information management technology strategy 2015 - 2020 · information management technology...

Information Management Technology Strategy

IMT Strategy 2015 - 2020 v4 1 FINAL_D07513.docx 1 January 2016


2015 - 2020

Author(s) Owner(s) Andrew Crookes

Version No. Version 4.1

Approval Date

Review Date December 2016



Executive Summary

“One of the greatest opportunities of the 21st century is the potential to safely harness the power of the technology revolution, which has transformed our society, to meet the challenges of improving health and providing better, safer, sustainable care for all. To date the health and care system has only begun to exploit the potential of using data and technology at a national or local level. Our ambition is for a health and care system that enables people to make healthier choices, to be more resilient, to deal more effectively with illness and disability when it arises, and to have happier, longer lives in old age; a health and care system where technology can help tackle inequalities and improve access to services for the vulnerable.” Personalised Health and Care 2020(National Information Board, November 2014)

Trust Vision

“We will work closely with our health and social care partners to give patients more control over their own care and find necessary treatments more readily available. We will support people with multiple health conditions, not just single diseases, and deliver care as locally and conveniently as possible for our patients. We will develop our current and future workforce and introduce innovative ways to use technology.”

Trust Objectives

Safe: People are protected from abuse and avoidable harm.

Caring: Staff involve and treat people with compassion, kindness, dignity and respect.

Effective: People’s care, treatment and support achieves good outcomes, promotes a good quality of life and is based on the best available evidence.

Responsive: Services are organised so that they meet people’s needs.

Well led: The leadership, management and governance of the organisation assure the delivery of high quality person-centred care, support learning and innovation, and promote an open and fair culture.

Designed around the patient: Our services will be continually reviewed and modified placing the patient at the centre of the redesign. Working across organisational boundaries to deliver integrated care.

Increased range of services: We will seek opportunities to extend the range and scale of services delivered in the community.

Financially sustainable: We will review services to deliver as efficiently as possible enabling reinvestment in patient care.

Delivered in suitable environments: We will review the use of our estate and develop where appropriate.

Making best use of technology: We will deploy technology to improve patient care and increase efficiency ensuring that the right information is available to the right people at the right time regardless of the care setting.



Trust Strategic Initiatives for 2016/2017

Develop and deliver a solution for sustainable Local Enhanced Community Services focusing on: Frailty, Children and Young People, Long Term Conditions and Urgent Care pathways.

Develop and implement a new 0-25Yrs Emotional Health and Well-being service.

Develop and implement robust systems to ensure the delivery of key programmes and targets.

Further develop the Trust patient and carer feedback systems.

Continue to pursue growth opportunities.

Implement the new Electronic Patient Record (EPR) and deliver benefits realisation.

Develop a sustainable strategy for the future of our estate, including our community hospitals, to support new ways of working.

Implement innovative workforce solutions to deliver transformation and support new models of care.

Improve productivity in key areas, reduce expenditure on agency staff and transform services to provide more efficient care.

The purpose of this document is to set out the contribution required from information systems to support the vision and strategic objectives of the Trust, including those systems and services provided under the existing infrastructure provided by HSCIC (Health and Social Care Information Centre).

The document sets out the strategic context and the vision for information management and technology for the Organisation and this is translated into a set of priorities, which leads to a programme of work for the Trust over the next 5 years.

The Trust is currently dependent upon a range of legacy systems that will need to be replaced over the period of the strategy. Currently the Trust spends £750K on systems.

The strategy considers the emergence of both Telecare and Telehealth; and how the Trust needs to deploy appropriate solutions and work in partnership with other agencies to deliver these technologies to increase the efficiency and effectiveness of the organisation, but to also improve the experience and health outcomes of the patient, delivering care closer to home.

To meet the Trust objectives in providing care closer to home, mobile working; either with real time connections or via disconnected working will become the norm.

Given the dependence of these solutions on commercially provided mobile phone network coverage (3 and 4G), the topology of Shropshire provides some significant challenges; which means that disconnected mobile working is a pre-requisite for any clinical system which is planned to be deployed within the Trust.

Mobile working is also heavily dependent upon the device(s) that will be utilised by staff, and as this market is still rapidly evolving this will pose a number of challenges,



not the least of which will be managing people’s expectations in times of significant restraints on NHS resources.

Telecommunications (including fixed, mobile and wireless communications) are discussed in the context of delivering elements of this strategy; a unified communications strategy is being separately developed.

The Information Governance issues associated with this type of working have to be clearly understood and managed across the whole organisation, both by the use of technology safeguards, but more importantly by the continual training and education of staff in Information Governance risks and issues.

It is important that Information Governance concerns do not act as a barrier to patient care and cross organisational working; but staff need to be aware of the potential risks, and the appropriate responses.

Over the next 5 years the Trust will:

Move to mobile working for a large proportion of its workforce

Deploy wireless technology across its estate

Deploy the new RiO Electronic Patient Record

Invest in appropriate telehealth and telecare technologies

Work with our partners to create an integrated care record

The programme of work is aligned to the Trusts Sustainability and Transformation Plan, and the various underpinning strategies (Workforce, Clinical, Quality, Financial etc.) and is subject to the financial planning as expressed in the Long Term Financial Model.



Contents

1 BACKGROUND and INTRODUCTION ................................................................... 6

2 STRATEGIC CONTEXT .......................................................................................... 7

3 THE VISION FOR INFORMATION MANAGEMENT AND TECHNOLOGY ............ 8

Objectives ............................................................................................................... 8

Outcomes ................................................................................................................ 9

Deliver High Quality Care....................................................................................... 9

Support people to live independently at home .................................................. 10

Deliver integrated care and Develop Sustainable community services .......... 11

Training ................................................................................................................. 11

4 ISSUES TO BE ADDRESSED ............................................................................. 14

Trust 5 Year Plan .................................................................................................. 15

Choice.................................................................................................................... 15

The Legacy from the National Programme for IT............................................... 16

A Patient-led NHS and The Power of Information.............................................. 16

Clinical Governance ............................................................................................. 17

White Paper – Equity and Excellence: Liberating the NHS ............................... 18

NHS Improving Quality (NHS IQ) ......................................................................... 18

National Infrastructure Maturity Model (NIMM) .................................................. 18

Planning for system replacement ....................................................................... 20

5 OPERATIONAL PRIORITIES and BENEFITS...................................................... 26

Provision of IM&T Support .................................................................................. 27

Trust Technology Infrastructure ......................................................................... 28

Information Governance and Data Quality ......................................................... 28

Benefits Realisation ............................................................................................. 29

6 CURRENT WORK PROGRAM ............................................................................. 31

Telecommunications............................................................................................... 31

Telehealth and Telecare ......................................................................................... 32

7 DELIVERY PLAN .................................................................................................. 34



1 BACKGROUND and INTRODUCTION

1.1 The Trust provides community health services to the resident population of

Shropshire at every stage in their lives; in their homes and from a range of local facilities; including four community hospitals with a total of circa.113 inpatient beds. We also provide School Nursing services to 5 – 19 year old Children in Dudley.

1.2 The services the Trust provides cover wide range of inpatient, outpatient and home based health services, covering general care for adults and children and young people such as district nursing, school nursing and health visiting, alongside more specialist services such as the community respiratory service, and DAART service which provides urgent assessments to avoid acute hospital admission. Although these services are diverse, they share a common theme in that they all occupy a pivotal place interfacing effectively with other partners.

1.3 The Trust approaches service provision in two distinct ways.

1.3.1 The first is on a locality basis; this is due to the large geographical area served and the different population make ups with their differing health requirement. This enables the Trust to provide a mix of community health services from each locality.

1.3.2 The second is on a Trust-wide basis, where the Trust provides services

which are specialised (e.g. Health visiting, Speech and Language Therapy) or can be better managed and delivered across a complete population group (e.g. Children’s Services).

1.4 Previously the NHS has adopted a National approach to IT delivery

programmes through the National Programme for Information Technology; this provided a number of the key building blocks for information management and technology infrastructure; some of these programmes were utilised by the Trust in 2005.

1.5 The Trust needs to respond to a number of challenges:

Internally the need for more information, in greater depth

Increasingly sophisticated information tools

Tactical information systems suited to specific functions

Greater collaboration and a widening of the user base and the associated user support requirements, including increasingly sophisticated business and financial modelling capabilities

The governments requirements that patients should be able to access and share their clinical records electronically, as expressed in “The Power of Information”

The imperatives to empower a truly mobile clinical workforce with sophisticated clinical systems and robust infrastructure



Maintaining an appropriate safe and secure technical infrastructure whilst operating in a rapidly changing and challenging environment

Managing in an environment which is financially constrained; but has increasing demands

2 STRATEGIC CONTEXT

2.1 The Trust has its services commissioned by a number of organisations including Clinical Commissioning Groups (CCGs), Local Authorities and NHS England.

2.2 The Trust works closely with Shropshire Council and Telford and Wrekin Council, the Local Authorities with whom we share a common boundary, on a range of issues relating to health and social care.

The Trust actively engages with other NHS Trusts, independent and third sector service providers where this is appropriate for the care and wellbeing of our patients.

2.3 The Trust provides a number of services including:

Prison Health Services

District Nursing

Health Visiting

Community Hospitals

Minor Injuries Units

DAART

Advanced Primary Care Services

Podiatry

Specialist Children’s Services

Universal Children’s Services

Community Therapy Services

Community Loan Stores

Continence Service

Specialist Community Nursing

2.4 Information systems in the Trust are required to support a number of strategic requirements, including:

access to the appropriate elements of the care record

integration across multiple organisations

access to information at the point of care delivery

ensuring that clinical records are accessible to all the relevant professionals as and when required

information should be captured once and then shared as appropriate

promote and enhance shared working across organisational boundaries



3 THE VISION FOR INFORMATION MANAGEMENT AND TECHNOLOGY

The overarching strategic IM&T objective is to ensure that the right information is available to the right people, at the right time, regardless of the care setting.

Objectives

3.1 The strategic vision for IM&T development at the Trust is built around a number of objectives:

all systems which are deployed by the Trust will encompass the appropriate functionality to enable information sharing, including secondary and primary care, local authorities, citizen access and 3rd sector providers

any clinical systems which are deployed by the Trust will allow for fully mobile

working; and as a default they must allow for disconnected mobile working; and be underpinned by safe and secure infrastructure

information systems should first and foremost be used to support the provision

of safe, effective care

management information should be derived not only as a by-product of

supporting care delivery, but also should be generated explicitly to support the decision making processes of the Trust, e.g. Service Line Management

information, including personal information, is managed securely and

confidentially and shared in ways which can be understood by all data subjects (Patients and Staff), and staff will be fully trained in their responsibilities with regard to Information Governance

staff should have access to the information technology hardware and skill

development programmes that they need to be able to be productive in their role, whatever that may be in the healthcare system, regardless of where they work. Staff need to have access to a learning and development environment where they can identify and address their learning needs and improve their individual information management and technology skills and competencies

the Trust should promote the development of an information culture within

which staff are encouraged and supported to access and use information and knowledge to improve the quality of services that are being offered

staff should be able to use information technology to communicate reliably,

efficiently and securely, and to access sources of evidence and knowledge. Staff at the Trust will need to communicate with all partner agencies (including General Practitioners, Pharmacists, Opticians, Dentists, Local Authorities, Other NHS Organisations, Independent and Third sector providers)



Outcomes

Deliver High Quality Care

3.1 The Trust recognises the importance of financial investment in order to introduce new technologies that will change how the Trust provides services, ensuring that its service reform agenda is delivered, aided by the appropriate technologies. However it also recognises that the investment that may be required will have to be viewed in the context of the wider financial and organisational priorities that the Trust will face in the coming years, and the wider NHS resource constraints.

The investments made in new or replacement systems will have to be based on sound business cases, including full benefits analysis, which are then appropriately prioritised alongside other developments.

3.2 The implementation of robust processes and systems will be a key factor in ensuring success, and these will include:

the deployment of integrated clinical system(s) across the Trust; the implementation of technologies coming out of national and other

workstreams where appropriate implementation of business tools which will surround our data warehouse

to provide rapid business analysis to aid effective management use of a secure network infrastructure, including the implementation of

wireless technologies, to ensure that appropriate patient information is available to whoever needs it, when it is needed

using accredited programme and project management methodologies across Trust services

adherence to current best practice around interoperability, including making full and effective use of the ITK (NHS Interoperability ToolKit); Digital Maturity Assessment and Digital Roadmaps.

ensuring that at all times robust Information Governance procedures are in place and being adhered to

3.3 The implementation of these technologies and processes will help to ensure:

that patients receive faster, safer, more convenient care

that care can be pre-booked and is of a high quality

that the clinicians who are delivering the care have timely access to the information they need

3.4 By providing the knowledge that is necessary to help deliver safe and effective patient care and more appropriate models of care, clinical information systems are at the heart of the organisation e.g. electronic patient record

3.5 The Trust will continue to invest in appropriate technologies that support both those that are providing and those that are receiving care with timely, accurate and appropriate information e.g. where appropriate patients should have electronic access to their clinical records.

3.6 Additionally, by making use of the available information technology and information systems, the Trust will be able to effectively and efficiently channel resources to ensure that the care models being delivered are appropriate to the


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needs of the patients, and can be clearly demonstrated to the service commissioners e.g. Service Line Management

3.7 The Trust will ensure that it continues to develop a knowledge culture in which information and knowledge is viewed as an important organisational asset; to aid the decision making process and thus help us to improve our standards of care.

Support people to live independently at home

3.8 The Trust is looking at opportunities for working closely with related partners, including The Shrewsbury and Telford Hospital Trust and the third sector, at local level in delivering pathways of care, at working jointly on supporting systems such as electronic records systems that help rather than hinder joint work, and at increasing use of technology including telehealth to extend the range of health care possible in the community.

3.9 Telehealth, often referred to as remote patient monitoring - refers to services

that use various point-of-care technologies to monitor a patient's physiological status and health conditions. When combined with personalised health education within a chronic disease management programme, it can significantly improve an individual's health and quality of life.

3.10 Telecare is a service that enables people, especially older and more vulnerable

individuals, to live independently and securely in their own home. It includes services that incorporate personal and environmental sensors in the home, and remotely, that enable people to remain safe and independent in their own home for longer. 24 hour monitoring ensures that should an event occur, the information is acted upon immediately and the most appropriate response put in train.

3.11 Why telehealth and telecare?

Potential to make significant health improvements and quality of life impacts for

people with a high dependency on the NHS, local GPs, social services and local hospitals.

Provides a means to increase the availability of NHS clinical support by allowing local practitioners to be in permanent contact with those people less able to look after themselves.

Can help improve the reach of the services that the NHS provides, looking after those who are often 'invisible' from the main acute services.

Helps keep people out of hospital and avoids all the pressures this can put on them and their families.

Benefits for Individuals

Promotes the concept of self-care

Improves quality of life for carers

Less travel and disruption for routine check-ups, but requires robust support systems in place to provide services to people when required.

Retention of a sense of independence and dignity

Increased confidence to manage own health



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Fewer stressful, unplanned hospital admissions

Benefits for Health and Social Care Professionals

Through risk stratification, GP’s can identify those people in their practice who

have Long Term Conditions (LTCs) and could be better supported if telehealth were adopted

Professionals can be better informed of the status of these people and see less demand on services, with fewer A&E events and unscheduled inpatient episodes

Professionals see less impact on family members/carers of people with Long Term Conditions (LTCs) as they start to take more control of their own health

More regular data means professionals can be better informed of a person's health status which leads to early intervention and proactive care

Deliver integrated care and Deliver Sustainable community services

3.12 The technological infrastructure that is already in place throughout the Trust as a consequence of the National Programme for IT (e.g. N3 connectivity), together with locally specified and procured systems already offers some significant opportunities to enable a more efficient organisation and will support the more effective information flows described previously.

3.13 The majority of staff in the Trust, across its community domiciliary services, health centres and within the community hospitals routinely use information technology to support their day-to-day activities; in the future this utilisation will increase as new technologies become available e.g. tablet devices, smartphones.

3.14 Internal and external communication between organisations is carried out electronically where currently feasible, this facilitates monitoring information flows and ensuring secure, efficient and effective use of technology, whilst maintaining information governance processes.

In the future the use of integrated and interoperable systems will lead to an almost complete digital communication path with the attendant benefits.

3.15 Information technology is one of the primary supporting infrastructures of the Trust. The need to ensure that those who work within the Trust have the appropriate skills and competency levels to use the technologies they are being asked to work with is crucial.

Training

3.16 To enable all Trust staff to fully utilise IT systems a range of training options is required from start-up, rollout training on new systems to refresher training for existing users. The IT trainers work within the Organisational Development and Workforce team but maintain close links with IM&T. The team will continue to offer a comprehensive range of courses to all staff including Trust specific systems training, as well as generic Microsoft Office Training.

The main priority for the team is to ensure that the workforce have the relevant knowledge and skills required to use existing and future clinical systems effectively. Training is considered integral to successful implementation and



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ongoing use of IT systems, it is therefore essential to involve the training team at an early stage for all new systems within the organisation.

The Trust has mandated that Information Governance forms part of its staff mandatory training curriculum in order to ensure that patient confidentiality is rigorously maintained.

3.17 It is acknowledged that the ways in which we deliver training will also change. More modern methods of learning will be incorporated with particular emphasis on e-Learning. A blend of learning methods will make the service more flexible, customer focused and easier to deliver to a geographically wide population.

The reliance on classroom-based instructor led training; which comes at a high cost in terms of administration, training charges, travel and associated costs and impacts on employee work time overall is being reduced as the utilisation of e-learning gathers momentum.

The deployment of e-learning is a vehicle that can both support and offer an alternative to classroom based training.

Convenience of availability and location of learning 24-hours a day, 7 days a week, 365 days per year

Just-in-time training opportunities

Reduced time away from job

A mechanism to ensure staff are up-to-date with their training which ultimately will have a positive impact on patient safety

As an NHS organisation the Trust has access to the National Learning Management System (NLMS) at no cost. This is a module of Electronic Staff Record and can be used to host national and local e-Learning content. Training undertaken in this environment is automatically registered on the relevant staff record. The NLMS system will support the up-skilling of staff in line with the workforce strategy. The system will also support compliance, performance and service development. The use of the NLMS will help meet the requirements of our mandatory training agenda. All of which will ultimately benefit our patients.

3.18 With both the local and National transformation agendas being enacted during the next few years they will bring an unprecedented degree of change. The deployment of new enabling information technology brings with it significant organisational impact and varying degrees of insecurity among individual staff members and/or staff groups, these fears are well recognised from various academic studies and from evidence in other parts of public and private sector industries.

The Trust recognises the need to support staff through these changes.

3.19 Many of the clinical systems deployed through the National Programme for Information Technology were standard solutions; this imposed limits on the ability that the Trust has had to tailor them to local requirements.

The lessons learnt from the National Programme for IT deployments will be built into future procurement proposals, most significantly the recognition that there are significant differences between Acute and Community service delivery models; which must be addressed in any information technology developments.



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3.20 The Trust recognises the need to manage the impact of these issues and will ensure that, through the use of modern change management techniques, these issues will be mitigated.

Furthermore the Trust recognises that the nature of health care provision in a challenging financial environment is leading to a landscape of continuous change; rather than a traditional model of periodic change with relatively long intervening periods of stability.

3.21 With such a heavy dependence on technology, the impact of any technology failure can become significant. The Trust has recognised these risks and will work to ensure that across all of its services, continuity plans are put in place and tested; to ensure that any impact can be responded to, and that within a clinical governance framework, risk mitigation is maximised.

The overarching requirement is that our services must be safe.

3.22 Systems to support the business of the Trust require reliable and robust information technology that is available to staff at any location that their job requires. The Trust has deployed appropriate technologies which provide staff with the ability to gain remote access to these support systems; which is secure and complies with NHS requirements for remote users.

Additionally, the Trust will continue to work to ensure that its information technology disaster recovery plans are robust and fit for purpose.

3.23 The Trust will deploy clinical systems that meet industry best standards in terms of availability, and will in principle favour using off site supplier hosted solutions, where the supplier can demonstrate clear disaster recovery planning that includes multiple data centres, and resilient infrastructure.

This is especially important where 24/7 operation of clinical and business critical infrastructure is required.



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4 ISSUES TO BE ADDRESSED

4.1 In setting the strategic direction of travel and the issues that are to be addressed, the various drivers for change need to be considered.

4.2. These drivers come from both national initiatives and local priorities; the NHS Information Strategy “The Power of Information”1 makes it clear that one of the underpinning principles in the future will be the rights of people to have simple and easy access to their records, whether they are held in primary or secondary care.

Some of these drivers are illustrated in the following diagram.

The creation of digital records and the deployment of electronic access for patients to their records; is a significant challenge to the Trust. 1

The power of information: giving people control of the health and care information they need; Department of

Health; May 2012



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Trust 5 Year Plan

4.3 Trust strategy is based on the huge potential for community health services to deliver a substantial change to the overall pattern of care in the local health economy, delivering the right care at the right level i.e. increasingly with home and community settings ‘as normal’, and with integration, early intervention and support for self-management built strongly into care delivery services. The strategy strives to improve patients’ experience and independence through services close to home, and help to manage increasing demand.

• New model for community hospitals (or other larger community health bases), linked to community hubs (Future Fit clinical model) - Offering co-location of community hubs with a strong connection to local communities/volunteers for prevention and supporting self-management, plus ambulatory services, urgent care centres, medium acuity beds, simple diagnostics and planned care consultations, assessment.

• Urgent care centres (Future Fit clinical model). Development of Minor Injury Units and Diagnostics, Assessment and Access to Rehabilitation and Treatment as part of new urgent care centres.

• ‘Teams around the practice’ for ‘maintenance’ case management and ‘Teams around the patient’/ Integrated Community Services (ICS)/ Expanded reablement teams for high intensity input – with alignment between the two (Future Fit clinical model)

• Children’s’ Services – CAMHS and services for children with disabilities and special educational needs, plus maximising the benefit from the new health visitor model, and fully exploring the potential of the community children’ nursing service and hospital at home concept

• Linked working with communities to harness community capacity/ contribute to patient self-management

• Cross cutting themes include increased partnerships and integration, 7 day working, workforce development and technology support

Choice

4.4 The NHS aims to deliver a health service that is fit for the 21st Century with services that are designed around the needs of the patient. The NHS aims to provide prompt, convenient, safe, high quality services from a range of qualified providers, from which patients will be able to choose. The Trusts own vision is clearly aligned to these concepts and this is clearly articulated within the Trusts Integrated Business Plan, “Bringing Care Closer to Patients – A Strategy for Transforming Local Services”.

4.5 The NHS has set out its vision for developing clear standards for the development of care pathways the delivery of which are dependent on the development and use of systems like Map of Medicine. These pathways will also include developments like Personal Health Budgets, which will enable patients with Long Term Conditions to exercise choice in how they want their condition to be managed.

The Trust will meet the challenges posed by these developments by ensuring that it is fully engaged in any dialogue between and within the health economy; and by ensuring that its systems and services are capable of meeting the emerging requirements.



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The Legacy from the National Programme for IT

4.6 The National Strategic Programme for Information Technology identified the importance of information technology as a key enabler to delivering the high quality services that the NHS must deliver. As the programme ended it left behind a mixed legacy; with some clear successes (N3, NHS Mail, PACS); less successful from a local perspective was the proposed Patient Administration System (PAS)/Electronic Patient Record (EPR) solution. With the Trust left in a position of requiring an integrated solution across its major services which is not available through the existing contractual arrangements. This is the single most significant IT challenge that the Trust faces.

4.7 The National Programme recognised the importance of creating an information technology management capability that provided support to the NHS modernisation agenda by setting out the capabilities of information technology to:

improve the patient experience and quality of care;

support service reconfiguration with modern information technology;

improve the capability of the NHS to deliver change and reform;

change working and clinical practices;

support front line clinicians in delivering improved patient-centred care.

4.8 The National Programme was delivered by Connecting for Health and focused on the NHS and also proposed to take forward parallel developments in Social Care information technology, so that the two service areas were technologically integrated to support integrated services working at a local level.

This was not successfully delivered at a national level; although locally the NHS and Local Authorities did work together and successfully deployed N3 connectivity; which provides the underlying secure connectivity infrastructure for NHS services which operate from Local Authority premises.

4.9 The outcome from the National Programme for the Trust is that we have robust technical infrastructure in terms of hardware and network connectivity; but we are left with a diverse range of clinical systems, some of which are suitable to take forward, and some are less well developed.

A Patient-led NHS and The Power of Information

4.10 The implications of the white paper Equity and Excellence: Liberating the NHS will require the Trust to respond to the information technology implications of programmes such as:

GP Commissioning

Choice

Personal Care Budgets

Digital Care Records

Patients electronic access to their records

E-prescribing in hospitals

Paper-lite

The main thrust of these initiatives will require the Trust to publish information about its services and outcomes in easily understandable formats and in a timely manner; including performance information and associated management



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information being available as required, in the form and format that users require.

Linked to this and following on from the both the Francis and Berwick reports, the accuracy and integrity of published information must be demonstrable and can be subject to far greater scrutiny than has been the case previously. This will mandate a significant degree of activity on ensuring that data quality is effectively and robustly managed within all the services that the Trust provides.

4.11 The following are extracts from “The Power of Information: Putting all of us in control of the health and care information we need.”

“To realise the enormous potential benefits of information to improve our care and our health outcomes, this strategy sets the following ambitions:

Information used to drive integrated care across the entire health and social care sector, both within and between organisations. Information regarded as a health and care service in its own right for us all – with appropriate support in using information available for those who need it, so that information benefits everyone and helps reduce inequalities;

Information recorded once, at our first contact with professional staff, and shared securely between those providing our care – supported by consistent use of information standards that enable data to flow (interoperability) between systems whilst keeping our confidential information safe and secure;

A culture of transparency, where access to high-quality, evidence-based information about services and the quality of care held by Government and health and care services is openly and easily available to us all;

If we can access, contribute to and choose to share our health and care records, it will support a culture of ‘no decision about me without me’.

It depends on making the shift to give us more control of our health and care and on recognising that collecting and sharing good information is pivotal to improving the quality, safety and effectiveness of our care, as well as our own experiences of care.“ (The Power of Information: Putting all of us in control of the health

and care information we need, DoH, May 2012)

Clinical Governance

4.12 Supporting Clinical Governance across the Trust is fundamental to the achievement of delivering quality improvements and ensuring our services are safe.

4.13 Examples of where information technology supports clinical governance include:

provision of access to evidence based medicine to support best practice (the Map of Medicine project);

ensuring the integrity of data in clinical systems is maintained through training in Information Governance including data quality and data management;



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training and development of staff in the appropriate use of clinical systems;

establishing secure access to systems through the deployment of Smart Card Technologies including single sign-on where appropriate

White Paper – Equity and Excellence: Liberating the NHS

4.14 The long term aim of the White Paper is to realign the health and social care system so that social care, primary care and community services are integrated and tailored to meet individual need.

4.15 The White Paper covers many areas of joint work undertaken by Trusts and local authorities and how they could be better integrated or co-ordinated to improve the services delivered to patients, their carers and the public.

4.16 It is clearly recognised that in order to achieve this, health and social care systems should not be divorced but should be joined to ensure that appropriate information is made available to carers and clinicians as needed.

This does not mean they have to use the same systems, but that information must flow around and between them to meet the requirements of patients and care providers.

The Trust will continue to work with Local Authority and social care colleagues, and other service providers to improve this area of our services; and will ensure that these considerations are factored into any of our procurement processes where joint working is required.

NHS Improving Quality (NHS IQ)

4.17 A number of workstreams that have and are continuing to emerge from the previous QIPP programme which has been subsumed within the NHS IQ umbrella have already been reviewed by the Trust; these reviews included the use of Digital Pens for Community Nurses and the potential for Single Sign on to the clinical systems.

There are a number of other technology solutions that are being brought to the attention of the wider NHS by the NHS IQ programme and the Trust is fully engaged with the IM&T aspects of the programme through NICE, which has taken over the responsibilities of the former NTAC (NHS Technology Adoption Centre).

National Infrastructure Maturity Model (NIMM)

4.18 This Strategy recognises the fundamental part played by infrastructure in underpinning all IM&T services and so has adopted the NHS Infrastructure Maturity Model (NIMM) designed by Connecting for Health. The model shows the steps that the Trust needs to take to deliver all of the benefits available from a mature, comprehensive and strategic infrastructure.

The Trust is currently at predominantly at Level 3, with one element at Level 2.

During the lifetime of this strategy the Trust is planning to attain Level 5.

The major developments that will lead to this attainment are not simply technical in nature, they also relate to a cultural move towards recognising how the transformational nature of IT can enhance and develop the Trust. The



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cultural change builds upon the deployment of new technologies which enable the Trust to deliver its services differently.

The widespread deployment of wireless infrastructure, coupled with clinical information systems that support mobile disconnected working will facilitate a mobile workforce.

The operation of an electronic patient record will enable the Trust to contribute to a patient centred integrated clinical record, that is available when and where it is required.

National Infrastructure Maturity Model

Current

Current

Current

Current

Current

Current

4.19 The Trust has commenced the deployment of SharePoint as a mechanism for document sharing and collaboration, working with discrete work groups to develop the adoption and utilisation of the technology before moving to larger scale deployments across the Trust.

The Trust completed the migration of its desktop IT estate to Microsoft Windows 7 and Microsoft Office 2010 during 2015/16.

The Trust has also invested in centralised IT management software to enable the more effective and efficient use of resources when dealing with some IT issues.

This process will continue, alongside a number of IT infrastructure developments, including the implementation of wireless technologies in appropriate locations.



January 2016

Planning for system replacement

4.20 Shown below are illustrative planning timelines for the most significant workstreams; there are resource constraints around the PAS/EPR programme. The PAS/EPR requirement remains the greatest area of financial risk to the Trust from an IM&T perspective.

4.21 The existing financial resources in terms of both Capital and Revenue can generally support the proposed development programme; with the exception of the PAS/EPR requirement which may require additional external support.

4.22 The end of central support for both iPM and HSW Child Health by July 2016 provide the Trust with a clear end point for the PAS/EPR replacement programme; the resource constraints generally within the NHS and in particular within the Trust will make this process challenging.

4.23 The Trust will face a number of issues where systems and services come to their end of life, as recently witnessed by the end of support for Windows XP by Microsoft. The most significant potential issues are identified in the following schematic, which shows the system / service, expected end of life and potential replacement / continuation option.


Clinical Systems

System

Options

Risks

Current Strategic

Solution/Plan

iPM – Patient Administration System, including MIU, outpatient appointments, Community services contacts

Do nothing

Short term contract (Minimum 6 months)

Long term contract (3 years extension)

Replace

No Service Q2 2016

High cost and no advantage

High cost and not suitable for purpose

Detailed in EPR programme plan

Proposed EPR – Full Electronic Patient Record, including functionality for Bed management, MIU, Outpatients, Community Services, clinical messaging etc.

GraphNet - Patient Administration System for CAMHS including outpatient appointments and community contacts

Do nothing

Upgrade to new version

Replace

Unsupported system

Increased cost Fragments service information and makes integration more complex.


SEMA Helix -- Patient Administration System for Community Hospitals including bed utilisation, theatre bookings, outpatient appointments

Do nothing

Replace

Continue to fragment service, increases complexity of integration.

Dependency on Acute Trust


e-Script – prescribing and discharge management

Do nothing

Replace

System becoming unsupported

New version in 2016 or replace



as part of EPR

MESaLS – Manages Loan Stores Equipment service

Do nothing

Replace

Product ceases to exist 2016

Replace with CES360

BEST (Soft Options) – Manages Wheelchair Service

Do nothing

Replace

None

No Change

Meridian - Friends and Family questionnaires

Do Nothing

Replace

None

No Change

SOEL Health (SOE) – Community Dental Services, including X- Rays

Do nothing

Replace

TBA – Potentially Replace with Carestream CS R4

TBA

TPP SystmOne – Clinical record in Prisons

Do nothing

Replace

Chosen by the Ministry of Justice

No Change

TWINKLE – clinical recording for Diabetic children

Do Nothing

Replace

None


Potentially part of proposed EPR

WANDA – used by Admiral Nurses for people with Dementia

Do Nothing

Replace

None



WinScribe – digital dictation

Do Nothing

Replace

None



PACS – imaging, this service is provided by a number of Acute Trusts

Do nothing

Replace

Dependency on Acute Trusts but low risk

No Change



Analytical and Corporate Systems

System

Options

Risks

Current Strategic

Solution/Plan

Data Warehouse – stores all activity and contracting information

Do nothing

Replace

No requirement to change

Renewal of service 2016/17

InPhase – Business intelligence product for data analysis and presentation

Do nothing

Replace


No Change

ORACLE – Financial Services, and Procurement

Do nothing

Replace


No Change

SEL (Software Europe) – electronic staff expenses

Do nothing

Replace


No Change

ESR – Electronic Staff Record

Do nothing

Replace


No Change

Datix – Risk Management

Do nothing

Replace

Current version Not Windows 7

Upgrade to latest version

CASS (OPAS) – Occupational Health system

Do nothing

Replace


No Change

SLR – Service Line Reporting

Do nothing

Replace


No Change

Infrastructure Systems

System

Options

Risks

Current Strategic Solution/Plan

Windows 7 – Operating System

Do nothing

Replace

Avoidance of licence costs

Windows 10

Windows Server 2003 –

Do nothing

Unsupported

Move to



Obsolete Operating System

Replace Windows Server 2008

Windows Server 2008 – Operating System

Do nothing

Replace


No Change

Exchange 2010 - email

Do nothing

Replace

Cost avoidance

Move to NHSmail2

NHSmail - email

Do nothing

Replace

Service ceases during 2016

Move to NHSmail2

Office 2010 – productivity tools

Do nothing

Replace


No Change

SharePoint 2010 – document management

Do nothing

Replace


No Change

Sophos UTM – firewall

Do nothing

Replace


No Change

Sophos Suite – Anti- virus, content filtering etc.

Do nothing

Replace


Renew 2016/17

Sophos Email Encryption

Do nothing

Replace


No Change

LANDesk – Informatics service desk

Do nothing

Replace


No Change

Bomgar – IT service remote access

Do nothing

Replace


No Change

SSL Certificates – security certificates

Do nothing

Replace


Renewal 2017/18

Symantec – backup

Do nothing

Replace


No Change

Storage Area Network (SAN) and mail servers

Do nothing

Replace

Elements become unsupported

TBA




January 2016

Health and Social Care Economy Systems

System

Options

Risks

Current Strategic Solution/Plan

EMIS (GP Practices) – clinical system

Do nothing

Replace


No Change

InPractice (GP Practices) – clinical system

Do nothing

Replace


No Change

SEMA Helix (SaTH) – clinical system

Do nothing

Replace


No Change

Care First (Councils) – client records

Do nothing

Replace


No Change

Liquid Logic (TW Council – Children’s Services) – client records

Do nothing

Replace


No Change

iPM / GraphNet (RJAH) – clinical system

Do nothing

Replace

iPM No Service Q2 2016

EPR

4.24 The telecommunications programme has already commenced, and will

continue into the medium / long term.

Mobile device deployment has commenced with the utilisation of smartphones, and tablet devices in some clinical areas.

Telehealth / Telecare, has a number of schemes that are in the final planning stages prior to authorisation and deployment; this programme will continue as new services / devices become available.

As part of the NHS 5 Year Forward View2 the investment in, and utilisation of these technologies will form a potentially significant workstream; which has the potential to deliver both significant organisational efficiencies, together with an improvement in service delivery for our patients. (2

The NHS 5 Year Forward View,

NHSE, October 2014)

5 OPERATIONAL PRIORITIES and BENEFITS

5.1 The Trust has to ensure that its services have information technology systems that are fit for purpose and can support the staff in providing safe, high quality patient care. The Trust has had in place a rolling programme of hardware upgrades for services to ensure their equipment remains at a high standard.



January 2016

5.2 Changes to the way in which the organisation is required to work will require more technically challenging and innovative approaches; delivering care closer to home will require the deployment of mobile working solutions, which will have to meet the requirements of staff when they are working in areas of low 3/4G coverage e.g. mobile disconnected working.

5.3 Seamless links between organisations in caring for people with long term conditions e.g. Dementia, COPD, or those that move across organisational boundaries will require the ability to send and receive secure information that can be electronically processed automatically into the relevant part of the patient/client record regardless of the service provider.

This will require the utilisation of digital records and the associated technologies.

5.4 People will expect to be able to access virtually real time information about the services that the Trust offers, there locations and details about outcomes and service quality. This type of information will be crucial in enabling the Choice agenda and it is important that the Trust starts from a high quality position in order to maximise the market potential. This is especially true where clients with personal health budgets become an increasing share of the client population, combined with commissioners that are looking for services from any qualified provider (AQP).

5.5 An emerging trend across both public and private sector organisations is the use of personally owned equipment being used to process the employers data; this is generically referred to as “Bring Your Own Device (BYOD)”.

A number of Trusts within the NHS are testing elements of this approach.

However the significant governance issues that are inherent in this way of working have yet to be fully tested. The marginal gain in not having to fund a relatively small outlay for a laptop or tablet could be outweighed by the technical infrastructure that will be required to ensure the personal device works within a managed risk environment.

The Trust will monitor developments in this area, although it is probable that the deployment of this way of working would be restricted to non-clinical applications due to the risk management issues that surround personal confidential information.

Provision of IM&T Support

5.6 Currently the information technology support for the Trust is provided by the Informatics service based at William Farr House.

5.7 There is a single IT Service Desk for all IM&T support for the Trust, which utilises a free phone number for staff to contact the service desk with any issues. It operates a comprehensive IT Service Desk management platform which enables the effective management of issues, including the ability to provide updated information to IT support staff who are operating on a mobile basis.

All the IT Service Desk staff have undertaken ITIL training (The Information Technology Infrastructure Library (ITIL), is a set of practices that focuses on



January 2016

aligning IT services with the needs of business), this is an internationally recognised qualification for IT support staff.

5.8 The Informatics department provides project and programme management support across the Trust as and when required; this specialist support is available for non-IM&T programmes and projects where the client requires support in using proven techniques from specialist qualified staff to effectively manage projects/programmes.

5.9 All the senior staff within the Informatics department are qualified in PRINCE2 project management to at least Foundation level; and all IM&T projects within the Trust are managed on this basis.

5.10 The Informatics department also manages the:

Registration Authority for the Trust;

Data Protection and Information Governance management;

Information services (activity data for commissioning/planning/operational);

Performance reporting.

Trust Technology Infrastructure

5.11 Internal E-mail is provided by a fully encrypted e-mail solution which is delivered via Microsoft Exchange service for Trust staff, who can also utilise NHSmail. This will be migrated to NHSmail 2

5.12 Local storage and backup servers are deployed in a number of locations.

5.13 All locations are connected via N3 links.

5.14 Remote IT diagnostics, repair and patch management are in place across all Trust locations.

5.15 The Trust is operating an estate of Windows 7 desktops; this will be migrated to Windows 10

5.16 The Trust is operating Office 2010, and the Trust has sufficient legacy licences for the product.

5.17 The Trust is in the process of deploying Phase 1and 2 of its wireless technology programme into the Community Hospitals and is investigating the further deployment of wireless technologies on a wider scale where appropriate; and as required by future clinical developments.

Information Governance and Data Quality

5.18 The purpose of information governance is to:

support the provision of safe high quality care by promoting the effective and appropriate use of information;

encourage staff to work closely together, preventing duplication of effort and enabling more efficient use of resources;

develop support arrangements and provide staff with appropriate tools and support to enable them to discharge their responsibilities to consistently high standards;



January 2016

enable organisations to understand their own performance and manage improvement in a systematic and effective way.

5.19 The Information Governance Toolkit is a tool with which organisations can assess their compliance with current legislation, Government directives and other national guidance. It has been approved by Health Ministers, the review of Central Returns (ROCR) team and Monitor.

It is a requirement that the Trust completes the Information Governance toolkit on an annual basis.

To demonstrate the delivery of information governance, the Trust is required to complete the NHS web-based Information Governance Toolkit. This covers six work areas:

Information Governance Management;

Confidentiality and Data Protection Assurance:

* Confidentiality NHS Code of Practice;

* Data Protection Act 1998;

Information Security Assurance:

* Information Security Management NHS Code of Practice;

Clinical Information Assurance:

* Health Records Management;

* Records Management NHS Code of Practice;

Secondary Uses Assurance:

* Information Quality;

* Payment by Results;

Corporate Information Assurance:

* Freedom of Information Act 2000;

* Corporate Records Management:

* Records Management NHS Code of Practice.

The Trust is required to attain at least level 2 status in order to meet the Statement of Compliance requirements, this has been achieved historically and the commitment and expectation is that the Trust will improve on this position and will attain Level 3.

The Trust is externally audited on its compliance with the IG Toolkit on an annual basis.

Benefits Realisation

5.20 Benefits realisation is a system, or a number of steps, that offers a way of identifying benefits from an investment and ensures that those benefits are realised.



January 2016

5.21 In the NHS, any investment in information technology must be driven by the benefits that the investment will bring to improving patient care. Identified benefits may include:

• increasing the quality of care;

• reducing costs;

• providing alternative or innovative ways of delivering patient care.

5.22 In addition, investment in information technology must be able to stand up to rigorous scrutiny and provide assurance that it is fit for purpose in a modern NHS and meets the requirements of Data Protection and Caldicott Guardianship.

5.23 Expenditure on information technology has been growing substantially in recent years and it is therefore unsurprising that an increasing focus is being placed on realising the benefits of investment in information technology.

The increasingly challenging financial environment makes it even more essential that any investment in IM&T is recognised as delivering tangible benefits to the Trust and our patients.

5.24 It is a Trust requirement that any programme or project which involves significant expenditure on IM&T services will be managed under a structured programme or project management methodology (e.g. PRINCE2). This approach ensures appropriate levels of governance and also encompasses Benefits Realisation as an integral part of the evaluation process.



January 2016

6 CURRENT WORK PROGRAM

6.1 Some of the key areas of work being currently being undertaken include the following:

Supporting the monitoring and achievement of agreed performance criteria (e.g. RTT, Infection Prevention & Control, etc.)

Continue providing information technology training around improving data quality

Continue interim support for the development and implementation of the Connecting for Health clinical system “iPM/ Lorenzo” and other National and local programmes e.g. HSW, TPP SystmOne etc.

Continue to develop the business support and information systems of the Trust, e.g. Service Line Management, and robust Information Governance procedures (Pseudonymisation)

Continue to develop and enhance the data warehouse; including dashboard development and expansion of reporting sources

Continue to monitor NHS IQ developments, and ensure that appropriate developmental opportunities within the Trust are taken advantage of (e.g. virtual meetings / virtual classrooms video technologies)

A rolling hardware replacement programme

Deployment of encryption technologies

Deployment and migration plans for Windows 10

Deployment and Migration from a local Exchange email service onto NHSmail 2

SharePoint deployment

Continue to support the Trusts transformational working agenda

Continue the support and delivery of the RA and Information Governance services

Delivery of Trust Website and associated process management

Supporting where appropriate the delivery of Telehealth and Telecare solutions through the Local Health Economy Telehealth Group

Monitoring and testing of mobile solutions as they come to market

Deployment of wireless technologies

Reviewing remote tele-metrics solutions e.g. near field technologies, wireless enabled vital statistics devices

Supporting the RiO EPR implementation process

Detailed work plans supporting the above areas of work will continue to be developed as appropriate within the programmes they support.

Telecommunications

6.2 A cohesive and comprehensive telecommunications strategy has been commissioned, which articulates the future telecommunications infrastructure that the Trust will require to adopt during the coming years to enable it to deliver the clinical and support services in the most efficient and effective ways possible.

This strategy looks at both fixed and mobile telecommunications technologies and delivered a number of recommendations which included:



January 2016

Develop or procure clinical applications which can support synchronisation with mobile devices, at various time frames.

Adopt appropriate technology to support mobile working, e.g. laptops, tablets, smartphones

Use appropriate telecommunications technology to update mobile devices as appropriate to the data, for example:

o daily synchronisation using fixed communications; o ad-hoc synchronisation using fixed or mobile; o using 3/4G network to provide live access (if available).

For sites with occupants from multiple organisations, seek to reduce the number of network links to a site, by working in partnership with other public sector users adopting an approach of ‘sharing’ links as the norm.

Extend the video conferencing system to additional meeting rooms and locations within the Trust, and following investigation on the impact on the network, to certain desktops. Consider the use of the N3 Video bridge to link to provide connectivity to other Trusts.

Expand the use of fully-featured virtual classroom technology and in the short-term implement a full trial of Cisco WebEX to determine its suitability. Also consider specialised online learning environments such as Moodle and Elluminate.

Use a converged voice and data network supporting VoIP wherever possible.

Take steps where possible to enhance mobile phone reception. Potential actions include:

o use of 1picocells and/or 2femtocells to locally enhance coverage in buildings;

o in exceptional circumstances consider roaming SIM cards or Satellite phones.

1Picocells are operated and managed more closely by the network operator.

2Femtocells are semi-autonomous and often user installed, sensing from their immediate

environment the best frequency and radio parameters to use.

Telehealth and Telecare

6.3 The NHS has committed to extend Telehealth and Telecare solutions across the population; concentrating initially on people with Long Term Conditions (LTCs).

Telehealth - generally refers to services that use various point-of-care technologies to monitor a patient's physiological status and health conditions. Typically, it involves electronic sensors or equipment that monitors vital health signs remotely from home or while on the move.

Telecare - services incorporate personal and environmental sensors in the home, and remotely, that enable people to remain safe and independent in their own home for longer.



January 2016

6.4 This message is re-enforced in the “Power of Information”; with clear requirements to rapidly expand the delivery of services closer to people’s homes by utilising all the available technology channels.

6.5 The Trust has a small capital programme available for the acquisition and deployment of Telehealth / Telecare products; this programme is formally managed by the Operations Directorate.

6.6 The deployment of solutions in this area are a key part of the Trusts development programme; the requirement to increase the management and care of individuals with Long Term Conditions in their own home to avoid admissions into the acute sector is a challenge across the NHS. Telehealth and Telecare services are seen as one of the cornerstones to achieving this objective.

6.7 The Trust will work with partner organisations to deliver and where appropriate to manage solutions providers as an increasing range of products and services come to market.

6.8 The use of patient wearable vital signs monitoring equipment in both community hospital and domiciliary settings is an area which can deliver significant patient, carer and organisational benefits.



January 2016

7 DELIVERY PLAN

By 2020 we will:

be using RiO Electronic Patient Record across all services

have staff working on a predominantly Mobile basis

have a Wireless Infrastructure in place for staff and patients

be using Patient wearable vital signs monitoring (home and hospital)

have Patients accessing their clinical record electronically

be contributing to a Health Economy wide Integrated Digital Care Record



January 2016

Personalised Health and Care 2020 Using Data and Technology to Transform Outcomes for Patients and Citizens A Framework for Action (National Information Board, November 2014)

Overview Timeline of NIB Framework Milestones

2014 2015

• From March 2015, all citizens will have online access to their GP records.

• By March 2015, proposals will be set out for the enhancement and extension of the MyNHS service on NHS Choices.

• By March 2015, NIB will publish a roadmap for alignment of existing national programmes with the outcomes of this framework.

• By 1st April 2015, HSCIC to publish the roadmap and standards care organisations will be required to meet to be able to access core transactions systems.

• From April 2015, use of NHS number as primary identifier in clinical correspondence and for identifying all patient activity will be mandated in health and care.

• By April 2015, the NIB and partners will coordinate agreement on national technical and professional data standards required to achieve digital real-time and interoperable care records.

• By April 2015, NHS England to publish new “Insight Strategy” for making better use of patient outcome and experience data.

• By June 2015, the NIB will publish proposals on the regulation, accreditation and kitemarking of technology and data-enabled services, including apps.

• By June 2015, NHS England to develop proposals for ‘Code 4 Health’.

• By June 2015, the HSCIC will develop proposals with industry for personal data usage reporting.

• By September 2015, proposals will be published for linking 111 with NHS Choices.

• By October 2015, HSCIC, CQC, Monitor and NHS TDA will publish data quality standards for all NHS care providers.

• By October 2015, the HSCIC will publish enhanced data security standards and requirements and will re-launch the Information Governance Toolkit.

• By October 2015, Digital Maturity Index key indicators for NHS Trusts will be published via NHS Choices.

2016

• By April 2016, the NIB will agree a core ‘secondary uses’ dataset that all NHS- funded providers will have to make available.

• From April 2016, the CQC to take performance against the data quality standards into consideration as part of its regulatory regime.

• By April 2016, HEE will introduce a new knowledge and skills framework for all levels of the health, care and social care workforce.



January 2016

2017

• By 2017, 100,000 individual genomes will have been sequenced.

• By April 2017, core curriculum and associated knowledge frameworks will contain the relevant knowledge, skills and characteristics to enable the workforce to embrace information and technology.

2018

• By 2018, clinicians in primary care, urgent and emergency care and other key transitions of care contexts will be operating without the use of paper records.

• From March 2018, all individuals will be able to record their own comments and preferences on their care record.

• Until April 2018, procurements under GP System of Choice will be used to stimulate the supply of new and innovative systems for out-of-hospital services.

2019

2020

• By 2020, all care records will be digital real-time and interoperable.

• By April 2020, the entire health system will adopt SNOMED clinical terminology.

Plan on a Page

Information Management and Technology Strategy 2015-2020 “Ensuring that the right information is available to the right people, at the right time, regardless of the care setting”

Trust Goals

To deliver high quality care

To support people to live independently

at home

To deliver integrated

care

To deliver sustainable community

services

Corporate Objectives

Safe Caring

Effective

Responsive

Well-Led

Designed around the patient

Increased range of services

Making best use of technology

Delivered in sustainable environments

Financial Sustainability

Priorities: Programme of Work working across Community Health Services Deploy wireless technology across the Trust premises Deploy the new RiO Electronic Patient Record and associated training programme Invest in appropriate IT equipment, telehealth and telecare technologies Work with our partners to create an integrated care record

Outcomes Deployment of integrated clinical systems that can accommodate Trust goals Implementation of appropriate technologies and business tools for rapid data

analysis Use of wireless and communications technology for mobile working Management of projects using industry standard methodologies Adoption of current best practice Effective use of toolkits and frameworks including ITK and NIB Adherence to robust Information Governance processes and procedures

Delivery and Benefits Collaborative partnerships for successful joint working Remote patient monitoring and self management of long term conditions Telecare systems to enable patients to stay safe and independent in their homes Support of the development of local enhanced community services in rural areas Integrated care and sustainable services Provide the secure information, where and when it is needed

Development of an information and knowledge culture

Collaborative partnerships for successful joint working

Supporting the provision of safe and effective care

Improving Lives in Our Communities

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