Technology Enabled
Change
A 3 Year IT Strategy for Southern Health and Social Care TrustMark Hindle March 2013
Introductory Observations
•
The Trust has been extremely fortunate in that the foundation work already
completed by IT in previous years has established a robust and scalable
technical infrastructure that allows a strategy such as TEC to be
commissioned.
•
The Trust has another core asset which has been instrumental to this
commission, its people. The support and positive engagement from staff has
been outstanding
•
The support of the Trust Senior Management Team has been a key enabler for
the success of the TEC engagement.
Themes,
Priorities &
Recommendations
Themes & Recommendations
Service
Innovation &
Efficiency
Service User
Engagement
Safety &
Governance
Employee
Engagement &
Support
Enabling
Infrastructure
Recommendations
Enabling Infrastructure
• Internet access to online resources needs to be extended, which requires a change to the Regional ICT Security Policy, or decisions made at local Trust level (INFLUENCE)
• Investment in Mobile Device Management Software either locally or at a Regional level, to enable mobile working using mobile devices such as smartphones or
tablets/iPADs (INVESTMENT)
• Implement a Social and Digital Media policy, to decide how , by whom and for what purposes it is used (POLICY)
• Investment in a Risk Stratification tool for intelligent case finding such as patients with long term conditions – this is a primary care enabling technology (INVESTMENT)
• Web conferencing and video conferencing (including primary care) needs to be mainstreamed and maximised (MAXIMIMISE USE OF EXISTING TECHNOLOGY)
• Extend availability of Single Sign on technology (SSO) to non clinical areas where more than 1 password is used (MAXIMISE USE OF EXISTING TECHNOLOGY)
• Regional ECR needs to be exploited and maximised as an enabler to a paperless HSCNI. The Trust needs to influence the phased Regional development of ECR (INFLUENCE)
Voice of the Customer?
Service User EngagementSafety & Governance
Recommendations
Service User Engagement
Safety & Governance
8
• Modernise & redesign the Trust website and it needs to be dynamically updated (INFLUENCE)
• Have a social media presence, where Facebook and twitter, for example, are available the Trust to communicate, but also for user feedback (POLICY)
• Development of a ‘Patient App’ such as ‘My Southern Trust’ for users to have access to a wide variety of resources such as health promotion materials, appointment booking,
communication ( INVESTMENT & POLICY)
• Introduce a Maternity ‘app’ to take the current good practice of mothers carrying their own case notes, into a paperless process, reducing the 25 year legal records management
requirement (POLICY & INVESTMENT)
• Extend the choice of patient communication, which at present is either telephone, text or letter (POLICY)
• Development of a patient portal for patients to access their records (INVESTMENT & POLICY)
• Provide public Wi-Fi, with (in line with England) recurrent costs recouped through a £5 per day access charge, or preferably invest in a bedside computer and entertainment strategy to
improve staff access to PCs and patient access to TV, DVD, internet etc. (INVESTMENT)
Recommendations
Service Innovation & Efficiency• Enterprise scheduling
• Self check-in and self booking management (including choose and book and the ability for GPs to book appointments for patients in their surgeries)
• Electronic appointment confirmation services (enhancement to text remind) (INVESTMENT)
• E-rostering (INVESTMENT)
• E-nurse - creating a paperless nursing process (INVESTMENT)
• Paperless pre-operative assessment (INVESTMENT)
• Digitisation of whiteboards on wards (INVESTMENT)
• Document scanning and paperless case notes and archiving (INVESTMENT)
• Virtual clinic roll out, including national options to specialists (MAXIMIMISE USE OF EXISTING TECHNOLOGY)
• Digital pens (to record and store documents in PDF format electronically) (INVESTMENT)
• Voice recognition roll out (MAXIMIMISE USE OF EXISTING TECHNOLOGY)
• Telehealth as mainstream service delivery (STRATEGY)
• Telecare ‘hospital at home’ which requires further visioning (STRATEGY)
• Order comms roll out and closure of paper ordering which is still currently an option in the Trust to electronic ordering (MAXIMIMISE USE OF EXISTING TECHNOLOGY)
Recommendations
Safety & Governance
• HCAI (Health Care Acquired Infection) management solution (INVESTMENT)
• A solution for patient and safety audit requirements (INVESTMENT)
• Electronic physiological monitoring and hand held observations (INVESTMENT)
• Medical/Nursing handover – roll out and further development of Clinical Noting (INVESTMENT)
• Patient tracking via RFID (Radio Frequency Identification) (INVESTMENT)
• NIRAES improvement including e-discharge to GPs (MAXIMIMISE USE OF EXISTING TECHNOLOGY)
• ECS (Emergency Care Summary data from GPs – allergies and medications) mainstream availability across the Trust (MAXIMIMISE USE OF EXISTING TECHNOLOGY)
• Mobilisation of Community Information System from outset of implementation (MAXIMIMISE USE OF EXISTING TECHNOLOGY)
• Mental Health Risk Assessment tool replacement from Filemaker to a more stable environment (INVESTMENT)
• Policy compliance software to improve communication & awareness (INVESTMENT)
• Performance Dashboards, aggregating disparate information into a management dashboard (INFLUENCE)
• Social Care Contract Management System with Governance Links e.g. to Datix (INVESTMENT)
• Procurement and Contracts Management System with automated Contract Review (INVESTMENT)
Recommendations
Employee Engagement & Support• Bring Your Own Device (BYOD) Policy and change to IT security policy to allow this (POLICY) • Staff ‘app’ to allow staff to download policies, procedures, messages, communication, mileage
collation on their own device (POLICY)
• Modernise CPD with availability of social media – some staff are already using twitter to share standards and non- patient specific advice on twitter (POLICY)
• Generally mobilise data electronically (MHealth) through availability of all data, messages and communication on mobile devices, preferably staff own devices where they have smartphones etc (POLICY)
• Consider the potential option for Skype or virtual meetings for example with staff on long term sick leave to reduce travel time and cost and for general team meetings (POLICY)
• Lone worker SOS (POLICY)
• Roll out e-learning on desktops, followed by mobilisation of e-learning available on staff own device (MAXIMIMISE USE OF EXISTING TECHNOLOGY)
• Mainstream Sharepoint as the single point for staff to access version controlled standards and guidelines, facilitate discussion forums, FAQs, ‘new faces’, virtual notice board, staff surveys, podcasts (MAXIMIMISE USE OF EXISTING TECHNOLOGY)
R
Phasing
Enabling, Non-financial Priorities
INFLUENCE
POLICY
STRATEGY DEVELOPMENT
• Regional ICT Security Policy changes
• Use of ECR and phased development
• New Trust website
• Dashboard introduction (SMT influence on content)
• Social media
• Patient application ‘My Southern Trust’
• Patient Portal • Patient choice of
communication
• Maternity record ‘app’
• Bring Your Own Device (BOYD) • Staff ‘app’
• Lone worker SOS ‘app’
•
Telehealth
•
Telecare
Suggested Priorities – Year 1
YEAR 1 (1st April 2013 – 31st March 2014)
Recommendation Capital Cost Recurrent Cost
Mobile Device Management Risk Stratification Tool
Digitalisation of Whiteboards Pre-operative Assessment
Visioning and planning for telecare (hospital at home) HCAI management
HCAI patient safety audit software Policy Compliance software
Performance Dashboards
Mainstream Sharepoint – staff access and communication Extend use of Single Sign on
Ordercomms roll out Voice Recognition roll-out
Roll out of e-learning to desktops Virtual meetings/Skype extension CIS mobilisation
ECS/ECR/NIRAES maximisation TOTAL
*Services rolling out voice recognition need to meet the recurrent costs through savings in typing
£125,000 £220,000 (bid submitted) £150,000 (bid submitted) £50,000 (bid submitted) £25,000 £180,000 £15,000 (bid submitted) £50,000 (bid submitted) Funded Funded Funded Funded £0* Funded £0 Funded £0 £815,000 £25,000 £35,000 £12,000 from yr 4 £5,000 £0 £80,000 £0 £5,000 £0 £0 £0 £0 £0* Funded £0 Funded £0 £162,000 14
Suggested Priorities – Years 2 & 3
YEAR 2 (1st April 2014 – 31st March 2015)
Recommendation Capital Cost Recurrent Cost
Self check-in and clinic way finding Choice of patient communication
Electronic appointment confirmation service Enterprise scheduling
E-rostering
Document Scanning and Archiving Digital pens for mental health Physiological monitoring
Mental Health Risk Assessment replacement Lone Worker SOS
Website re-design
Social Care and Procurement System
Bedside technology and patient entertainment
TOTAL £150,000 (bid submitted) £0 £150,000 £400,000 £100,000 £250,000 £50,000 £0 £25,000 £30,000 £100,000 £0 (outsourced) £1,255,000 £15,000 from yr 4 £0 £0 £40,000 from yr 4 £5,000 £0 (resources required) £5,000 £0 £2,100
£0 (assuming BSO host) £10,000
To be determined £77,100
YEAR 3 (1st April 2015 – 31st March 2016)
Recommendation Capital Cost Recurrent Cost
e-nursing
Patient ‘app’ My Southern Trust Patient Portal
RFID patient wristbands
Bring Your Own Device (BOYD) and staff app Maternity ‘app’
Mobile Learning
Telehealth/Telecare implementation as mainstream
TOTAL £0 £25,000 £0 (assuming ECR) £375,000 £0 £25,000 £15,000 Strategy required £440,000 + telecare £0 £0 £0 tbc £0 £0 £0 To be determined To be determined 15
