ict strategy - whatdotheyknow · appropriate access from anywhere to a bespoke, comprehensive and...

Dominic McKenny | Director of Informatics | Oxford Health NHS Foundation Trust | May 2012

Getting the most out of technology Version: Final V1.0

ICT Strategy 2012 - 2016

Contents

Oxford Health NHS FT - May 2012

Introduction ICT Strategy

The Trust’s Strategic Framework identifies that ICT will be a key strategic enabler for service provision and development (see aligned diagram).

The ICT Strategy presented here describes the Trust’s ICT blueprint and associated ICT related strategic initiatives over the period 2012 – 2016.

The ICT Strategy will identify how data and voice provision will be advanced using appropriate technology, processes and staff development to achieve the Trust’s stated strategic objectives and vision for ‘Outstanding Care Delivered by Outstanding People’.

Please note: a separate Information Management Strategy is being produced to describe the Trust’s approach to managing information and knowledge in the coming years.

Enabling the Strategy…page 13

Indicative Roadmap…….page 10 Blueprint for ICT………........page 7

Current State Audit……….page 5

Drivers for Change...........page 3

ICT as an Enabler………......page 4 Conclusion……………………….page 17

Executive Summary…….page 18

With the demise of NPfIT, Trusts need to move from a centrally funded ‘one size fits all’ model to a locally funded ‘connect all’ model for Electronic Health Records (EHRs).

The minimum functionality for EHRs includes: patient administration; order communications and diagnostic reporting; letters generated with coding; scheduling of assets (tests, beds etc.); and e-Prescribing.

The ‘Choice’ agenda is expanding and competition increasing, hence the ongoing need for quality services and information to be available to inform patient / commissioner decisions.

Patients to have access to and control of their health records with explicit consent required before they can be shared.

Working across organisational boundaries to support care pathways using secure sharing of documents / information and the interoperability of systems based on standards.

‘Connecting all’ includes: citizens with information; patients with clinicians; and clinicians with clinicians using new ways of delivering care assisted by innovative technology.

£20bn efficiency savings and commissioning based on pathways rather than organisations and almost zero growth with funding based on results / outcomes.

‘Digital first’: a drive to systematically embed and incentivise innovation across the NHS so that it becomes everybody’s business and part of established service delivery models.

Quality improvements must be achieved / sustained for the Trust to be assured that it is meeting all of its performance quality standards associated with outstanding care delivery.

Services will be redesigned / developed to ensure that they assist the Trust to achieve operational excellence in everything it does, including integrated care pathways through partnership working with other organisations.

The Trust will improve its management of information by shifting the emphasis from data provision to the timely availability of high quality information / knowledge that supports decision making.

The Trust needs to make significant cost improvements over the coming years which will be achieved primarily through service transformation assisted by ICT solutions / innovations.

The Trust needs to grow and compete in terms of service provision and its geographic operational area by embracing innovation in the design / delivery of services, as well as by cultivating strategic alliances with other care providers and academic institutions.

The Trust will provide the environment and services to grow and develop its valuable staff asset to address underlying attitudes, behaviours and skills related to enabling initiatives.

The Trust needs essential supporting infrastructure / services to enable it to function in an efficient and effective manner.


Drivers for Change ICT Strategy

National / Local Drivers Trust Drivers

The drivers for change that have influenced the development of this ICT Strategy have been detailed in various national and Trust-specific documents. The key ICT and informatics related themes emerging are summarised in the tables below:


ICT as an Enabler ICT Strategy

The current key technologies that need to be considered in terms of ICT Strategy development to ensure the Trust is getting the most out of technology include:

Cloud Computing: Applications and data are hosted in ‘the cloud’ and provided on demand. Device flexibility is maximised with reduced need for locally installed expensive back-office hardware. Security and ‘pay-as-you-go’ finance models need attention.

Application Integration: Care delivery requires pathway models with multi-organisational involvement. Single applications cannot cover all requirements. Integrating systems is challenging but leads to greater availability of key information.

Mobile Broadband: A key technology that will enable peripatetic staff to truly work from anywhere. Current 3G network is widespread but slow and unreliable. The arrival of the 4G network from 2013/14 should bring vast improvements.

Virtualisation: Many virtual servers can reside on a single physical host giving flexibility, resilience and greater value for money. Desktop virtualisation is also possible leading to simplified and standardised infrastructure. The latter is technically challenging.

Communications: Diverse real-time communication methods are becoming the norm. VoIP, video conferencing, instant messaging , use of social media sites, etc., are powerful tools that can bring benefits if delivered in a coordinated / unified way.

End User Devices: The increasing number of diverse devices and the consumerisation of ICT is influencing end user expectations in the corporate arena. This has implications for what’s delivered / supported, but also allows opportunities for shared ownership.

Remembering the Basics: With greater reliance on ICT solutions there is a constant demand for more networking and data storage. This needs to be achieved whilst maintaining the highest possible standards of information governance and security.

Telehealth: Telehealth initiatives have the potential to radically transform healthcare provision. Solutions range in nature and complexity but a constant feature is the need for business changes to occur in order for the benefits to be fully realised.


The overarching SWOT analysis below reflects the current state of ICT provision in the Trust taking into account the content presented in the previous Drivers for Change and ICT as an Enabler sections:

Strengths

EHR foundations are in place (RiO x 2) with national contract plans agreed to mostly achieve the ‘clinical 5’.

There is circa 4,400 desktop computers in OHFT, more than 30% of which are laptops for mobile workers.

The core data / voice network is a solid foundation that mostly supports the geographically dispersed services.

A full suite of ‘line of business’ applications are in place. A single data centre running a virtualised server

infrastructure where possible is in place. Advanced VoIP-based telephony is widely deployed. ICT cost improvement plans are being achieved.

Opportunities

The demise of national contracts for EHR and possibly ESR will allow procurement of bespoke Trust solutions.

Virtualisation / cloud solutions may allow the Trust to ‘sweat’ its desktop asset / deliver services differently.

Working differently using mobile / Telehealth solutions should support more efficient service delivery models.

The Trust is participating in enabling projects to deliver greater interoperability of silo-based clinical systems.

Telephony and mobile broadband advances are close. Societal attitudes to technology is changing with more IT

literate and competent citizens emerging.

Weaknesses

National contracts restrictions means a state of many clinical systems and incomplete solutions has arisen.

The desktop estate is ageing with significant expenditure required per annum to replace the status quo alone.

The current solution for mobile working is not strategic. Lack of system integration / interoperability means ICT

pathway support across organisations is poor. Many systems are deployed but these are not fully used

due to competency and business change issues. Finite ICT resource and increasing demands for input /

deployments compromises what can be achieved.

Threats

Plans for a post-NPfIT NHS are high level at this time leading to some uncertainty about key technical enablers.

Challenging £15 - £20bn efficiency savings needed across the NHS by 2015 may limit possibilities.

Change fatigue and possible new central initiatives or a government change may impact business direction.

Dissonance may occur between user expectations about new technology and corporate ICT provision.

The Trust is reliant on third parties, including other NHS Trusts, for some ICT support which can lead to conflicting challenges and could compromise agility.

Page 1 of 2 Current State Audit ICT Strategy

SWOT


The Trust has many applications in use across all of its departments. The diagram below plots the current state of Trust-wide / major systems against the Trust derived matrix based on analysis of the application’s business and technical quality components (outlined in the aligned table). It can be seen that there is some discrepancy between how much current applications are deployed / used.

Page 2 of 2 Current State Audit ICT Strategy


The Trust’s vision is for Outstanding Care Delivered by Outstanding People. The ICT Strategy Blueprint is described below. This models the future ICT state that will be delivered to address current deficits and support the realisation of the Trust’s vision: 2

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‘As Is’ State ‘To Be’ State Critical Success Factors

Core Electronic Health Records (EHR) are restricted due to national contracts, hence not fully supporting all Trust requirements and necessitating supplementary systems.

Appropriate access from anywhere to a bespoke, comprehensive and logical EHR that delivers the information that supports patient choice and core care delivery 24x7.

All staff are routinely using the core EHR as the definitive care record.

Service users have secure direct access to their clinical record which will be similar to their clinicians.

Lack of system integration / interoperability means ICT pathway support for care delivery across organisations is poor.

Pathway care delivery models are fully supported with staff seamlessly able to access the clinical systems and information they require to make critical decisions, and the need for duplicated entry is removed.

The EHR is interfaced with clinical equipment and other key clinical systems inside / outside the Trust.

Consent to share is recorded and the NHS number used as a standard to confirm patient identity.

Use of Telehealth solution and innovative approaches to supporting care delivery are embryonic with no confirmed development pathway.

Telehealth solutions and innovative ways of technically supporting clinical practice are a part of everyday care delivery models where appropriate (i.e., think ‘digital first’).

Staff routinely use Telehealth as a ‘tool’ in day-to-day care delivery.

Telehealth is contributing to service improvements / patient outcomes.

Many systems are in use across the Trust resulting in numerous sources of data and multiple paths to derive an understanding of what decisions are needed / how the Trust is performing.

Timely, accurate and comprehensive information is available from a single source, derived as a by-product of daily use, and used to assess the performance of the Trust and support clinical / business decision making.

A simple, single, live and dynamic self-service reporting tool is in place containing all core data.

Trust information is of the highest data quality standard and used for business intelligence purposes.


Page 1 of 3 Blueprint for ICT ICT Strategy



Most staff are connected to the Trust’s main network domain, but some are isolated within partner organisation premises or restricted by the ‘tactical’ solutions in place for mobile working.

Safe, secure and reliable ICT network infrastructure is in place that is both flexible and scalable allowing staff to work beyond the boundaries of a traditional office-based environment.

Network infrastructure is consolidated and highly available with 99% uptime achieved.

Reduced building estate assets as less office space is needed.

Laptop / PC devices in use are based on a ‘one size fits all’ model and variety is restricted due to application requirements and security considerations.

Staff are using the appropriate devices and systems / software that they require based on defined standards and profiles reflecting their actual need.

Technology is enabling staff to work in an efficient and effective manner.

ICT assets being used differently resulting in greater user satisfaction and less replacement costs.

Elements of the critical ‘back-office’ infrastructure are not strategic, hence limiting the delivery of predicted growth and developing trends.

Safe, secure, fast and reliable ICT back-office infrastructure based on virtualisation technology is in place which is both flexible and scalable.

Technology is enabling staff to work in an efficient and effective manner.

ICT assets being used differently resulting in less replacement costs.

Much of the telecoms provision is VoIP-based, but other standards are also present with a high mobile phone user base and little use of more advanced communications solutions such as web and video conferencing.

Voice and data delivery platforms are cloud-based telephony combined with unified communications offering real-time desktop web and video conferencing where appropriate.

More efficient, effective and streamlined communications.

Reduced costs overall as a result of less travel and predictable charging models for service provision.

The Trust uses websites and social media to communicate with and receive feedback from service users, carers and local communities.

Use of the Internet, ‘Apps’ and multimedia is enabling the delivery of high quality communications to and from all Trust stakeholders, especially those hard to reach groups.

Solution are judged to be effectively communicating with stakeholders and the new NHS portal.

Key information / literature is available in a wide variety of media.





Many systems are deployed across the Trust but these are not currently used to their fullest potential resulting in compromised benefits and poor value for money.

All ‘line of business’ applications are addressing the business challenges of the Trust and are being used to maximum effect.

Streamlined business processes and value releasing efficiency achieved.

High model of usage with stated benefits for each system realised.

All staff are encouraged to have an ICT training needs analysis with training offered to address gaps, but this only addresses the basics and leaves staff to self-direct to achieve more skills.

Staff ICT competencies have been profiled based on defined user categories, become part of job descriptions, and mandated ICT training is being delivered based on need using various formats / media.

Staff demonstrating achievement of ICT related core competencies, including handling information.

Overall use of applications has improved impacting all areas of the business, particularly care delivery.

The highest possible standards of information governance are being applied at all times so as to ensure information is safe, secure and being used appropriately, but some question whether use of ICT is constrained by policy guidance that is too restrictive.

The highest possible standards of information governance are being applied at all times so as to ensure information is safe, secure and is being used appropriately.

No security breaches reported and independent assurance confirms that the highest information governance standards are in place.

Good balance is occurring between the capabilities offered by ICT solutions and the risk of a potential information governance breach.

ICT service delivery is supported by an in-house team with additional 3rd party contracts in place for key services, but current demand for support and development far outweighs the available resources.

Best practice operational and developmental processes are in place ensuring the Trust is dealing with business as usual demands, as well as having capability to respond to new requirements.

Service level agreements are in place with ICT service provision achieving all stated KPIs, including benchmark cost comparisons.

ICT service provision is based on leading industry standards and verified by independent audit.




Page 1 of 3 Indicative ICT Roadmap ICT Strategy

The future ICT state described in the Blueprint will be achieved through the development and implementation of a comprehensive programme of work. This programme is outlined in the indicative ICT Roadmap below and will continually evolve. Once delivered the ICT Roadmap elements will ensure that the Trust is getting the most out of technology.

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RiO R1 RiO R2

Expanded RiO (e-Prescribing, e-Communications)

Consolidate Dept. Specific Systems on RiO where possible

? Blackberry RiO Mobile RiO

Specify Bespoke EHR Procure / Implement New Bespoke EHR

SystmOne Support

Department Specific Systems Support

? Possible

? Pilot Telehealth ? Operational Telehealth

Integrated Applications / Information

? SystmOne Developments

? Possible

Step-change in benefits available

RiO contract

ends 31/10/15

ESR contract

ends 31/08/14

New OPS App.

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Consolidate Data W-house

Enhance Data Warehouse

? Expand e-Rostering Use

? Expand e-Expenses Use

? Expand ESR Use (self service)

Expand Learner Mgt. App. Use

? Specify Bespoke

Staff Mgt. App.

? New Staff Mgt. App.

? Expand ‘BigHand’ Dictation App.

? Patient Access to e-Records

? Use of e-Forms / Workflow Solutions

? New Developments ? New Developments ? New Developments ? New Developments e-Fin. Upgrade

? NHS portal


Page 2 of 3 Indicative ICT Roadmap ICT Strategy G

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Exchange 2010 Upgrade / Replace

? Expand Self Set Password

? Single Sign On

? New Web Filtering

? Email Archive

Office 2010

Windows 7 & ? App. Virtualisation

Review Server / Applications Hosting

High Availability (DR)

Replace Bx. Server Virtualisation

Review PC Encryption

Review Printing Solutions (MFD)

PC Replacements

Server Software Upgrade

Backup Capacity

Review Open Source

Software

PC Replacements PC Replacements PC Replacements PC Replacements

New Mobile Working

Consider Desktop

Virtualisation

Anti-Virus Renew / Replace

Smartphone Mgt.

? Replace Ox. Server Virtualisation

Review Office Version (? SaaS)

Review Windows 8

Upgrade / Expand WiFi Trust-Wide

Review Wide Area Network

Step-change in benefits available

? Change Server Hosting (? Cloud)

Changes to Wide Area Network

Estate Projects Estate Projects Estate Projects Estate Projects Estate Projects

Deploy Revised Desktop

? RiO Kiosks ? Energy Saver

? Marlb. Hse. (MK) Phones

Patient phones

Add Storage Bx. Add Storage Ox.


Page 3 of 3 Indicative ICT Roadmap ICT Strategy G

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Deliver IT Core Skills

Lync Pilot ? Lync Roll-Out

Future Telecoms Options

? Procure / Deploy Cloud-based Telecoms

? Video Conf. Solutions

? Websites Developed ? Websites Developed ? Websites Developed ? Websites Developed

? Apps. / e-Pub material for Service Users

Review Vodafone Contract

Review / Enhance Public Facing Digital Media (Content / Usability)

Review Intranet (Content / Usability)

Create ICT User Guides

New Versions of All Trust Websites

Library Website

? New Intranet Step-change in

benefits available

Video Conf. Options

Appropriately resourced, trained and responsive ICT support function

Profile Users Devices / Apps

Device Allocation Based on Need

ICT Core Competencies

Profiled

Deliver Specific Apps. Skills

Deliver Record Keeping Skills

Deliver Information Mgt. Skills

ICT Training

Mandated

Iterative

Iterative

ICT Training Resource Secured

Use of Business Change Managers (‘real-world’ representatives on ICT development projects focused on benefits delivery)

Ongoing engagement of staff to continuously develop innovative ICT solutions

Update Intranet Content

Resourcing / Funding HR Considerations Stakeholder Engagement


Enabling the Strategy ICT Strategy

Managing Delivery

ICT solutions will deliver outputs and capability from which benefits can be derived. To ensure these benefits are delivered greater emphasis needs to be placed on the use of the ‘Business Change Manager’ role(s).

Business Change Managers will need to be provided from operational areas rather than central functions. They will be accountable for ensuring benefits are correctly profiled and tracked through to realisation.

The Basics An ICT Steering Group chaired by the Director of Finance

with attendees from each division / directorate as well as senior clinicians will oversee the ICT Programme.

The ICT Steering Group will report to the Finance and Investment Committee annually and update the Board of Directors regularly via the business planning processes.

The ICT Programme will be managed on a day-to-day basis by

the Director of Informatics (a registered clinician). Programme assurance will be achieved by internal and independent audits.

The Trust is a diverse organisation with differing starting points / needs across its service areas. Hence, both ‘catch-up’ and new developments will need to be managed simultaneously.

Ensuring Success

ICT related activities need to be focused on priority developments. This will ensure that the Trust will gain maximum benefits by allowing the required ‘step-change’ transformation and service redesign activities to be realised.

Crucial supporting enablers will be an inclusive joint planning approach between ICT and Trust colleagues at an early stage, as well as strict change control to avoid non-delivery.

Best practice operational and developmental processes need to be in place to ensure that ICT delivery is efficient and effective. This will be achieved by implementing industry leading standards wherever possible.

An enhanced SLA-based model will be introduced between ICT and Trust departments detailing day-to-day service provision. ICT activity will be monitored against key performance indicators set by the Trust.

Managing Delivery HR Considerations Stakeholder Engagement



Resourcing / Funding

Funding for the ICT Programme will be sought from various sources both internal and external to the Trust. ICT investment should be assessed against the ability to achieve cost savings or value releasing / efficiency savings.

Investment may involve a model switch from capital-based to a recurring revenue-based approach.

The equipment and services required to deliver the Strategy will be procured according to the procedures set out in the Trust’s Procurement Policy and Standing Financial Instructions.

Currently less than 1% of the Trust’s budget is spent on ICT staff and associated day-to-day support contracts.

The ICT service is consistently only achieving an 80% fix rate against the currently stated SLA timeframes.

The model of practice means that ICT resources for day-to-day and development activities are in competition.

ICT Resourcing Now

The ICT services will achieve further efficiency gains and process redesign so that more capacity can be created.

Resources required for ICT developments will need to be funded separately as part of any agreed business cases.

If the Trust is to get the most out of technology then appropriate additional investment in ICT services is required.

ICT Resourcing Moving Forward

Funding The table below summarises the estimated investment required to achieve the core elements of the ICT Strategy roadmap (all subject to confirmation and approved business cases):

Managing Delivery Resourcing / Funding Stakeholder Engagement



HR Considerations

ICT Skills in the Workforce A key strategic driver for the Trust is developing leadership, people and culture.

In this ‘digital age’ an ICT skilled workforce is a fundamental necessity.

Core ICT competencies based on staff profiles of use will be established, agreed in job descriptions and associated training delivered with outcomes validated.

Staff will need to use various Trust applications as part of daily activities. Training associated with these applications will focus on both the ‘use of’, as well as the softer ‘best use of’ and legal implications to achieve the greatest results.

With greater reliance on the use of electronic systems it is essential that staff understand the Trust’s legal obligations, and by extension their individual responsibilities associated with competent information handling, information security and data quality to professional record keeping standards.

Improving ICT Skills in the Workforce

Mandated Training ICT training needs to be mandated so as to ensure that it receives the priority attention required to achieve the desired ‘step-change’ in performance levels.

The personal development plans for all staff need to include reference to the desired ICT core competencies as well as specific application / information skills that are required.

Key Enablers

Training Approach The training approach will be tailored to the subject matter. Whilst there will continue to be a need for class-based training, greater emphasis will be placed on multimedia, e-Learning and webinars.

Whilst ICT training will be provided in-house, staff and departments will be encouraged to pursue external courses based on their local needs.

Organisation Development Delivery of the ICT Strategy needs to be aligned with and supported by the overarching development of the organisation and other key strategies.

For ICT Strategy components to be a success cultural change is required. Responsibility for achieving this needs to be aligned with continuous quality improvement and innovation initiatives, and service transformation schemes.

Managing Delivery HR Considerations Resourcing / Funding



Stakeholder Engagement

The ICT Steering Group will ensure that an active process of communication about the ICT Programme of work is sustained with key stakeholders. These stakeholders are outlined in the table below with their key ICT Programme related interest and the primary mode of communication to be used with each stakeholder:

Stakeholder Key Interest Communications Mode

Service users, carers and local community

ICT developments and investment must support care delivery ensuring that all personal service user data is safe and secure

Via the Trust’s Communications Team

Trust staff and staff-side representatives

A fully operational ICT function and systems that enables work to be delivered in an effective and efficient manner

Two way dialogue about how ICT can be used as an enabler

Routine updates using various media and personal contact

Project specific updates

Trust Board of Directors and Senior Managers

The use of ICT as an enabler to streamline established and new ‘core business’ processes

Delivery of the Strategy and associated business plans

Programme updates Project specific updates Personal contact

Foundation Trust Members The efficient use of ICT investment and resources which ultimately support the care delivery process

Via the Foundation Trust Team

National, / local health and county council partners

ICT supports the integration of services where appropriate

Partnership working / sharing approach to ICT delivery

Local ownership of the national ICT agenda

National forums Local forums Personal contact

3rd Party Providers Clear unambiguous requirements and contracts fully

documenting expectations and responsibilities

Project specific documents

Contract documents

User forums / personal contact

Audit and Performance ICT services are delivered, on time, within budget and to the

agreed quality expectations

Programme documents

Project documents


Conclusion ICT Strategy

Developing the users of technology: The Trust has a plethora of technology and systems in place, yet staff feel that they are not fully enabled to derive maximum benefits. Some of this will be related to legal, contractual or technical constraints associated with the deployed / future ICT estate.

Whilst these constraints need to be removed wherever possible, it is essential that in order to maximise the Trust’s investment in ICT greater emphasis needs to be placed on improving the ICT related capability and capacity of the Trust’s very valuable staff asset.

Making the capacity to deliver and innovate: In a climate of ever tighter financial constraints all departments within the Trust need to work as efficiently as possible within finite resources. A fine balancing act is required between delivering quality day-to-day services whilst at the same time developing , transforming and innovating.

The evidence in various industries shows that this can best be achieved when focus is clear and concentrated on those things that are really important and will deliver maximum benefits (i.e., agreeing what not to do is as important as agreeing what to do).

Optimising partnership working: A partnership approach to care delivery is an established part of current practice. The Trust needs to be able to grow and develop whilst maintaining a partnership approach.

Successful delivery of the ICT Strategy will necessitate both internal and external partnership working . This needs to be balanced with the Trust’s need to grow and develop at the required pace.

Managing the ‘triple constraint’: Delivering operational and developmental excellence will involve achieving the correct balance between product scope, the time available / required to deliver and the associated costs of product delivery.

Managing this triple constraint must not compromise the drive to achieve, maintain and / or improve the quality of all ICT related day-to-day and developmental activities.

Aligning ICT delivery and the Trust’s vision: All ICT related activities and developments need to be aligned with and assessed against the Trust’s vision and overarching strategic drivers.

In so doing the Trust can be assured that ICT investment is correctly focused on this key strategic enabler, and by design the Trust will be achieving the stated benefits and getting the most out of technology.

The ICT Strategy proposes a future state blueprint that will represent a positive step-change from current functioning. The indicative roadmap to achieve the future state identifies many schemes that will / may require action. Ultimately, the ICT Strategy will only succeed if the enabling elements are appropriately addressed. The key challenges that need to be overcome for the Trust to be assured that it is truly getting the most out of technology include:

Outstanding Care Delivered by Outstanding People

National / Local

Locally funded Electronic Health Records offering the ‘Clinical 5’

Expanding ‘Choice’ agenda

Pathway care delivery necessitating interoperability

‘Connecting All’ and innovative approaches to care delivery

Financial challenges, efficiency savings and funding changes

Drivers for Change

Trust

Driving quality improvements

Delivering operational excellence

Delivering innovation, learning and teaching

Developing our business

Developing leadership, people and culture

Using our estate efficiently

Getting the most out of technology

Potential ICT Enablers

Cloud Computing / Hosted Solutions Innovative / Integrated Applications

Utilising Mobile Broadband Diverse Communications Media

Making it Happen

Use of Telehealth Solutions Virtualisation (Server / Desktop)

Diverse End User Devices Aligning Supporting Infrastructure

Appropriate access from anywhere to a bespoke, comprehensive and logical EHR that delivers the information that supports patient choice and core care delivery 24x7.

Safe, secure and reliable ICT network infrastructure is in place that is both flexible and scalable allowing staff to work beyond the boundaries of a traditional office-based environment.

Pathway care delivery models are fully supported with staff seamlessly able to access the clinical systems and information they require to make critical decisions, and the need for duplicated entry is removed.

Timely, accurate and comprehensive information is available from a single source, derived as a by-product of daily use, and used to assess the performance of the Trust and support clinical / business decision making.

Staff ICT competencies have been profiled based on defined user categories, become part of job descriptions, and mandated ICT training is being delivered based on need using various formats / media.

Voice and data delivery platforms are cloud-based telephony combined with unified communications offering real-time desktop web and video conferencing where appropriate.

Best practice operational and developmental processes are in place ensuring the Trust is dealing with business as usual demands, as well as having capability to respond to new requirements.

Telehealth solutions and innovative ways of technically supporting clinical practice are a part of everyday care delivery models where appropriate.

Staff are using the appropriate devices and systems / software that they require based on defined standards / profiles reflecting their actual need.

All ‘line of business’ applications are addressing the business challenges of the Trust and all are being used to maximum effect.

Safe, secure, fast and reliable ICT back-office infrastructure based on virtualisation technology is in place which is both flexible and scalable.

ICT activities always aligned to Trust strategic objectives

Focus on, and use of Business Change Managers, to achieve benefits realisation

ICT activities jointly planned, prioritised and subject to formal change control

Use of ‘best practice’ operational and developmental ICT processes

Enhanced SLA model between ICT and Trust departments

Separating ICT business as usual and developmental funding / resource

Seek investment from various sources emphasising ‘invest to save’

Staff developmental plans to include mandated core and required advanced ICT / information skills

Extensive and regular communications to all stakeholders

Maintaining the highest possible standards of information governance and security at all times

The highest possible standards of information governance are being applied at all times so as to ensure information is safe, secure and is being used appropriately.

Use of the Internet, ‘Apps’ and multimedia is enabling the delivery of high quality communications to and from all Trust stakeholders, especially those hard to reach groups.

Blueprint of the Future State

ICT Strategy: 2012 - 2016

Executive Summary (‘on a page’)

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