ICT BUSINESS PLAN 2014/15
Performance & Reform
May 2014
INDEX
1.0 Statement of Purpose
2.0 Information Governance Arrangements
3.0 Resources
4.0 Summary of Performance & Expenditure 2013/14
5.0 Summary of 2014/15 Projects & Planned Expenditure
6.0 Risk Management
7.0 Conclusion
1.0 STATEMENT OF PURPOSE
The Southern Health and Social Care Trust employs over 13,000 staff, providing services for more than 350,000 people across its region, as well as to the whole of Northern Ireland.
The purpose and vision of the Southern Trust is to deliver safe, high quality health and social care in a way that respects the needs, individuality and dignity of the people who use its services. This purpose and vision is underlined by the following strategic priorities:
a. To provide safe, high quality care; b. To maximise independence and choice; c. To improve health and well being; d. To be a great place to work;
e. To make best use of it’s resources; and f. To be a good social partner.
IT plays a pivotal part in achieving these objectives by enabling growth, success and delivery of service developments through robust technology provision. Informatics objectives are as follows:
i. Provide and add value to the Trust business in a strategic and planned way;
ii. Make a real contribution to achieving the Trust objectives above;
iii. Deliver what we say, when we say we will and deliver it right first time; and iv. Ensure services delivered are value for money.
These objectives will be monitored through the following performance measures:
Financial stability – providing services within budget;
Customer satisfaction;
Monthly monitoring of key performance indicators;
Project plans delivered on time and in budget;
Benchmarking performance with other Trusts; and
Well trained, competent and valued staff.
The purpose of this Business Plan is to communicate the IT priorities for investment and delivery in 2014/15 and to agree and communicate these with key stakeholders including Trust staff, HSC Board, BSO and 3rd party suppliers.
2.0 Information Governance Arrangements
4
Board with representation from all project managers who provide a bi-monthly update on behalf of the SRO of each project team. This group makes proposals relating to ICT investment and these are provided to SMT for approval. The Group reports to the Trust’s Senior Management Team (SMT) through the Executive Director with responsibility for ICT (Director of Performance & Reform). The TEC Project Board is responsible for ensuring that ICT projects are delivered on time and on budget as well as monitoring of joint or inter-organisational projects such as those Regionally funded. The TEC Programme Board will assist in ensuring that the ICT Teams respond to the needs of the entire organisation and that investment is objectively prioritised. All proposals and recommendations made by the TEC Programme Board are submitted to SMT for approval. In addition, an update is provided to:
- Information Governance Forum which reports to Trust Governance Committee (Quarterly)
- Medical Forum (bi-monthly)
- By Informatics Business Managers aligned to Directorates (bi-monthly)
- HSC funded schemes are reported to HSC ICT Programme Board (quarterly) - In addition, a monthly Informatics Governance meeting is held to review risk,
audit and incidents.
Figure 2.1 Informatics Governance Framework
Directional & Representational Information Governance: Operational Information Governance:
Information Governance Forum
AD Informatics
Head of Information Governance & Head of IT (IT Security Officer) Director of Performance &
Reform (SIRO) & Medical Director & Director of CYP (Personal Data Guardians)
Chief Executive Data Controller Regional Information Trust Board t SMT FORUM Governance Committee Records Management Committee & TEC Programme
Board Data Protection Sub-Group, Informatics Governance Meeting, DQ Steering Group, Clinical Coding forum
In summary, the structure & governance arrangements in place comply with the requirements of relevant Controls Assurance Standards and Audit recommendations.
3.0 RESOURCES
The Informatics structure divides IT resources into 3 separately managed teams as follows:
i. IT technical team. This team manages the IT help desk, servers, comms, infrastructure and network. Since March 2010, the IT Help Desk operates 24/7, with staff working on shift rotas. Information Systems Security and Management is also part of this team’s remit.
ii. ITS Project Implementation Team. This team project manages new technology implementation.
iii. Technology Innovation Team. This team is responsible for mobile working, Telemonitoring/care and Community Information System strategy and implementation.
These 3 teams have been established to develop expertise in the diverse range of tasks relating to ICT delivery and to ensure that clear objectives, roles and responsibilities are set for each member or staff. This helps achieve goals and deadlines. It also helps ensure that important ‘housekeeping’ of Information Systems such as password control, access control, IT security, data validation do not lapse due to multiple demands and priorities. These 3 teams work closely together in project implementations through PRINCE 2 methodology and clearly defined work packages and timeframes.
3.1 The IT team currently consists of 39.8 WTE staff including those working
in shifts on the 24/7 IT helpdesk
3.2 ITS Programme Management team consists of 9 WTE staff, including IT
trainers.
3.3 Technology Innovation Team consists of 8 WTE staff. These posts are
all capitalized as they are all involved in strategic implementation. The posts are funded via HSC Board CIS.
3.4 In summary, there is a total of 56.38 WTE staff working in the Trust to directly deliver and support technology to just over 13,000 staff, 8,500 of which have an personal IT log on account.
3.5 The IT teams are supported by 2 further teams:
- Information Governance Team, which deals with FOI, DPA, Policy, Procedures, advice and training on Information Governance. This team consists of 7.5 WTE Staff.
- Information Management, Data Quality and Clinical Coding team
which looks after QA of data input/output. This team has 47.3 WTE.
4.0 SUMMARY OF PERFORMANCE & EXPENDITURE 2013/14
4.1 The following ICT initiatives were successfully implemented in 2013/14:
Table 4.1 ICT Initiatives Implemented in 2013/14
Project Benefits Realized
PC Replacement 2013/14 was the 5th year of a Regional Programme to replace PCs that are more than 4 years old to improve IT performance. During this year approximately 900 PCs and/or Laptops were replaced. All PCs across the Trust are now no more than 4 years old.
Harmonisation of
Software
In August 2013, a two year software harmonization exercise was completed across the Trust. All PCs and Laptops across the Trust now run on the same Microsoft operating system, Window’s 7 and use internet explorer version 8. This has facilitated ‘switch user’ functionality which was important especially to access shared PCs on wards. It should be noted that there are some PCs that remain on other versions of software if they are running specific medical devices or applications which require different version, however this is in the minority.
Clinical Noting
Development & Roll out
In August 2013, the Trust’s legacy Filemaker System which provided electronic access to Senior Doctors to set tasks for junior Staff and to monitor action against these to assess patients fitness for discharge, was implemented. Whilst not all Medical Staff are using this, it is functionality available across the Trust. This is a bespoke software development led by Dr Harty, Consultant Nephrologist which continues to be developed under the governance of a user group which includes other clinicians and nursing staff. This system will be further developed in 2014/15.
Implementation of Patient Flow Bed Management
System
The Flow Bed Management System is live in both Craigavon and Daisy Hill Hospital on all wards. This was a bespoke development led by the Southern Trust which has since been purchased by the Western Trust and the Mater Hospital in Dublin. This system allows ED to make electronic bed requests which are received by the Bed Manager and it allows the Bed Manager to look at the available beds across the Trust, thus improving efficiency. It provides an electronic whiteboard view on wards and links to the Clinical Noting task management system.
Self Service kiosk
for Out-Patients
(Savience)
Savience Self Service Check-In has been implemented in Daisy Hill and Craigavon Outpatient departments.. This allows patients to check themselves in for clinics without having to wait on a receptionist. The software also helps with way finding and can be used in other languages such as Portuguese and Latvian.
Bedside Entertainment (Renal Ward)
30 Bedside Entertainment consoles have been installed and are working in the Renal unit. This allows patients access to television, radio and internet. Swipe cards have been made available to staff so that they can use these consoles as bedside computers for clinical applications. Feedback from both staff and patients has been extremely positive.
Extended use of
Single Sign-on
The following systems are now available as single sign-on -:ED, PAS, NIMATS, LABS, Order Comms, NIPACS, RIS, Unisoft, Cytopathology, Datix, NIECR, FPL, HRPTS, Immix Note, Immix Flow, Infra. The following three systems are also in development -: EMED, PARIS, HCN Web index. An upgraded version of the software has been rolled out and the process is being improved through roll-out of swipe card access.
Order Comms Electronic ordering of Laboratory tests and Electronic Reporting is now fully operational in the Trust.
Virtual Meetings, Skype
Four directorates are currently piloting software known as ‘Blue Jeans’ to interact virtually with patients and clients. Community
Information System Implementation
Tissue viability, Autism, Acquired Brain Injury and Respiratory Services are all live. The system has been upgraded to a new version (5.1) to enable mobile working.
Cahms, home Treatment Crisis Response and
Continence Services are next on the implementation pathway. The Trust continues to work with Civica, the PARIS System supplier, on a fully mobile solution.
ECR Implementation 1,100 medical staff and their associated administrative staff, pharmacists and clinical coders now have access to the NIECR. User uptake is excellent, a super user group and project board have been established to lead on further rollout and development.
Implementation of mobile Devices and Infrastructure
During 2013/14 the Trust utilized ERDF European Funding to build VDI (Virtual Desktop Infrastructure) across the Trust. The cost of this was £943,000. This allows staff ‘desktops’ to be projected on any mobile device. iPADS are very portable but the memory on them is not sufficient for the large clinical applications used in the Trust. Therefore VDI allows the Desktop to be displayed from a server infrastructure onto an iPAD. VDI has been fully tested in the Trust and we currently have 10 users piloting iPADS.
UNOCINI The Trust was the first to roll-out Unocini on SOSCARE in
the Region. This excellent baseline will help with the move forward of Unocini onto Paris in the next financial year.
E-Learning An E-Learning Platform has been developed and a
number of mandatory training courses are now available for staff. This should reduce travel time and offer flexibility for staff and their training.
E-Rostering E-Rostering software has been procured and installed.
Progression with
Telecare – Hospital at Home
A strategy has been developed and approved by SMT
Metacompliance Software
This software has been procured and installed.
4.2 A number of planned ICT initiatives for 2013/14 were not achieved. These are as follows:
Table 4.2 ICT Planned Initiatives Not Achieved 2013/14
Project Reason For Delay
Pre-Operative Assessment
Progress has not been made on digitisation of Pre-operative Assessment. Initial meetings have been held with the NIECR Team to establish if this can be developed on the NIECR. However, no progress has been made to date This will be progressed through investigation of commercial options in 2014/15 via an Electronic Anaesthetic Record.
Physiological Monitoring
A pilot of mobile physiological monitoring was delayed due to winter pressures. A pilot then commenced in Daisy Hill Hospital High Dependency Unit in February 2014. There were mixed reviews from users and the pilot did not demonstrate a mobile solution to vital signs monitoring and archive, as it did not work on Trust WiFi. The supplier, Synchrophi have now made contact with the Trust to advise that this solution is now compatible with Trust WiFi. A further pilot will be established in 2014/15 as it is believed that the ability to automate the recording of patient vital signs and store these electronically should release nursing time to care.
HCAI Auditing The preferred solution for HCAI Monitoring has been found which is a product known as ICNET. However, it has been established that the Regional Laboratory System does not have sufficient information to provide this alert system with the data required. A new Microbiology system is required for implementation prior to ICNET surveillance system being implemented. Both will be included in bids for 2014/15.
Performance
Dashboard Software
An interim solution to display performance dashboard information on Sharepoint has been produced but has not yet been approved by the Project Board. In addition the Trust’s Informatics Team are working with software known as Dynastics to try and pull information directly from clinical systems such as Datix, so that live data is available on the Dashboard, rather than retrospective data. There are a number of Data Quality and Data Definition issues which are delaying Dynastics but this is work in progress.
Social Care & Procurement
System
This will be rolled forward to 2014/15 as funding was not made available this year to progress this further.
GP Network
Replacement
There were delays in the Regional Business Case approval for this and therefore procurement for Replacement of the GP Network is still ongoing. It is anticipated that implementation will commence in the Summer of 2014 and the project will close by November 2014. This will significantly improve the ability for the Trust to interact with GP practices technologically.
Social Media
Strategy
The development and implementation of this strategy was
delayed due to resource constraints in the
Communications Team. A first draft was provided in April and will be implemented in 2014/15.
4.4 Expenditure 2013/14
The Trust’s total ICT Expenditure in 2013/14 was as follows:
Table 4.4 ICT Expenditure 2013/14
Category Total Expenditure 2011/12
Capital CRL £1,226,625
HSC Board £2,579,181 ERDF £742,900 CIS £1,900,006
TOTAL CAPITAL £6,448,718
Salaries (Informatics Division) £3,079,636
Goods & Services £849,027
TOTAL £10,377,371
4.5 Key Performance Indicators – 2013/14 (Year-end Position)
The table below identifies the Trust’s ICT performance compared to targets and benchmarks set in March 2009:
Table 4.5 Key Performance Indicators – 2013/14
Category Baseline at 31st March 2013 Target Actual at 31st March 20142 Baseline at 31st March 2009 (when targets first set)
% of total Trust staff with email account
81.72% 75% 83.60% 53.38%
Total number of staff that received IT training in house
2364 staff
2400 3660 2148
% user accounts requests set up within 2 working days
98.28% 100% 96.14% 87.12%
Scheduled system
downtime (normal working hrs) 49.95 hours 0 70.5 hours 180 hours Unscheduled system downtime 86.95 0 96.25 168 hours Calls resolved by IT Helpdesk at 1st contact 42.03% 33% 52.09% 6.61% Calls resolved by IT 93% (30 100% 98.02% 90% (40
Helpdesk within 30 hours (target reduced from 40 hours in 2012/13)
hours) hour target)
% population of H+C
Number on Information
Systems
97.54% 98% 98.14% 76.75%
Number of workstations supported per ratio of IT staff
420 200 438 479
Number of Trust video
conferences held per
month 212 per month 200 per month 275 per month No VC available
This summary of KPIs demonstrates the continued improvement of responsiveness and service delivery in the Informatics Division.
It is accepted that some areas of performance have reduced compared to previous years. Explanations for these as follows:
- % user accounts received within 2 days of request has reduced by 2% compared to the same period the previous year, due to increased requests for IT access due to the HRPTS implementation and no additional IT resources have been provided for HRPTS, which is a risk. - Both scheduled and unscheduled downtime of systems has increased. This is largely associated with the implementation of the new Flow Bed Management System, which is now stable, but was a bespoke
development which required downtime to implement new
releases/product fixes following testing. There was also Regional downtime associated with Soscare.
5.0 SUMMARY OF 2014/15 PROJECTS & PLANNED EXPENDITURE
ICT Estimated expenditure in 2014/15 is as follows:
CAPITAL REQUIREMENTS
Scheme Capital £
General ICT Maintenance/Replacement £250,000
Paris mobile pilot £250,000
Draegar archive (storage of vital signs displayed on
Anaesthetics system (paperless anaesthetic, pre-op
and recovery £250,000
Blades (infrastructure) £47,000
Firewall replacement (IT Security) £68,000
VOIP Phones (telephony using the IT network) £120,000
Coms (networks) £490,000
VOIP switch Brownlow (telephony using existing IT
network £35,000
Video conferencing units £110,000
Wifi points (additional) £90,000
Licences associated with above £60,000
Bedside Entertainment (Mandeville Unit) £200,000 Savience (patient self check in – roll out to
community clinics) £100,000
Immix Note enhancements £75,000
ECM enhancements (e-discharge) £50,000
RISO (Regional Information System for Oncology) £10,000
Dashboard interfaces £90,000
DHH storage (additional) £50,000
Upgrade of Active Directory £187,500
Upgrade of Sharepoint £187,500
Upgrade of System Centre £187,500
Upgrade of Exchange £187,500
one view infrastructure £56,000
PC replacement £700,000
HCAI monitoring software £250,000
microbiology reporting system £250,000
document scanning pilot £250,000
e-nursing pilot (acute) £250,000
Microsoft MDOP/Win O/S (6542) (licences) £934,000
ECI Renewal SCCM / Win Server (Expires March
2015)(licences) £277,670
EAP Renewal SQL (Expires March 2015) (licences) £512,265
Potential Storage Required for Clinical Photography £100,000
CHS requirements for flu vaccine £65,000
TOTAL £6,989,935 Capital
NNR REQUIREMENTS Scheme
Non Recurring
Revenue £ Business case development support/resource skills
shortage £50,000
FIM extended IT user self management of passwords £16,000
VM ware operational Support (virtual technology) £85,864
OP Net support £15,000
Data Centre Support £80,000
Microsoft Premier support £200,000
VM ware manager licences £12,000
Host Access licences - extended PAS access/use £40,000
Fairwarning licence (Privacy Detection) £16,000
Total NNR £544,864
COMMUNITY INFORMATION SYSTEM (RINGFENCED FUNDING - APPROVED) Community Information System Capital £1,683,486
Community information System Revenue £608,182
5.2 Roll-Forward Schemes from 2013/14
As outlined in Section 4 there were a number of schemes which were rolled forward from 2013/14 for a variety of reasons. These are as follows:
a) Pre-Operative Assessment Digitisation (to be included in Electronic Anaesthetic Record Project).
b) Mobile Physiological Monitoring and Archiving of Vital Signs. c) HCAI Monitoring, Auditing and Surveillance.
d) Development of Performance Dashboard real-time software (Dynastics). e) Social Care & Procurement System.
f) Social Media Implementation. g) GP Network Replacement.
In addition we will continue to roll-out iPADs based on the successful implementation of VDI Infrastructure. We will also continue to roll-out the Community Information System and continue to listen to our users in terms of development of our bespoke systems, Immix Note and Immix Flow. The Trust will also continue to encourage use of NIECR and participate with the Region on further developments in this respect.
5.3 Participation in the Regional Agenda
A draft E-Health & Care Strategy for Northern Ireland is at first draft phase. It is
anticipated that the final draft will be launched in June 2014. The Trust will continue to participate with the HSC Board on the E-Health & Care Strategy. It is acknowledged therefore that this Business Plan may be subject to change based on Regional priorities.
5.4 Staff Costs
Due to the Trust’s financial position it is not anticipated that 2013/14 expenditure on staff costs and goods and services will change.
6.0 MANAGEMENT OF RISK
The programme for 2014/15 identified in section 5 is challenging. In order to manage this, all projects are managed using PRINCE 2 methodology and have a governance structure including an SRO and Project Board. In addition, the status of projects and risks are discussed at TEC Project Board monthly.
SMT, Medical Forum and Information Governance Forum receive a RAG report at every meeting, which provides a status and summary update on each project. Any concerns are escalated to Governance Committee.
A number of key risks to achieving this programme have been identified. The following table defines the mitigation actions that will be taken to address the identified risks:
Table 6.1 Mitigation of Risk
Risk Mitigations
Risk1:
Projects delivered significantly late
All implementation activities will be planned well in advance to accommodate scheduling of work for Suppliers and the Trust
All parties will be reasonable in seeking solutions to problems.
Project timescales will be constantly under review and adjustments will be made as necessary to bring them back into line through Directors or Project Boards.
The Trust has significant experience of large
Information Systems implementation over the past 7 years
The Trust has developed and maintained a lessons learned log for all previous projects. These have been documented and will be used by the Project Implementation Teams.
Risk 2
Benefits not fully achievable or available
Trust Senior Management staff (Directors) will be fully aware of expected benefits and will provide appropriate drive and commitment.
The Trust Implementation plans will be constructed with the aim of maximising benefits and will be monitored at Project Board meetings.
Benefit Owners will monitor benefit achievement and will alert management to potential failures. All expected benefits will be reviewed with each new
stage or phase of implementation. Lessons learned regarding the achievability of benefits or extra efforts required will be passed, as appropriate, to subsequent phases of implementation.
Risk 3
Costs increase beyond budget
A clear implementation project plan showing resource commitment from Trust, Suppliers and Region will be developed for each project
Regular Monitoring of implementation progress against plan swill be carried out.
Business Cases defining the resources, products and services required for each implementation will be required. These will be regularly monitored.
Risk Mitigations Risk 4
Funding & Budget Management
A level of funding will be identified to progress the project. This will be closely monitored and the Trust requirements re-prioritised by Project Boards if necessary, to meet the budget.
Risk 5 Projects not
embraced by Trust
User acceptance testing will be scheduled for each project to ensure that each system is fully tested and acceptable prior to full implementation.
Each project will have a Communications Strategy aimed at assisting with user buy-in
Managers will be expected to address problems caused by under use or misuse of any new systems.
An escalation procedure will be introduced advising Directors of any areas where there are problems with usage of the systems, seeking Director support in implementation. This process is currently in place in SHSCT for other systems recently implemented. All implementations will include scheduled user
training, including documented user guidance. Risk 6
Unavailability of skills in Trust to ensure timely implementation
ITS Programme Management team have co-located to ensure skills and knowledge transfer
Skills exist in other Informatics teams to temporarily re-prioritise workloads if there is unexpected staff absence
This approach has been successfully adopted in other projects to ensure deadlines are met e.g. NIPACs go live.
Business cases include resources required to implement and recurrently support ICT
implementations Risk 7
Insufficient Staff to Meet Demands
Some significant business changes e.g. HRPTS have brought additional demands to the ICT Service Desk Team. This is affecting KPIs. This will be monitored and a case made to SMT for additional resources should support further deteriorate.
Risk Mitigations Risk 8
PAS End of Life
There are currently over 300 interface feeds to the Patient Administration System in SHSCT. PAS is the common demographic feeder system. The Regional contract for PAS expires in 2015. This risk is being addressed with HSC Board.
May impact on the delivery of this place if CSC give notice of end of support, this will have to be
prioritised.
7.0 CONCLUSION
This ICT Business plan has been produced to identify priorities for ICT investment and resources in 2014/15. It is recognised that this is a challenging programme with significant investment in both capital and non-recurrent revenue requirements. However, year on year capital investment by the HSC Board; Trust CRL and European funding has increased and it is anticipated that through a range of funding streams, the funding requirements to meet this agenda will be reached.
It is recognised that a number of the investments outlined in section 5.1 relate to infrastructure upgrade and maintenance. Therefore in keeping with Technology Enabled Change and the ability to clearly communicate the ICT enablers which Service Directorates will wish to monitor to improve efficiency and effectiveness and achieve TYC related savings, a Technology Enabled Change strategy workplan for 2014/15 is attached. This will be updated on a bi-monthly basis by the TEC Programme Board and submitted to SMT, Medical Forum and Information Governance forum.
In addition, the Informatics Division will continue to provide aligned Business Managers to Service Directorates to continue to support and engage with users and listen to their views in how technology can further enhance services in the Southern Health & Social Care Trust.
APPPENDIX 1 – Technology Enabled Change Strategy Workplan 2014/15
Title/Description Timeframe for
implementation
Informatics Lead/Support
Service Lead RAG Status
Roll Forward Schemes from 2013/14 Pre-operative
Assessment Module (N.B. will be included in new project for Anaesthetic Record System)
April - December 2014 Barrie Meneely Amie Nelson/Dr
McAllister
HCAI Monitoring April 2014 - March
2015
Martin Murphy Cathal Collins
Paperless Board May 2014 - September
2014
Stephen Hylands Paula Clarke
Performance Dashboards
Software (Dynastics)
April 2014 - March 2015
Joanne McEvoy Lynn Lappin
Social Care &
Procurement System
April 2014 - March 2015
Joanne McEvoy Lesley-Leeman
Social Media Policy Implementation
April 2014 - March 2015
Mark Toal Jane McKimm
Single Sign On
continued
April 2014 - March 2015
Development
Implementation of
Community
Information System
Ongoing until 2016 Mark Toal Francis Rice
Virtual Meetings
Skype Extension
Ongoing - March 2015 Darren Meade Directorate Leads
ECR Maximisation Ongoing - March 2015 Kate Cunningham Charlie McAllister
GP Network
Replacement
April 2014 - November 2014
Mark Toal BSO/HSC Board
Implementation of
mobile Devices and Infrastructure April 2014 - March 2015 Mark Toal/Darren Meade/Edith Doyle Paula Clarke Upgrade G2 Digital Dictation May 2014 - November 2014
Nadine Coleman Turlough Farnan
Mobile Physiological Monitoring (Synchrophi) September 2014 - October 2014 test of Synchrophi mobile physiological monitoring on Trust WiFi
Barrie Meneely Dr McAllister
Continue to develop
Flow and Note
(Immix)
Ongoing Joanne McEvoy Anita Carroll
Continue to roll out VDI/mobile devices
Ongoing Mark Toal Colin Weir
New Service Led Schemes for 2014/15
Paris Mobile Pilot August 2014 - March
2015
Mark Toal Francis Rice
VOIP Telephony April 2014 - March
2015
Stephen
Hylands/Darren Meade
Extension of Savience Self Check-In
August 2014 - March 2015
Barrie Meneely Anita Carroll
Immix Note enhancements including M&M functionality May 2014 - March 2015
Joanne McEvoy John Simpson/John
Harty Regional Information Systems for Oncology August 2014 - January 2015
Joanne McEvoy Fiona Reddick
Replacement of
Microbiology Reporting System
September 2014 -
March 2015
Catherine Weaver Cathal Collins
Document Scanning Pilot
December 2014 -
March 2015
Mark Toal Francis Rice
E-Nursing Pilot January 2015 - March
2015
Joanne McEvoy Francis Rice
Bedside
Entertainment Mandeville Unit
September 2014 -
March 2015
Darren Meade Ronan Carroll
E-Discharge – ECR
tag, GP electronic access to letter
September 2014 -
March 2015
Joanne McEvoy Anita Carroll
Video Conferencing
– Boardrooms,
Directors Office’s,
Speech & Language Therapy
May 2014 -
September 2015
Darren Meade Siobhan Hanna
E-mail Federation May 2014 - March
2015
Stephen Hylands Regional
Installation of new wireless controllers in community based June 2014 - March 2015 Jason Donan/Mark Toal Mark Toal
facilities to facilitate Paris mobile Extension of Functionality of Flow Patient Management System July 2014 - December 2014
Joanne McEvoy Anita Carroll
Installation of BiPacs
(Digital Breast
Screening)
May 2014 - October 2014
Martin Murphy Ronan Carroll
Pilot of Voice
Recognition
July 2014 – March 2015
Nadine Coleman Grace Hamilton
Anaesthetic Record
System (includes
Dragar Archive
System & Pre-Op
Assessment)
June 2014 – March 2015
Barrie Meneely Dr McAllister
Implementation of e-referrals and triage (subject of success of NHSCT pilot)
Sept 2014 – March 2015
Joanne McEvoy Anita Carroll
Paperless IT requests and tracking June 2014 – Feb 2015 Edith Doyle/Stephen Hylands Siobhan Hanna/ Paula Clarke
