Surrey and Sussex Healthcare NHS Trust Information Technology Strategy 2014/15 to 2019/20 Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 1 Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 2 Contents Page 1. Foreword 4 2. Introduction 4 3. Organisational Tenets 5 4. IT Strategy and Objectives 8 5. Where Are We Now? 10 6. Detailed IT Plan 21 7. Strategy Evaluation 25 8. IT Strategy Implementation 26 Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 3 1. Foreword This Information Technology (IT) Strategy has been developed by Surrey and Sussex Healthcare NHS Trust (the Trust / SaSH) in order to expedite a disciplined yet agile approach to the development and management of the Trust’s Information Technology resources over the next five years. The strategy references the Trust’s clinical plans for service delivery, as set out in the Trust’s Clinical Strategy which provides the context for the journey the Trust is taking to secure its future as a foundation trust. The IT Strategy is aligned with the strategic plans for other divisions within the Trust, including Estates and Workforce and is based on the premise of ensuring clinical and financial sustainability. At the time of preparing this strategy, the healthcare economy and landscape are subject to the impact of continuing, major legislative, organisational and policy changes. There is consensus across the system that change is both necessary and inevitable; the way forward, however, is not prescribed. Financial pressures are juxtaposed with continuously increasing levels of clinical activity and whilst flexibility is inherent, a five-year strategy set out in this context must be taken and read as reflecting the Trust’s current expectations of the period ahead. The strategy will be revisited, reviewed and revised as the variables and dynamics impacting the healthcare system evolve and are developed - and as the SaSH Clinical Strategy progresses. 2. Introduction Surrey and Sussex Healthcare NHS Trust provides a comprehensive range of emergency and non-emergency services primarily for the residents of east Surrey, north-east West Sussex and south Croydon, covering the major towns of Crawley, Horsham, Reigate and Redhill. Elective and non-elective services including major and minor Accident and Emergency are delivered from the Trust’s own site at East Surrey Hospital in Redhill, which is a Trauma Unit and is the designated hospital for Gatwick Airport and parts of the M25 and M23. A range of outpatient and diagnostic services are provided at Crawley, Caterham Dene and Horsham Hospitals as well as Oxted Health Centre. East Surrey Hospital sits at the heart of a local community of over half a million people and employs around 3,500 staff. This IT Strategy has been developed by the Information Technology Team, in collaboration with a broad range of colleagues including the Clinical Health Informatics Group, Executive Team and Board. 3. Organisational Tenets Over recent years, SaSH has worked to develop a culture that supports consistent improvement, resourcefulness and efficiency in clinical and non-clinical functions. Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 4 Progress has been evidenced and recognised in many areas; recent examples include: CQC Hospital Intelligent Monitoring analysis which placed the Trust in the highest banding for offering safe, effective, high quality care Friends and Family Test combined scores which reported SaSH as having the best DGH score in its region. The following SaSH Vision Statement, Strategic Objectives and Values provide direction and stimulus for the Trust as well as offering a reflection of the character and aspirations of the Trust leadership and its staff. Aligned with its geographical and operational positioning, the Trust approach is summarised in its Vision Statement which is to deliver: ‘Safe, High Quality Healthcare which puts our Community First’ This Vision is enshrined in five Trust Strategic Objectives. They are: Safe – To deliver excellent quality of services in the top 20% against our peers by ensuring that: o We consistently meet national patient safety standards in all specialties and across divisions o The outcome of Chief Inspector of Hospitals inspection to be rated as “good” or better o We avoid preventable harm o We are open and transparent Effective – To deliver clinically and sustainable services within the local health economy by ensuring that: o Achieve the best possible clinical outcomes for our patients o Deliver services differently to meet the needs of patients, the local health economy and the Trust Caring – To ensure patients are cared for and feel cared about by ensuring that: o We deliver high quality care around the individual needs of each patient o We treat patients and their families with dignity, respect and compassion o Listen to patients and their families Responsive to people’s needs – To become the secondary care provider and employer of choice for the populations of Surrey & Sussex by ensuring that: o We deliver access standards o We use feedback to shape and improve the services patients receive Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 5 o Deliver local services as appropriate at East Surrey Hospital, other Trust sites and in the community o Value staff To be an organisation that is Well led, ensuring that: o We are an organisation that is clinically led and managerially enabled o Have appropriately qualified and competent staff always working to the highest stands of professionalism and ethics o We are a well governed organisation working in partnership with others o We will have visible leadership team who are engaged and play a valuable part in the local health and social care system to ensure the development and delivery of safe and sustainable services Underpinning achievement of these objectives are the Trust’s Values: These tenets are further developed to describe the basis of the Clinical Strategy (which in turn informs the IT Strategy) as follows: Our patients deserve the best possible care and we intend to deliver good clinical and quality outcomes by further improving patient safety, patient experience and clinical effectiveness. We will provide a broad range of high quality, integrated district general hospital Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 6 services that allow us to be a clinically and financially sustainable organisation and to especially work with other expert providers to bring tertiary services and expertise locally to our patients. We recognise that a good reputation is key to the delivery of our services, and we aim, therefore, to meet all local and national expectations which include meeting the needs of our patients and our commissioners. We are committed to academic training, research and innovation and aim to be both the provider and employer of choice. We understand that we cannot deliver our services in isolation and it is, therefore, imperative that we work in partnership with our NHS and commercial partners to deliver appropriate services and models of care, which include utilising clinical networks. Partnership means working with others across the whole health economy, both providers and commissioners, working to the same agenda of delivering high quality, safe and affordable care. So that we remain clinically and financially sustainable, we are working hard to improve our productivity by adopting better ways of working. We recognise the role that technology has to play in doing this. We also believe that it is vital to use intelligent information and benchmark our performance. By being sufficiently informed with the right information, we can make better decisions about improving and sustaining our performance. The Trust’s Clinical Strategy drives and shapes the provision of services by SaSH and therefore sets the broad direction that each of the clinical divisions will follow. This in turn informs strategies for the clinical support services, including IT, to ensure their clear alignment with the overall Trust vision and objectives. It should be noted that strategic planning is the starting point for the Trust’s rolling five year business planning process which will develop and test the detailed plans of the individual clinical divisions and services. These, based on robust activity capacity and financial planning, form the core of the Integrated Business Plan. National IT context At a national level IM&T strategy has been dominated over the past seven years by the contractual framework established within NHS Connecting for Health (CfH) and delivered through the Southern Programme for IT (SPfIT). CfH procured Electronic Patient Record and PACS systems centrally with each health economy being responsible for implementation. However as the model has failed to deliver its expected results it has changed to provide more choice at a Trust level and less of a one size fits all approach. The new central mandate and aspiration is now focussed on providers having to deliver an Electronic Patient Record (EPR) which supports the “clinical 5”. The “clinical 5” is defined as : Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 7 A Patient Administration System (PAS) with integration to other systems and sophisticated reporting Order Communications and Diagnostics Reporting (including all pathology and radiology tests and tests ordered in primary care) Discharge Letters with coding (discharge summaries, clinic and Accident and Emergency letters) Scheduling (for beds, tests, theatres etc) E-Prescribing (including ‘To Take Out’ medicines). In addition there is also a strong focus on Patients having more control over their own records. The detail of patient’s access has yet to be fully defined but this is likely in the first instance to be more focussed on access to the patient‘s longitudinal record held within primary care. 4. IT Strategy and Objectives The Trust’s IT objectives are driven substantially by the Trust’s Clinical Strategy and the need to develop and meet the “clinical 5” requirement. As such we have developed the following overarching vision for IT within the Trust : IT Vision To provide an integrated Electronic Patient Record (EPR) which provides clinical and administrative staff with appropriate information wherever and whenever they need it. Key Elements of the IT Strategy The IT Strategy focuses on the following six themes: 1. Infrastructure – to ensure that the Trust is served by an infrastructure that supports the needs of the organisation and its users. 2. Electronic Patient Record – To develop an EPR that meets and exceeds the clinical 5 requirements 3. Clinical applications that sit outside of the EPR – In addition to the clinical 5 various departmental applications will need to be in place to support a specific need or requirement. Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 8 4. Supporting administrative functions – to ensure that the Trusts administrative processes are fully supported by appropriate IT. This includes areas such as HR, Finance and Procurement. 5. Patient Facing Systems – system which are used directly by patients, either for largely administrative purposes – e.g. outpatient bookings, or as part of enhancing patient experience. 6. Governance – to ensure that the proper structure and processes are in place to allow the strategy to be implemented. 5. Where Are We Now? Surrey and Sussex Healthcare NHS Trust provides services prinicipally from its own site at East Surrey Hospital. In addition various services are provided from a number of other locations where the Trust leases space. These include Crawley Hospital, Horsham Hospital and Caterham Dene Hospital. All of the Trust’s IT systems are available throughout all locations where it provides services and the Trust maintains its own infrastructure at each of these sites. This provides a sifgnificant overhead cost on top of running services at East Surrey Hospital. The first major computerisation of the Trust occurred in 1986 with the implementation of the British Medical Data Systems (BMDS) Patient Administartion System (PAS). This provided a PAS that significantly enhanced the Trust’s ability to manage its operational resources such as outpatient clinics, inpatient beds and the A&E department. It also provided the Trust with sginificant management information on areas such as waiting times and bed utilisation. The implementation was part of a South West Thames Regional Health Authority project that included all 14 acute hospitals in the region at that time. Following the merger with Crawley and Horsham in 1998 the Trust standardised on the McKesson Star PAS across all its sites. When the National Programme for IT (NPfIT) was introduced across the NHS in 2005 the Trust was identified as one of the early adopters of the Care Records Service (CRS). This was essentially a replacement for PAS systems and the Trust went live in April 2007 with the Cerner Millenium System. This change was at a time of significant organisational upheaval and it took two years for the system to become properly embedded within the Trust. Since that time the contract has moved from Fujitsu to BT and a major software upgrade has taken place and now the system is well embedded and used within the Trust. As part of NPfIT the Trust also went live in 2008 with its Picture Archving and Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 9 Communication (PACs) system. PACs is essentially a digital x-ray system and has brought significant benefits in terms of ease of access to images and usability thereof. The national PACs contract expired in 2013 and the EPR contract ends in 2015. These two elements form a significant part of this IT strategy. 5.1 Current Systems Using the headings defined above the following provides an overview of current systems used iwthin the Trust. 5.1.1 Infrastructure Trust Networks The Trust’s IT infrastructure supports c. 2,200 devices across all the sites that the Trust provides services. This includes both East Surrey Hospital as well as being responsible for local area networks and server infrastructure at leased sites at Crawley Hospital, Horsham Hospital and Caterham Dene Hospital. Staff are also supported at Oxted Health Centre and Caterham Valley Medical Practice (Eothan House). 85% of the devices are at East Surrey with the remaining predominantly being at Crawley. Each primary site is linked using the local healthcare high speed Surrey Community of Interest Network (COIN). The secondary sites are linked via the national network (N3) to the COIN. The majority of the 2,200 devices are managed using a centralised management tool. The LANs are connected together by digital switches. The primary datacentre at East Surrey Hospital is in the process of being modernised, providing enterprise level storage, capacity and resilience. The development will also help support improved Disaster Recovery. Mobile working is provided at East Surrey Hospital by an enterprise quality WiFi network. It also delivers WiFi Internet access to Patients and visitors. Some Inpatients have the benefit of also using a Patient Entertainment System at their bedside, delivering Radio, Television, Telephone and Internet browsing services. Remote access for mobile workers is provided in part by either a laptop with secure connection from the Internet, or by Smart devices using a secure email application. Surrey Community of Interest Network (COIN) Fast and effective data communication is a key requirement for the Trust and high Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 10 speed network links are provided under a collaborative contract with several partner NHS organisations for our Wide Area Network (WAN) solution: the Surrey Community of Interest Network (Surrey COIN). 5.1.2 Electronic Patient Record (EPR) Cerner Millennium The Trust’s current EPR is Cerner Millennium. This went live at the Trust in 2007. At that time the system was provided by Fujitsu as part of the National Programme for IT (NPfIT). In 2009 the contract changed to BT and subsequently the Trust moved data centres and had a major upgrade in 2010. The system provies the current core functionality : Core LC1e System Spine compliant version of Cerner Millennium; Core components include:- In-patients, Out-patients, Waiting Lists, Choose & Book, "HIM Chart Coding" (Clinical coding), "PM-Office" (Admin user interface), Powerchart (Clinical user interface), Referral to treatment (18 ww) status tracking, patient & GP correspondence. Firstnet Surginet Order Comms RADnet PACS P2 Sentinel Paperclip A&E module Theatre module Electronic ordering & message management of Pathology & Radiology orders & results Radiology module Picture archiving (aka Image storage & retrieval) Audit tools (aka MMF or CAMM) - document storage facility to import external documents to the patient's clinical record. mpages clinical dashboard capability Reporting includes "DVDev" (Discern Visual Developer) parameterised reports; "Discern Analytics" (internal report writer), IM200 nightly data extracts The current national contract for the provision of Cerner ends in November 2015 and the Trust is now part of a framework contract to reprovide the service. The use and development of Cerner Millennium is a core element of the Trust’s IT Strategy. One of the key elements of moving to a direct contractual relationship with the system supplier is the need to streamline workflows and processes within the system. For example ordering of pathology and radiology tests and reviewing results should be simpler and quicker than it is. This will be akey part of the reprocurement. PACs Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 11 The Trust was originally provided with the GE PACs as part of the National Programme for IT. This contract ended in June 2013 and the Trust went live with the Cerner PACs in July 2013. This provides a truly integrated PACs as part of the EPR as well as being a PACs that can be used for storing any other other suitable image type. This could include digital ECGs as well as ophthalmic images. Radiology Information System (RIS) The Trust’s original RIS – which is used to manage the administartive functions of the radiology department – was HSS and this was also provided as part of the National Programme for IT. The contract ended in June 2013 and the RIS system was replaced in July 2013 by the Cerner RadNET solution. Again this is part of the overall EPR system. 5.1.3 Clinical applications that sit outside of the EPR Pathology i.Lab (Apex) is the Pathology Laboratory Information Management System (LIMS) which was installed in 1999. The functionality of the LIMS can be divided into the following Laboratory phases, with numerous software functions for each the reception and log in of a sample and its associated patient data with Order Communication or data entry staff the assignment, scheduling, and tracking of the sample and the associated analytical workload the processing and quality control associated with the sample and the utilized equipment and inventory the storage of data associated with the sample analysis the inspection, approval, and compilation of the sample data for reporting back to the requestor. In 2001 an Anticoagulant Management software (RAID) was introduced which monitors and doses patients on oral anticoagulants. The patients INR result is entered onto the system and the software uses this result to calculate the patient’s next dose and date of next blood test which is then printed and sent to the patient Maternity The maternity system manges all part os the obstetric pathway and includes full integration with NHS Numbers for Babies. The system supports the production of all the relevant clinical documentation abd has been in use iwthin the Trust for eight years. At the current time the system is not fully integrated with the EPR but doing this is part of this strtegy. Pharmacy Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 12 The principle system within Pharmacy is JAC. This is used for stock control, labelling and reporting and is the key system within the department. JAC has been in place for over 20 years and whilst the Trust is currently on all old version of the software it is expected that a fully supported version will be in use by end of March 2014. The system has an interface with Cerner for the delivery of patient demographics into JAC and it is planned to upgrade this to allow transfer of supply orders from Cerner and information on the order back into Cerner. Prescription Trakker – this system is used for logging prescriptions into and through the dispensary and is visible on a web browser on the intranet. It allows wards to track TTO's and has been in place about four years. 5.1.4 Supporting administrative functions Data Warehouse The Trust’s data warehouse is used to manage all data relating to patients and their activity. Its two primary purposes in this regard is processing data so that the Trust is paid for the work it does and also reporting on performance against national and local targets such as the ED 4 hour standard. Information Portal Data from the warehouse is made available throughout the Trust using the information portal – a part of the intranet – which allows managers and other staff to access a range of performance reports. Docman Docman is used to transfer document electronically between the Trust and local GPs. It is one way only – outbound – and allows items such as discharge summaries and outpatient letters to be quickly received by GPs and uploaded directly into their GP systems. Electronic Discharge Summaries (EDS) EDS is used by junior medical staff to create discharge summaries which are then transmitted using EDS. It is linked to the EPR and is also populated in part by pharmacy so ensuring that the letters contain detailed information on patients medication on discharge. Integration Engine The integration engine is used to transfer data between different systems. An example is pathology results which are created on the pathology system and automatically uploaded into the EPR. It is a very significant element in ensuring that data integrity is maintained across systems as well as helping to drive efficiency. Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 13 Electronic Financial Systems In 2006 the Trust outsourced the provision of the majority of its core financial electronic systems (accounting systems, cash management, procurement and other “back office” finance functions) to NHS Shared Business Services (SBS - a company part owned by the NHS and Steria). The Contract, for a fully managed Finance and Accounting service, was awarded in 2006 for 6 years. In 2012 the Trust renewed the contract for a further 6 years (2018 with a break at the end of year 4, and aligning the financial systems and payroll contracts). There is no short term intention to re-tender this service. The service procured from SBS provides the infrastructure (the ledger and webbased reporting) and processing for all of the Trust’s financial transactions. The benefits of the SBS finance system are a state of the art ledger, web based reporting and a paperless audit trail, installed in one goes with financial savings from not needing staff to do processing. The only dis-benefits are around the flexibility of reporting (bespoke reporting was originally problematic but now being corrected – there is standardised reporting across all SBS clients) and the ability of others to access the Trust’s ledger data without Trust permission. The SBS contract does not provide a full finance service and a (small) team of specialist staff is still needed to oversee the Trust’s accounting and provide management information to the Trust. The saving in 2006 and later in 2008 totalled £440k of revenue costs. Detail components of SBS service: Functionality Notes Ledger system Oracle 10.5 ledger was replaced with upgraded Oracle functionality - arguably, the most powerful ledger system on the market. Web-based reporting and detail drill down to documentation. Electronic sign off of invoices and paperless audit trail. Reporting & sign off systems Purchasing process Receivables and payables processing Cash management SBS carries out admin with suppliers of goods and deals with initial issues – full e-procurement additional system upgrade achieved in 2011. SBS raises invoices and collects debts (up to a set point) and processes all bills received and deals with initial issues. Invoices are scanned and placed electronically within the paperless system. SBS manages cash in Trust bank accounts and its “investment” while unused The Trust manages its contractual activity and income through what is generally called a “service level agreement management” (SLAM) system custom designed for Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 14 the purpose (which includes updating by software owners in line with NHS payment by results detail). This system is connected to a costing module (“Costmaster”) that takes ledger data from the SBS system and converts it into costs directly linked to the activity recorded. This allows the production of service line reports that show profit and loss against each service line (main specialties) or, if the system’s full capability is used, at levels down to individual patients. This system is operated as a managed contract by Civica and is not due for renewal until 2017, although break clauses allow for faster replacement if appropriate. There is no desire currently to change this system which is now being embedded as the core of the Trust’s service line reporting. The system has the capacity, with upgrades, to be web-enabled allowing access by users across the Trust. There are two other key electronic systems supporting the finance function as follows: Asset management: the trust’s database of assets (property, plant and equipment) is kept on relevant software provided by Real Asset Management (RAM), which has been in place in the Trust since 2010; Charitable funds are accounted for using an off-the shelf standard Sage accounting system. This service was previously outsourced but was brought inhouse in 2012 and the software package has come with it. The package may be changed once contracts are renewed. The in-house service is considerably better than the previous service. ESR ESR is a national Human Resources and payroll system and the Trust makes use of its functionality for its workforce information provision via the national data warehouse and for locally produced workforce performance reporting and monitoring (staff in post, turnover, ethnicity appraisal and training KPIs). ESR is also the platform used by our third part payroll provider Shared Business Support (SBS) thus ensuring that the business process efficiencies of a single electronic HR/payroll system are maintained. ESR is an oracle based system and is supplied via a contract held at a national level with McKesson. There is no cost to the Trust for its use. The current contract expires in 2014 and a national procurement process led by the Department of Health is in place. The Trust will have opportunities to input into this process through its network events. Functionality for ESR includes: Interface with NHS Jobs for recruitment and new joiner information Interagency transfer of employee data between NHS organisation Automatic update of professional registrations with GMC and NMC Interface with NHS Pensions for updating of pension records Automatic returns via data warehouse for NHS workforce census data Training record management Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 15 Interface with Finance Ledger Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 16 ESR is also the platform used by our third part payroll provider Shared Business Support (SBS) thus ensuring that the business process efficiencies of a single electronic HR/payroll system are maintained. Staff Roster The e-rostering system is used by the wards to complete rosters for all their areas. It also generates electronic time sheets of enchantments that are due to employees and is linked to payroll and ESR. At the present time nearly 70 wards and similar areas produce electronic time sheets and nearly 2,000 staff members’ rosters and rotas are managed by the system. Of these approximately 95% are nursing or clinical staff (excluding medical staff). The system is also used to book and record the usage nursing bank and agency workers across the Trust. iFIT iFIT is the Trust’s Medical Record management system and is used to track the location of movement of casenotes both within East Surrey Hospital and when Trust notes are used off-site. The system is based on RFID technology and is one of the most sophisticated such systems in use within the NHS and as a consequence the Trust is often used for reference visits by other Trusts. 5.1.5 Patient Facing Systems Patient Entertainment System In 2011 the Trust went live with the Azzurri Patient Entertainment system in Copthorne and Charlwood Wards as part of the opening of these two new wards. This provides each bed with a dedicated digital device that provides TV, Radio, Internet and telephone. This is provided at no charge to the patient and has significantly enhanced patient experience in those wards. Subsequently Brook Ward has also had the system installed and it will now be a standard part of any ward refurbishment work that takes place. Wi-Fi Free Wi-Fi is available throughout East Surrey Hospital for patients and visitors. This will allow patients to bring their own devices and provide a similar experience as described in the previous paragraph. Again it is clear that this significantly enhances patient experience and the Trust has no intention of charging for this service. In the future this can also be used for future developments such as digital way-finding and linking to patients smartphones. Summary Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 17 The Trust’s existing IT estate is a typical mixture of different systems from a range of suppliers. Given the focus on developing Millennium as the Trust’s EPR system this range is probably less than a typical district general hospital. One of the risks with this is that there is a sense of a single-point of failure. The Trust believes that this disadvantage is outweighed by the desire to have one point where all relevant patient information is delivered to clinicians. It is also important to remember that small things can have a significant detrimental impact on users desires to use IT in patient-facing situations. For example a less than satisfactory PC can have a disproportionate influence on users uptake of the Trusts systems and it is vital that not only are systems themselves of the best order but that the network and general infrastructure is similarly so. 6. Detailed IT Plan The IT Plan detailed below has been developed from the strategic plans compiled by the clinical divisions, (where clinical plans are expected or known to necessitate IT activity) and the IT department’s own plans including maintenance and modernisation. It also strongly references the clinical strategy. Project Title Description Links to Key Element Time scale Cerner LC1 EPR Replacement The current contract for Cerner Millennium ends in October 2015. This contract is owned by HSCIC and the Trust will need to re-procure its own instance of the system. 1, 2, 3, 4, 5 2015 /16 It is planned to be live by May 2015 and will replicate all Cerner functionality in place at that time. New Data Reporting Tool The current system – IM200 – is not available post October 2015 as it is supplied through the national contract and not available outside that route. The Trust will therefore replace this with Cerner PIEDW software available through HSCIC and will go live in Autumn 2014. Surrey and Sussex Healthcare NHS Trust-IT Strategy 2014/ 15 Page 18 Project Title Description Links to Key Element Time scale e-Prescribing Use electronic prescribing for inpatients and 1, 2, 3, 5 outpatients. Deployment project underway and there will be a partial go-live in November 2014. This is the HSCIC supplied product and going live before contract end will allow the Trust to use this software post go-live with the new contract. Full roll-out will occur after bedding in of new EPR. 2014 /15 Server operating system review and upgrade NHS Mail Upgrade of end-of-life Trust operating systems 1, 2, 3, 4, 5 2014/ 15 Provide upgraded email solution 1 Pathology Upgrade As part of the proposed pathology development with BSUH it will be necessary to procure laboratory system that meets long-term Trust requirements. 1, 2, 3, 5 Remote Working Allow staff to access all systems from other locations including working-at-home: a) General access for staff (e.g. email) b) Specific system access (e.g. radiologist investigations) 1, 5 2014 /19 Electronic Document Management Digitise all Health and/or Corporate records including A&E cards. This will have very significant benefits both in terms of ensuring clinicians will have access to patients data as quickly and easily as possible but will also lead to very significant revenue savings. 1, 2, 5 2017 /18 Telemedicine Provide tele-medicine links where patient care and hospital efficiency is enhanced by its presence. 1, 2, 3, 4, 5 2016 /20 Links with Primary Care Provide links between Trust and primary care providers, e.g. community hospitals, direct access for GPs scheduling patient appointments 1, 2, 3, 4, 5 2016 /20 Surrey and Sussex Healthcare NHS Trust-IT Strategy 2014 /15 2015 /16 Page 19 Project Title Description Links to Key Element Time scale EPR on mobile devices Optimised user access to EPR system using portable mobile devices such as tables and smartphones 1, 2, 3, 4, 5 2015/ 16 Single Sign-On SSO will allow users to use NHS Identity (SSO) Card to access all Trust systems, which is more secure and easier for users 1, 2, 5 2014 /15 PC Power Savings This will ensure that we are able to reduce the energy used by individual PCs and similar devices 1, 2 2014 /15 RadioFrequency Identification (RFID) Further utilisation and rollout of RFID. 1, 2, 3, 5 2015/ 16 Network Upgrade The Trust’s network will require a major upgrade in the medium future to ensure it fully fit for purpose 1, 2, 5 2016/ 17 Active Directory Upgrade Digital Pens Upgrade Active Directory directory service for Trust Windows domain network 1, 2, 5 2014/ 15 Remote system access and storage facility for midwives 1, 2, 3, 5 2014/ 15 Mobile Device Management solution Image access and storage Implement a mobile device (e.g. tablet, etc) solution 1, 2, 3, 4, 5 2014/ 15 Roll out image access and storage solution usage of Trust CAMM facility to nonRadiology departments 1, 2, 5 Can be used to track portable devices such as oxygen cylinders as well as supporting management of staff such as porters. 2014/ 16 The following table shows the capital allocations for IT over the period 2014/15 – 2018/19. The two principle items are the EPR replacement in 2015/16 and the introduction of document management for patient records starting in 2017/18. Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 20 Information Technology IT hardware 14/15 300 15/16 16/17 17/18 18/19 19/20 Total 300 300 250 300 800 800 2,800 509 4,327 Network Upgrade EPR Replacement 2,000 Document Management EPMA Email replacement Windows upgrade (IT) Total 250 4,836 542 200 400 1,951 1,000 3,000 72 614 200 400 4,699 550 2,300 1,800 800 12,100 7. Strategy Evaluation The SaSH IT Strategy is routinely reviewed in regular meetings convened to assess progress at each level of IT activity and is formally considered alongside the Clinical Strategy at specific Management Board - Strategy meetings. Formal reports detailing progress of the capital programme are provided regularly to Finance and Operational management meetings. The following meetings ensure frequent oversight of various aspects of the strategy: Frequency Monthly Monthly Event Purpose Clinical Health Informatics Group (CHIG) Forum established to enable operating divisions and support services to highlight ward improvements required and for allocation of funds for such works to be agreed. Finance and Workforce This Board sub-committee ensures that the strategic requirements of IT are effectively monitored. 8. IT Strategy Implementation The SaSH IT team believe that this strategy clearly sets out the context and shape of the activities which are likely to be undertaken during the next five years. It is anticipated that there will be changes to some of the specific schemes but key objectives such as delivering the clinical 5 will remain as central to the delivery of the strategy. Surrey and Sussex Healthcare NHS Trust-IT Strategy Page 21