PACS and LSP ExitWhat your trust needs to know

20th March 2014

North, Midlands, East

723 deployments of 12 systems • Acute, Community, Mental health, Child

health, Ambulance Trusts, Out of hours providers, Hospices and Prisons.

245,000 users1,979 GP Surgeries (120,000 users)LSP contract ends July 2016PACS contract ends June 2016

(As at end January 2014)

London

44 deployments of 2 systems• Acute, Community, Mental health, Child

health137,000 usersLSP contract ends Oct 2015PACS contract ends June 2015

South

35 deployments of 2 systems• Acute, Community, Mental health, Child

health121,000 usersLSP contract ends Oct 2015PACS contract ended June 2013

HC2014

Today the digital capability of the NHS and patient care is dependent on these systems

LSP Programme Scope

Lessons learned so far…

• 84 NHS trusts exited the CSC and Accenture LSP PACS contracts – the largest data migration project ever

Wave 1

June 2013

• A further 26* trusts will exit the BT and Accenture LSP contracts

Wave 2 June 2014

Considerations:• Procurement: What, why and how?• Data localisation / migration: How much, when & how?• Clinical safety & service continuity during the changeover• Project management & governance

LSP Programme Implementation

LESSONS RECOMMENDATIONS

► Expiry of the national PACS contract helped to generate a competitive supplier market

► Forming a consortium can increase purchasing power

► Effective collaboration requires involvement of senior executives

Attend supplier road shows

Short term ‘tactical solutions’ can provide valuable breathing space

Form a consortium (at a senior level) but be aware of the financial overheads

Consider exit when creating new contracts

Re-procurement

LESSONS RECOMMENDATIONS

► Engage in discussions early to understand technical & commercial options

► When contracting 3rd party suppliers for localisation services over N3 you will need to manage the risks

► Some PACS data uses proprietary tags which may need conversion

Plan localisation timelines against current and final estimated volumes – build in contingency

Understand the obligations of the outgoing supplier concerning service transfer

Agree and document assurance and contractual boundaries to transformation

Data Localisation and Migration

LESSONS RECOMMENDATIONS

► This is not purely a technical challenge

► Delays in decision making and communications impact migration processes to new systems

► Face-to-face meetings encourage confidence and awareness where multiple organisations are involved

► Be aware of additional costs when asking suppliers for services outside the contract

Senior clinical and management involvement is critical to success

Strong project governance will support timely decision making

Make use of the professional help from the national teams

Supplier and Project Management

LESSONS RECOMMENDATIONS

► Supplier to provide a test report of data localised/migrated and exceptions

► Incoming and outgoing suppliers need to communicate

Consider dual running of RIS and PACS to avoid ‘big bang’ scenario

Work with suppliers to develop a detailed cutover plan and communicate to all stakeholders

Ensure all parties have agreed and documented lines of communication & escalation

Maintaining Continuity and Transfer

Start now – it’s more complicated than you think

Executive and Clinical engagement is critical – this isn’t simply a technical problem

Strong project / programme management is always a good thing

Take Home Messages

Collaboration in Procurement

Do’s and Don’ts…

► Spend time engaging the market up front

► Ensure that you have clinical and business leadership for the project

► make use of existing frameworks and model contracts

► Ensure focus given to benefits

X Start without a clear, agreed view of the requirement

X Rely heavily on product development

X Avoid subjectivity in the evaluation process

X Be tempted to vary the process / requirements once you have started

DON’TDO

Procurement

► Understand that collaboration is about compromise

► Put governance arrangements in place at an executive level

► Ensure everyone has an appropriate amount of skin in the game

X Underestimate the amount of resource that will be required

X Miss out on the opportunity to share learning, and exploit collective leverage and resources

X Assume that high level alignment of interests = detailed alignment

DO DON’T

Collaboration

The contract end dates are set and are not movable, as directed by the Department of Health

Collaboration with others has many benefits but does involve compromise

Make sure that funding is in your business plan

Help us to help you – how can we help you transition successfully?

Summary and Key Messages

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