experience wherever possible. Clearly these later benefits are more challenging to measure, however the NHS as a whole are now more focused on deriving mechanisms to measure these key elements of health provision and we should draw lessons from this work. Supporting Transformation and engaging with change in the organisation is a key tactic for using ICT to realise benefits. A facilitated workshop was recently held with senior Pharmacy staff to explore how IT can be used to transform and modernise Pharmacy operations and medicines management across the Trust. This piece of work is being taken forward to underpin the IM&T strategy and to formulate future plans. This model will also be used with other departments/services to explore innovative IT development to support transformation. A key component of the transformation plan going forward is the introduction of the middle payer. This middle layer will enable significant changes in process, designed around the patient journey, that are not possible with today s systems and processes. Support and engagement using this model are key to the success of these changes going forward. Business cases for each project will be completed, identifying the benefits to be delivered. In addition, benefits realisation will be routinely included into the programme schedule. Indicative benefits of the key developments to be delivered within the programme are shown in Appendix A Programme Management An IT programme management team is being set up to ensure that projects are appropriately managed from inception, through business case submission/approval, to project initiation, including deployment and benefits realisation. The IT project management team will consist of a Head of IT Programme Management and two IT Project Managers. Project resource management will be a key role for the CHUFT ICT Strategy Implementation Plan 2010 Page 11
team, including identifying technical and additional project management support to deliver against the planned programme schedule. This team will be operational by the end of April 2010. A high level project plan is included in Appendix B. This shows the timeline for each of the key projects. Assurance will be provided by the Trust PMO. Financial Impact The programme is underpinned by a substantial Capital Investment Plan running until 2015. A key aspect of the individual business case elements will be to understand the revenue consequences and how these will be mitigated through cost savings or managed through other efficiencies. An initial financial profile is shown in Appendix C which sets out the Capital investment requirements and the indicative revenue impact. The revenue impact is a combination of additional resources to deliver the solutions and the estimated ongoing costs. These estimates are based on an average industry maintenance and support expectation. The five year investment plan for ICT is: ( 000) Year 2010/11 2011/12 2012/13 2013/14 2014/15 Total Capital Allocation 4,191 1,850 1,700 2,000 1,500 11,241 Planned Expenditure Revenue Impact prediction 4,191 1,850 1,650 1,850 1,100 10,641 1,166 1,576 1,141 1,141 1,141 6,167 Risks The key risks to the programme going forward are: Finance (High) The impact from the wider economy may put at risk the programme Change in Leadership (High) May impact through revised vision / prioritisation People (Medium) recruiting and retaining the skills to successfully deliver this programme will be challenging ESSA Extraction (Low) Nearing completion so risk reducing in line with progress Government / DOH Policy (Low) NHS anticipating no significant shift in policy that would impact this programme. Strategy designed to mitigate impact from policy change CHUFT ICT Strategy Implementation Plan 2010 Page 12
APPENDIX A Benefits Title Description Benefits Information Management Capability Performance Management Information risk Assessment Information governance Compliance ICT Strategy Policy Development Training & Development Re-design Clinical Coding Integration Layer Middle Layer PAS Theatre system Emergency system Patient tracking E-Prescribing Order Comms This is an overall programme of work to reduce the risk to the Trust posed by Information management. Re-design service to mitigate loss of income due to non-achievement of coding timescales Technical Infrastructure to ensure compliance with National Requirements and to avoid duplication of records. Duplicate records could lead to Patient Safety concerns The vision delivers a full electronic patient record. Supports more efficient administrative processes, transformation of patient journey. This is an enabling capability to deliver real benefits across the organisation Delivers core capability for managing patients and collecting mandatory information to support income invoicing. Key element for integration with national health record initiative Key system for the efficient running of theatres, one of the highest costs area for an acute hospital. Key system to support patient flow through the emergency department and EAU. Enables improved compliance and consistency with regard to 4hour standard. An extension of the ED system to track patients throughout their hospital stay. Assist medical staff in efficient ward rounds and support improve discharge arrangements. Delivers electronic prescribing to clinical staff. Ensures compliance with appropriate standards and guidance Delivers electronic ordering for diagnostics and other support services These benefits will be seen in avoidance of contractual penalties, reduce impact on reputation of Trust and improved awareness of Management to ensure achievement of standards. Estimated risk avoidance is up to 2% of contract value. Significant financial risk in 2010/11, estimated in excess of 1m Resolving duplication of data collection, improved data quality, improved patient safety. Reduced duplication of patients being asked to confirm all personal details. Time saving across large number of staff 0.1m over five years Delivery benefits in patient safety through more accessible and up to date information. Improves patient experience through clearer understanding of process and more efficient pathways. Improved efficiency of clinical process delivers efficiency benefits in excess of 2%. Medium term reduction in paper record requirement deliver large savings ( 0.65m recurring) with long term benefits of no paper records and availability of Medical Records Building for other uses (Build cost circa 3.2m). Current PAS no longer supported from 2014, no specific benefits other than improved compliance with regulatory requirements. Enables improved understanding of service to deliver improved efficiencies, throughput and patient experience as well as underpinning improvements in patient safety. Improved efficiencies should exceed 1m Improved performance, improved patient experience and improved patient safety. Efficiency benefits reflect in less failures in standards and more consistent performance. Support improved patient safety and improved efficiency through reduced time looking for patients. Expected financial benefit delivered through middle layer Delivers improved patient safety, reduced medication spend and improved income recovery. 0.2m Reduces turnaround time for patients receiving diagnostics and clinicians seeing results. Reduces administrative requirements in diagnostic departments and increases efficiency. Reduced duplication in tests, improving patient safety and experience and reducing waste. 0.2m Maternity Renal Cancer system enables electronic data capture and analyses for Maternity service enables safe and efficient management of patients supports collection of full, mandated, cancer data sets. Supports effective and efficient MDT meetings and effective patient pathways Improves efficiency, enables improved reporting and ability to meet national reporting requirements. Contributes to improved patient safety and ability to manage patients more efficiently Delivers more efficient MDT meetings and improved patient process. Results in improved patient experience, improved consistency for achieving standards and improved patient safety. Mortuary enables effective management of service improved governance for important service Clinical coding Oncology BI System Other Infrastructure enables more accurate and appropriate coding through technology Delivers specific oncology record with specialist prescribing and treatment management support Enables access to accurate, reliable information for administrative and clinical managers to support operational delivery and effective planning Includes a number of system implementations to support achievement of standards and efficiency opportunities Primarily infrastructure to support strategic direction and to support efficiency opportunities Delivers significant improvement in income circa 0.25 Delivers improvements I patient safety, enables sharing of key clinical information through middle layer with other clinicians. Reduced administration for paper records Key benefits in reduced risk, increased consistency and reduced cost of production through automation. Cash benefit 0.1m benefits include E-roistering ( 0.2m), Video conferencing - improved MDT leading to improved patient safety Includes cost reduction initiatives for cabling, telecoms, IT power usage and printing costs in the region of 0.2m CHUFT ICT Strategy Implementation Plan 2010 Page 13
APPENDIX B
APPENDIX C Capital Summary Revenue Summary Information Capital Programme 2010/11 2011/12 2012/13 2013/14 2014/15 TOTAL 2010/11 2011/12 2012/13 2013/14 2014/15 TOTAL Draft Capital Plan submitted to CPG Feb 2010 3,700 2,300 1,700 2,000 1,500 11,200 0 0 0 0 0 Ver 0.6 Planned expenditure 4,191 1,850 1,650 1,850 1,100 10,641 1,166 1,576 1,141 1,142 1,141 6,167 Annual Balance -491 450 50 150 400 559-1,166-1,576-1,141-1,142-1,141-6,167 Cumulative Balance -491-41 9 159 559-1,166-2,742-3,884-5,025-6,167 Revenue assumed to be 15% of Capital cost Major Projects Other project (inc) Capital Estimates ',000s Revenue Project Description 2010/11 2011/12 2012/13 2013/14 2014/15 TOTAL 2010/11 2011/12 2012/13 2013/14 2014/15 TOTAL Integration Engine 240 240 120 120 120 120 120 600 840 Middle/Integration Layer 1,235 250 750 250 2,485 120 120 120 120 120 600 3085 PAS Replacement 1,250 500 1,750 263 263 263 263 263 1,313 3062.5 Theatre/anesthestics 200 200 30 30 30 30 30 150 350 Emergency System 80 50 130 20 20 20 20 20 98 227.5 Bed Tracking (Could be part of ES) 60 60 9 9 9 9 9 45 105 E Prescribing (General) 100 100 200 30 30 30 30 30 150 350 Order Comms 25 250 275 41 41 41 41 41 206 481.25 Maternity 250 250 38 38 38 38 38 188 437.5 Renal 25 25 4 4 4 4 4 19 43.75 Cancer Reg system 50 50 0 10 10 10 10 40 90 Mortuary 20 20 3 3 3 3 3 15 35 Clinical Coding 50 50 8 8 8 8 8 38 87.5 Oncology 150 150 23 23 23 23 23 113 262.5 BI System 267 250 517 78 78 78 78 78 388 904.75 Phase 1 18 Weeks, Core PAS Data Phase 2 Finance, HR, Quality Phase 3 Patient Experience & Department E Rostering 320 320 48 48 48 48 48 240 560 Job Planning 70 70 11 11 11 11 11 53 122.5 Sharepoint 100 100 40 40 40 40 40 200 300 Leveraging RFID Technology 100 100 National Breast Screening 100 100 15 15 15 15 15 75 175 Blood Tracking 50 50 8 8 8 8 8 38 87.5 Telecare & Video Conferencing 175 175 26 26 26 26 26 131 306.25 Radiology PACS review 0 0 0 0 0 0 0 0 Pathology Improvements 100 100 15 15 15 15 15 75 175 Infrastructure Projects 774 50 400 1,000 1,000 3,224 220 620 185 185 185 1,395 Project TOTAL TOTAL 4,191 1,850 1,650 1,850 1,100 10,641 1,166 1,576 1,141 1,142 1,141 6,167 15
15