Hambleton, Richmondshire and Whitby. Clinical Commissioning Group. IMT Strategy. (April 2015 March 2018) Final Version (v1) Author: Angela Wood,

Transcription

1 Item 17 Appendix 1 Hambleton, Richmondshire and Whitby Clinical Commissioning Group IMT Strategy (April 2015 March 2018) Final Version (v1) Author: Angela Wood, YHCS Locality Programme and Delivery Manager (NYY locality)

2 Amendment Owner Date Version First Draft Written Angela Wood January 21 st 2015 Draft V1 Amendments to strategy Angela Wood 11 th May 2015 Draft v2 Further amendments to recommendations / actions Angela Wood 21 st May 2015 Draft v3 Amendments from S. Moses Angela Wood 8 th June 2015 Draft v4 Amendments following SMT meeting Angela Wood 17 th June 2015 Final version (V1) 2 P a g e

3 1. Introduction NHS Hambleton Richmondshire and Whitby Clinical Commissioning Group (HRWCCG) recognises the key strategic role of information management technology (IMT) in supporting its current functions as both a driver and enabler for modernising its services. In support of this, the CCG is committed to fully embrace information technologies to support corporate and commissioning innovation as well as enabling the business to operate in more efficient, effective and agile ways. This IMT strategy is intended to provide direction over the next three years ( ) for HRWCCG and its GP practices, and will be revised and enhanced as the CCG develops. It is intended to address a combination of the local business objectives (defined in 3.1) and the national directives (listed in 3.2), identifying how IMT can help HRWCCG meet these local and national requirements. This strategy reflects the clinical needs of the population of HRWCCG area, irrespective of where they receive their clinical services. 2. HRWCCG Background Information The CCG represents a population on 142,000, registered with 22 GP practices located in the Hambleton, Richmondshire and Whitby areas. It is served by North Yorkshire County Council (NYCC), and has one main provider of hospital and community care, South Tees Hospitals NHS Foundation Trust (STHFT) and one main provider of Mental Health services, Tees, Esk and Wear Valleys Foundation NHS Trust (TEWV). The population is also serviced by Yorkshire Ambulance Services (YAS) and a range of other public, private, voluntary and independent health care providers across the range of services. Patient data is shared with many organisations, mainly the Council, the Mental Health Trust and South Tees Hospitals NHS Foundation Trust, all of which use different, non-integrated systems. The 22 GP Practices use a combination of SystmOne and EMIS web as their clinical system, with 37% of the patient list size covered by SystmOne and 63% by EMIS Web. Humber Mental Health Trust recently won a contract to provide clinical services to Whitby Community Hospital. A growing issue is that different providers, both NHS and private, use the same building to work out of and use different networks and different IT support partners, which confuses staff and is not the best value for money. This needs to be addressed. 3 P a g e

4 3. Business Drivers 3.1 Local Drivers Our Strategic Aims We will involve people in their care and, as part of that, we will encourage self-care We will buy quality services We will change services for the better, and in doing so we will provide care as close to home as possible that is easily accessible We will use the money we have in the best possible way Our Vision We will develop a care landscape based around the needs of the individual and the communities they live in We will ensure that information about services will be easily accessible and access to care will be streamlined for all Our strategic objectives are: We want people s experience of patient care inside and outside of hospital to be the very best in the country We want to reduce avoidable deaths We want to reduce the amount of time older people spend avoidably in hospital We want to improve the health-related quality of life for people with long-term conditions (LTC) - including mental health conditions We want to improve the productivity of elective care We want to secure additional years of life for people, particularly those experiencing health inequalities. 3.2 National Drivers By March 2015 GP Practices must use the NHS number as the primary identifier in all correspondence (Source: GP Contract) Practices must offer patients access to an online summary of their health records held by their GP (Source: GP Contract) 4 P a g e

5 GP practices must provide an automated upload to the Summary Care Record (SCR) of any changes to a patient's summary information, at least once every working day (Source: GP Contract) GP Practices must utilise the GP2GP facility for the transfer of patient records between practices (Source: GP Contract) Plans should be in place to link electronic health and social care records, to ensure as complete a record as possible exists of the care received across all care services (Source: NHS England) Plans should exist for records to be able to follow individuals to any part of the NHS or Social Care Services (Source: NHS England) GP Practices must offer patients an appropriate proportion of their GP appointments to book online (Source: GP Contract) By March 2016 GP Practices should move to NHS mail (or another secure system) to ensure secure communications are in place (Source: GP Operating Model) Patient online access to their medical record will be widened in 2015/16 to be enable access to detailed information (Source: GP Contract) During 2015 / 16 the number of appointments booked online will be expanded and there is appropriate availability of appointments for online booking (Source: GP Contract) Patients should have access to an easy-to-use electronic prescription service. We expect that at least 60% of practices will be transmitting prescriptions electronically to the pharmacy by March (Source: NHS England) Structured, coded, discharge summaries should be available to health professionals electronically everywhere, as required. This will be a legally binding requirement by October 2015 (Source: NHS England) Electronic referrals between GPs and other services should become the norm. We expect at least 80% of elective referrals to be made electronically by March 2016 (Source: NHS England) To deliver the National Information Board (NIB s) framework Personalised Health and Care 2020, local commissioners will be expected to develop a roadmap for the introduction of fully interoperable digital records, including specialised and primary care. Although not due for publication until April 2016, it will be important to make progress on this key enabler next year. Further guidance on those roadmaps will be published in June 2015, although work can start immediately (Source: NHS England). 5 P a g e

6 Longer term Significant progress should be made by 2017 for people with long-term conditions to benefit from telehealth and telecare, enabling people to manage and monitor their condition at home and reducing the need for avoidable visits to GPs and hospitals (Source: NHS England) By 2018, the NHS should become paperless; meaning that the patient should have compatible, complete digital records so their health information can follow them around the health and social care environments (Source: NHS England). 3.3 Strategic Principles This strategy has been based on the following principles: Information should be entered once about the patient and accessed as appropriate by health professionals A flexible infrastructure must be used to cope with future organisational changes Systems must support information sharing and integrated care pathways Systems must use the NHS Number as a unique identifier Mobile working must support real-time decision support Information is accessed and shared subject to the requirements of the NHS Patient Care Record Guarantee, the NHS Constitution and Information Governance. 4. Strategic Analysis Some strategic tools were used to generate information to inform the IMT strategy and are as detailed below. 4.1 Current Information System Architecture 4.2 The information System Architecture identifies all the current key Information Systems in place and identifies the links between these systems. The current position is that there are many standalone systems in place with little or no integration. Messaging from Secondary Care for Pathology and Radiology results Messaging to Secondary Care for Ordering tests Information System Architecture Mobile access EMIS Web Quest Browser (to extract GP audit data?) SystmOne (Integrated with Community, Child Health, Hospice and some Acute LTC) Spine C&B SCR GP2GP eps Council Sytems Secondary care PAS SUS (Fed frm Secondary care MDS submissions) MH systems Adastra Telehealth IT Infrastructure / Support systems 6 P a g e

7 4.2 Current Portfolio Matrix This shows the key systems in place in a matrix to identify their value to the CCG: High Potential - Applications that might be important in achieving future success (they add little or no value yet). Strategic - Applications that are critical to sustaining future business strategy (add major value) Operational - Applications which the organisation currently depends on for success (add significant value) Support - Applications that are valuable but not key to success (add some value) Strategic Current Portfolio Matrix High Potential The Current Portfolio Matrix identifies all information systems currently in use across HRWCCG and indicates: Acute Trust PAS EMIS Web, SystmOne Wi-Fi (Integration) RAIDR MS Lync Shared Knowledge Base EPS Open APis Council IT systems Patient Portal Secure PSN Mobile working / Telemedicine MIG 999 ESAC (Integration with Adastra) Vitrucare High potential system such as Patient Portal that may become strategic systems of the future. Key Operational Incident reporting system Adastra NHS Mail SBS / Oracle GP2GP Patient online access to records GP Supporting software (ie INR*) Community Systems Radar / Risk Stratification Web ice SUS Support MS Office 2010 Corporate Systems Docman N3 COIN network Safeguarding App Strategic systems include the two GP C&B SCR Website Soft Intelligenct (feedback on service) systems used in the area, SystmOne and EMIS Web. Key operational systems that are important for the business to function and may or may not be important in the future. Quite a lot of applications such as SCR, C&B, NHS mail currently fall into this category. Support systems that act as back office systems, such as MS Office and corporate systems 7 P a g e

8 4.3 Critical Success Factors The Critical Success Factors indicate how the implementation of information systems will help HRWCCG achieve the objectives set out in section 3. Critical Success Factors The IS requirements to support the HRWCCG objectives Objectives Information Systems Link to objectives Improved experience of Patient Care Reduce avoidable deaths Reduce the amount of time older people spend avoidably in hospital EHealth - Interoperability across Primary Care (MIG) Access to Internet for Information Patient access to online records Integrated systems across all care settings Mobile Working and connectivity Improve the health related quality of life with LTC Improve productivity of elective care Secure additional years of life for people Patient portal to view all relevant info across organisations Risk Stratification Tool Secure communication ( NHS Mail / Gov connect) Secure Public Sector Networks The systems linking with the majority of the CCG objectives include Ehealth, interoperability across Primary Care, the Patient Portal and Integrated Systems across all care settings. These link closely to the Better Care Fund that will be used to invest significantly in an improved health and social care system, changing the way that health and social care services are funded to drive improvements to services for elderly and vulnerable people. EHealth systems, including services such as e-consultations, Telehealth etc are crucial to link in with the CCGs objectives, especially around supporting patients in their own homes and reducing cost and improving quality of services. Mobile Working and connectivity are also key, enabling staff to work from different locations and use wireless networks more freely. It should be noted that the objective to improve the experience of patient care links to every information system listed, indicating that technology is a key enabler. 8 P a g e

9 4.4 Future Information Systems Architecture This time the Information Systems Architecture (shown below) looks at all the future Information Systems that could be put in place and the links between these systems. The main points to note are: Key Primary Care systems should be integrated Contracting tool should be fully integrated and automated Introduce patient access to records Increased focus on integration between Health and Social Care Mobile working more accessible Integration of EHealth systems Future Information System Architecture Web Ice messaging from Secondary Care for Pathology and Radiology results Mobile access Messaging to Secondary Care for Ordering tests Integrated (system agnostic) C&B, EPS, SCR, GP2GP, MoM, telemedicine CRS GP IT Systems SystmOne / EMIS Web (Integrated with Community, Child Health, Hospice and some Acute LTC) Patient access via Internet edsm (only S1) MIG to share informatio n between S1 and Emis Web) GPES, CQRS *DSCRO (Fed from Secondary care MDS submissions) RAIDR Portal MH systems Secondary care PAS Council Systems *DSCRO Data Service for Commissioners Regional Offices IT Infrastructure / Support systems 9 P a g e

10 4.5 Future Portfolio Matrix The future portfolio matrix (shown below) indicates that: High Potential systems, those that we are unsure of are systems such as patient portal, open APi s etc. Although we believe they will be strategic systems of the future, we remain unsure. Strategic systems need to include all of the key organisation systems used by the NHS and its partners, as these systems will provide the platform for integration. Wi-Fi is strategic as it enables organisations to access their information from any building. Future Portfolio Matrix Strategic High Potential Acute Trust PAS Wi-Fi (Integration) MH PAS Secure PSN MS Lync Open APis 999 ESAC (Integration with Adastra) EMIS Web, SystmOne RAIDR / Risk Stratification Community Systems Website Shared Knowledge Base Patient Portal MIG EHealth Mobile Working / Connectivity Adastra Council IT systems Vitrucare Total Mobile Key Operational Support Web ice Soft Intelligenct (feedback on service) Patient online access to records MS Office 2010 Docman Safeguarding App EPS GP2GP NHS Mail Corporate Systems N3 Incident reporting system C&B SCR SUS SBS / Oracle GP Supporting software (ie INR*) Some of the national systems, such as GP2GP, Summary Care Record, EPS and C&B etc, need to become operational and implemented by every practice to ensure that information is accessible and integrated where necessary. Support systems will continue to include MS Office and corporate systems, but will also include some of the systems supporting but not key to the success of the CCG. 10 P a g e

11 5. Recommendations From the analysis and business drivers, the recommendations for HRWCCG s IMT strategy are outlined below. 5.1 Put National and Local Clinical Systems in Place All of the GP Practices in HRWCCG use either SystmOne or EMIS Web. Both of these are centrallyhosted systems and provide a firm foundation on which to build strategies for system integration and information sharing. HRWCCG has continued to successfully deliver on national priorities and has now completed the implementation of SCR and the electronic transfer of records when patients transfer between practices (GP2GP). Choose and Book has been re-badged as e-referral and will be refined in time to give a better service for our patients. Electronic Prescribing should be rolled out more widely to practices to meet the national target of 60% of practices using it by 31 st March It is not widely used in the HRWCCG area, as there are many dispensing practices and rural pharmacies, and there are limited perceived benefits in this area. Across the HRW area, the continued use of SystmOne should be encouraged across Community Services and Children s Services, as this enables data-sharing across different organisations using this system. Targets to be achieved To achieve national targets and CCG objectives, the following targets should be met: By 31 st March % of GP Practices must use the NHS number as primary identifier in all correspondence (Source: GP Contract) 100% of GP practices must provide an automated upload to the SCR of any changes to a patient's summary information, at least once every working day by 31 st March 2015 (Source: GP Contract). This is now in place. 100% GP Practices must utilise the GP2GP facility for the transfer of patient records between practices by 31 st March 2015 (Source: GP Contract). All practices utilise GP2GP. 100% of secondary care organisations must provide structured, coded discharge summaries to health professionals electronically everywhere by October 2015 (Source: NHS England). This will be legally binding and should be in contracts with provider organisations. By March % of elective referrals made between GPs and other services should be made electronically. (Source: NHS England) 60% of GP practices should implement EPS by 31 st March 2016 (Source: NHS England). There are currently 5 out of 22 practices live on EPS which represents 23%. 11 P a g e

12 By 2018, the NHS should become paperless; meaning that the patient should have compatible, complete digital records so their health information can follow them around the health and social care environments (Source: NHS England) 5.2 Patient and Public Access to Information The technical capability providing patients with direct electronic access to their GP records already exists within EMIS Web and SystmOne. In HRWCCG, all practices have websites and the majority of practices have already enabled patients to make appointments on-line, request repeat prescriptions on-line and have access to a summary of their GP record on-line. However, there is a programme of work required to allow patients access to their full GP record, which will include working with practices and the public to raise awareness, provide timely communications and ensure that concerns over security are addressed. Targets to be achieved To achieve national targets and CCG objectives, the following targets should be met: Although it s a national requirement for all Practices to offer patients access to an online summary of their health records held by their GP by 31 st March 2015 (Source: GP Contract) some practices have still not implemented this. By 31 st October 2015, 100% of GP Practices must offer this facility. By March % of practices must increase the number of appointments booked online to ensure there is appropriate availability of appointments for online booking (Source: GP Contract) By 31 st October Ensure practice websites clearly offer access to online appointments, repeat prescribing and a summary of their GP record as sometimes the services are offered but not advertised (Strategic requirement) 5.3 Mobile Working and Connectivity Mobile access continues to be difficult due to connectivity issues. Within the CSU s supported estate, wireless networking continues to be deployed to support real-time access to electronic records. Both EMIS and TPP have now developed a mobile solution to enable a clinician to work offline should connectivity be lost. A programme of work has been initiated to put Wi-Fi into GP practices in a secure way that allows patients and clinicians to access the internet, and will be further developed to allow authenticated devices to access clinical systems over N3. It will also allow different organisations to access their own network and systems from any GP Practice. Targets to be achieved To achieve national targets and CCG objectives, the following targets should be met: By end June % of GP Practices should be wifi enabled to allow access to N3 and also to allow integrated working. 12 P a g e

13 5.4 Information Sharing and Integration There is a need to share information between multiple systems and service providers to facilitate and enable new and improve patient pathways. In addition, the need to work more efficiently is driving healthcare providers to maximise opportunities to improve process and reduce the administrative paper chase. A patient portal should be considered as a means of sharing a view of care records between health (primary, secondary care and Mental Health) and social care partners. The CCG should link into the work to be carried out by the CSU to scope a patient portal across North Yorkshire and beyond. The Summary Care Record (SCR) has now been uploaded for all consenting patients, and the focus now needs to be on provision of access to the SCR to improve patient experience and care in the relevant settings. There is the potential to exploit this as a means of sharing information to support the End of Life Care, a local CCG priority. Due to the deployment of SystmOne, information sharing is already supporting clinical care across a wide range of services. There is a need to extend this to share information across EMIS Web also. The Medical Interoperability Gateway (MIG) is a means of sharing information between EMIS and TPP (SystmOne) systems but Open API (Application Programme Interface) is now a requirement under GPSoC to enable systems to interoperate and these are being put in place by key system suppliers. Care Homes now have the ability to use SystmOne to link into the GP systems; this product is being offered free of charge by TPP and should be considered when linking into a SystmOne practice. Targets to be achieved To achieve national targets and CCG objectives, the following targets should be met: By October 2015 the integration of SystmOne and EMIS should be investigated and a timescale agreed for this to be implemented in the CCG area. By October 2015 the MIG should be investigated to identify if this would provide value in the integration of patient records. By October 2015 it should be investigated if a care home could move to SystmOne to integrate with the GP system. By March 2016, plans should be in place to link electronic health and social care records, to ensure as complete a record as possible exists of the care received across all care services (Source: NHS England). This work will be carried out collaboratively working with the NYY-wide integrated programme board. By March 2016, plans should exist for records to be able to follow individuals to any part of the NHS or Social Care Services (Source: NHS England). This work will be carried out collaboratively working with the NYY-wide integrated programme board. 13 P a g e

14 By March 2016, the CCG will develop a roadmap for the introduction of fully interoperable digital records, including for specialised and primary care. (Source: NHS England). This work will be carried out collaboratively working with the NYY-wide integrated programme board. By March 2016 all provider organisations should at least use the SCR to access information about patients. Ideally they should access the detailed record. 5.5 EHealth There are four areas of EHealth that support self-care as set out below: Telecare is characterised by continuous, automatic and remote monitoring to manage the risks associated with independent living, particularly among older people or those with physical disabilities. This is already in place in and used by North Yorkshire County Council. Telehealth is the remote exchange of physiological data between a patient at home and nursing staff, to assist in monitoring. It includes home units to monitor vital signs, for review at a remote location using phone lines or wireless technology. Telemedicine enable the patient to communicate with remote clinicians through a videoconference link Telecoaching is a web-based, remote, health coaching tool used to stimulate the adoption of improved self-care As this is a priority area that links to all of the CCGs objectives, further work should be completed on the best type of ehealth to be put in place. Targets to be achieved To achieve national targets and CCG objectives, the following targets should be met: By March 2017, progress should be made for people with long-term conditions to benefit from telehealth and telecare, enabling people to manage and monitor their condition at home and reducing the need for avoidable visits to GPs and hospitals (Source: NHS England). To achieve this, consideration must be given to ehealth solutions for new or amended pathways of care. 5.6 Supporting systems The CCG currently commissions IT services from the YHCS and it is important that these underpin the IMT strategy. Although IT services are now being transitioned to a different provider, the CCG will procure their IT services from a recognised provider on the Lead Provider Framework and this strategy should inform the new provider of the required IT support Data Storage There is a requirement for secure data storage for the CCG and its GP practices. Server virtualisation technologies should be investigated and key challenges moving forward will be capacity for data growth. 14 P a g e

15 5.6.2 Access & Networking A networking model should be based mainly on using the national N3 provision linking practices and the CCG into a centralised network, so reducing the need for large servers in each organisation and allowing data to be held and backed-up securely. It will also enable remote IT support to be carried out more easily across the network. For sites shared by more than one provider, there should be one network using N3, and wi-fi to allow organisations to log onto their own domain, should it differ from the main provider Desktop Strategy To ensure best VFM and optimal performance, resilience and security, a warranted environment approach should be used for desktop infrastructure (PC s, laptops etc.) to define a specification and range of devices which can be supported. IT infrastructure and the software inventory should be maintained in real time as equipment changes are made. Under the GPIT contract, there is a five-year rolling programme of IT kit replacement in place across the HRWCCG GP practice estate. This should continue using capital resource. The GPIT Operating model should be used to support, maintain and replace the core IT equipment used by GP Practices Corporate Systems Targets to be achieved To achieve national targets and CCG objectives, the following targets should be met: Information communication should be based on NHS Mail and 100% of GP practices should migrate in 2015/16. By March 2016 all practices should have at least one superuser who will have a greater IT access and more rights than other users Support Services Sites containing a mixed selection of providers, each supported separately by their own organisations for IT should ensure that there is a single point of contact (service desk) for those staff, should they experience IT issues, whether those issues are in connection with access to systems, telephony, IT equipment or the network. Sometimes there are different support arrangements for the network and telephony to those in place for the support of IT equipment and staff are confused as to which service desk to contact. Once the member of staff has contacted the designated service desk it should then be down to those IT support services to work together to support the customer and resolve the problem and communicate back to the member of staff. 15 P a g e

16 A responsive and effective IT Support Service Management model should be based on NHS Informatics Accreditation Standards and the service should operate according to IT Infrastructure Library (ITIL) standards. Targets to be achieved To achieve national targets and CCG objectives, the following targets should be met: By December 2015, Account managers should been allocated to each practice to discuss any IT issues and IT team performance against KPIs, update the practice on projects and new developments and be the named contact for the practice (Source: GPIT Operating Model) By October 2015 a sustainable and VFM server model should be planned to replace GP Practice servers once they reach end-of-life. For any new services commissioned, the IT support must be part of the contract to identify if it should be centrally provided or that arrangements need to be put in place for IT support services to work together Training A training programme should be put in place to ensure that all staff are fully trained and supported in the use of clinical and office systems. The training will need to be carried out via e-learning and classroom based courses, to suit all types of learning Project Management Relevant project management will need to be put in place to ensure the CCG s service development projects are covered and that all GP practice projects and mergers are facilitated. 5.7 Emerging Systems Within the lifetime of this strategy, there will be new developments that must be embraced to allow progression. These include the emergence of N4, the successor to N3, and a new network that may embrace more than just the NHS; the ending of the Local Service Provider (LSP) contract and the funding allocation of the new GP operating model. Over the next few years, a new NHS e-referral Service will succeed the current Choose and Book service. It will be developed based on feedback from patients and NHS professionals. As the specification for e-referrals is still being developed, it is not known what the impact of this service will be on systems but the drive is towards a totally paperless solution. As more information becomes available for each of these areas, the strategy will be updated to reflect this. 16 P a g e

17 6. Implementing the Strategy The following actions are recommended to sure the successful implementation of this IMT strategy: That the strategy is formally approved An Action Plan should be developed between the CSU and CCG to identify priorities, timescales and costs for all areas of work (shown at Appendix A) A Strategy Group should be set up to oversee the implementation of the strategy System preferences and requirements for integration should be put into contracts with provider. 17 P a g e

18 Appendix A Recommendation Action Date Link to objective 18 P a g e