Informatics Team of the Year, Karen Hill & Sarah Hulme

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1 ISD Network Informatics Team of the Year, Karen Hill & Sarah Hulme Background EPR team has been established since 2000, its strength is that the majority of the team have clinical backgrounds or extensive experience working with the organisation plus have vision and innovation to develop the EPR system to provide the most effective solution to meet the Trust challenging agenda to be the safest organisation with the patient at the centre A culture which encourages openness, transparency and candour It is recognised that different services and specialities require specific documentation to meet their professional requirements but the Trust is keen to ensure a consistency in the documentation used across the whole organisation. A new prioritisation, design and delivery methodology for EPR developments ensuring that the full capability of the system is harnessed and that solutions developed are those that deliver the greatest benefit to the organisation. Where possible seeking to develop core solutions that are transferable to other areas Any documentation used within EPR must be approved by the relevant group(s). The Clinical Informatics Board (CIB) is responsible for confirming the prioritisation and authorising the development of EPR documentation and quality assuring their management and use within the Trust.

2 ISD Network Informatics Team of the Year, Karen Hill & Sarah Hulme Clinical Engagement This is essential and natural to the EPR team. The following are examples of the excellent engagement between the service, clinicians and external suppliers Dedicated Training Team Navigation session Drop ins System user groups EPR Link nurse Forum Open door policy people will just phone the EPR team with ideas, issue or even when they don t know who to contact Nursing Documentation group to standardise Nursing documentation Attend Divisional meeting Junior Doctors committee Clinical Informatics Board Clinical Chief Information Officers Assistant Directors of Nursing Link with practise educators Engage with clinical teams to build understanding of the capabilities of the new EPR system and what is possible to achieve with the new functionality, promoting its capability to achieve the identified benefits Engagement with suppliers Allscripts Network with other local & International organisation to share ideas Floor walking (ward & service visits)

3 ISD Network Informatics Team of the Year, Karen Hill & Sarah Hulme Customer Feedback Can I take this opportunity to congratulate you & thank you most sincerely for your contribution to achieving Outstanding for End of Life Care in the CQC January Inspection for hospital & community This is testament to your professionalism, care & compassion across the board - & a clear indication of the organisation we work in a real team effort! SG Palliative Care The ward round checklists are a fantastic aid to patient safety and they save time for doctors using them. The recent addition of steroid treatment to the checklists has been very helpful. RO D Respiratory Consultant Urgent - CQIN and document Perfect thank you SB Consultant Acute Medicine & trust Lead for Clinical Effectiveness Can I just say thanks for all of the help you and your teams gave to getting the EPR upgrade done so safely. It felt that this was really well planned and executed. Your teams should be proud of the hard work that went into this. RW Consultant & Clinical Director Emergency Medicine, ACM & Care Homes Medical Practice This is great. Many thanks for your immense help and support. Please extend my personal thanks to the whole of the team NB Consultant & Clinical Lead for Integrated COPD Services, Salford

4 Releasing time to care Handover of Care summaries to 90% minimum compliance A&E letters to GPs in 20 minutes, clinical letters four hours Significant release of health professionals time to care

5 Real results for Doctors Releasing 35+ Doctors time to care p.a. Integrated systems & prepopulated TTO WTE Access to previous MoA on readmission 0.73 WTE Replace handwritten TTO 6.39 WTE On call staff to ward to prescribe changes 0.69 WTE Less time re-entering allergies 0.36 WTE Removal of kardex rewrite / transcriptions 0.85 WTE Healthviews / ALS SSO 1.14 WTE

6 Real results for Nurses & Pharmacy Releasing 12+ Nurses time to care p.a. & 4+ Pharmacists 23% reduction in drug administration 53.7 WTE Less time on clinical incidents 1.27 WTE Reduced queries with doctors 7.34 WTE No pharmacy kardex rewrite checks 1.75 WTE Less pharmacy time on missing kardex 1.18 WTE Less nurse time on missing kardex 1.24 WTE Improved drug round prep 3.02 WTE

7 Keeping Myself Busy Steve Moore CCIO and ED Consultant

8 Credentials MBChB FRCEM MSc Health Informatics Developed two ED Modules Footman-Walker EDM (Meditech) Chair IM&T Board for 8 years Chair Clinical Advisory groups LHC work on strategy and governance

9 Work in Progress PDOC in EM Clinical Correspondence West Cheshire Care Record Clinical Advisory Group

10 EPR Team Award Winners?

11 IT Capability Progress PatientCentre TheatreMan Whiteboards epma Pilot Discharge Summaries epma Rollout Dashboards Blood, Micro, Histo orders Radiology Orders Evolve Clinical Portal Trust wide epma, Orders, Handover of Care Communication 2014 Electronic Forms 2015

12 PAS and PatientCentre Integrated Patient Care Portal Electronic Whiteboards Clinical Portal Electronic Forms Replacement EPR: Supplier & Stakeholder Management Clinical Engagement Business Analysis Project Deployment Pre-Implementation Checking Training & At Elbow Support Systems Management (BAU) Forms Configuration & Development Testing & Clinical Sign Off Communications Change Management Mobile Technology Connect Anywhere/SSO epma Orders and Results Electronic Case notes Discharge Summaries

13 What do clinicians think? I would take this opportunity to let you know how impressed I was with your team who have recently assisted us in implementing epma. The help and support we have received has been second to none and believe me they did not have an easy task dealing with some of us oldies and technophobes! Not only did the implementation go well but the after support has been equally impressive and we know that there is always somebody at the end of the phone who will deal with any problems or questions with the utmost respect and professionalism despite how silly these may be. Having worked in the health service for some years I know how some changes can be rushed through without very much support for staff this has not been the case with epma and the team are to be commended for that. Ward Manager, F8 ROH

14 How does SharetoCare work? SharetoCare securely connects different medical and care computer systems together. Before any information is collected or displayed to a care professional, patient consent must be provided. Patient consent is recorded on the system in an audit trail. No information is stored or saved within SharetoCare. 14

15 What is SharetoCare? Integration between systems enabling best-of-breed systems of choice within each care setting Creates a consistent process within all care settings to support care delivery, more safely and more efficiently Ensures the patient and their consent is at the centre of the process Being rolled out in a controlled manner across all organisations - priority focus being on unscheduled care and inter-agency, multi-disciplinary integrated care Creates the foundation to support more integrated working - ensures the right information is available in the right place at the right time 15

16 Clinician s Feedback Elderly patients can not always remember their medication and allergies, it helps to know these things when treating and advising patients and their carers. Patients not always forthcoming about medication in some circumstances. It helps control inappropriate prescribing. For example, managing requests for medication that can be abused such as diazepam or opiates. It has given increased confidence when providing care to patients. It has freed up time that we would previously have spent on the phone to practices and that has given us more time to spend with patients. 16

17 Dr Georges Ng Man Kwong Chief Clinical Information Officer Clinical Director for Long Term Conditions Nomination for ISDN Clinical Leadership Award?

18 Clinically Led Projects PatientCentre TheatreMan Whiteboards epma Pilot Discharge Summaries epma Rollout Dashboards Blood, Micro, Histo orders Radiology Orders Evolve Clinical Portal Trust wide epma, Orders, Handover of Care Communication 2014 Electronic Forms 2015

19 Growth in Clinical Users 500 Users 2000 Users 5600 Users 5600 Users 8000 Users

20 Huge Benefits

21 St Helens & Knowsley Health Informatics Service Best Improvement in Patient Safety icnet Improving Infection Surveillance and Management

22 icnet Improving Infection Surveillance and Management BACKGROUND Launched in December 2014 Replaces manual and paper-based system Real time reconciliation of Microbiology laboratory results with Patient Administration System data. Automated early warning alerts matched in real time to current patient location Enables the Infection Prevention and Control Team (IPCT) to intervene immediately Minimises the risk and impact of infections across the Trust.

23 icnet Improving Infection Surveillance and Management INNOVATIVE FEATURES Convergence of data - information from feeder systems now together into a single patient record Automated alerting and reporting - configured to alert or report on a number of pre-defined requirements Interoperability - sharing key data between departments Automation and configurable IPCT workflow knowledge of the exact burden of infectious patients at the Trust Secure Accessible and mobile application - accessed from anywhere within the Trust via the browser Extensive administrator rights - role based access allows administrators to control permissions, allowing bespoke profiles for individuals or groups Creative use - created a new workflow for delivery of ward level HCAI

24 ISD Network Staff Development of the Year Award GM IG Network Events, Hayley Barton Background Hayley Barton and Jenny Spires (Pennine Care) identified a need for Data Protection Act, FOI and associated legislation training for the IG staff that aren t IG Managers. There are companies that provide this training at a cost of typically 550 per delegate per day. These courses are often hosted in London which is impractical and incurs further cost. Hayley and Jenny suggested setting up events for the GM IG Network that are hosted by Salford Royal Foundation Trust (SRFT) with no charge to the organisation s delegates attending. The events are designed to share best practice across the GM network and promote inclusion of staff at all bandings within Information Governance.

25 ISD Network Staff Development of the Year Award GM IG Network Events, Hayley Barton Networking The first event held in October 2014 was attended by 62 delegates across the NW including staff from Rochdale Council, Cheshire and Wirral Partnership, Ashworth Hospital, Central Manchester and Pennine Care amongst others. This was hailed as a success and a further event took place in May This event was attended by 67 delegates travelling from as far as Cumbria and had attendance from HMP Liverpool and Manchester. The feedback received from both events was that the group should continue and hold events either quarterly or 6 monthly. SRFT attendees include staff from IG, Radiology and Health Records staff. Invitations were also extended to the Legal and Clinical Negligence team. Staff who previously hadn t been exposed to professional training have been able to attend events with guest speakers including: Hill Dickinson Specialist Solicitors representing the NHS The Information Commissioner s Office

26 ISD Network Staff Development of the Year Award GM IG Network Events, Hayley Barton Benefits Staff feel engaged and have access to specialist information from the guest speakers and share best practice with other organisations. There is a sense of inclusion and feeling valued by having access to these events rather than them being attended only by IG Management. Sharing best practice has improved understanding of the law and process for subject access requests. This improves the patient experience as it can reduce/eradicate delays in processing these requests. Sharing best practice and providing education sessions also gives the delegates confidence that they are following correct processes and that there is consistency in approach. Where attendees have uncertainty about processes, the group provides a forum to enable them to ask questions and take back answers and recommendations from the group to their organisations.

27 St Helens & Knowsley Health Informatics Service Team of the Year Technical Development Team Informatics

28 THE TECHNICAL DEVELOPMENT TEAM 20 members of the team Highly skilled and qualified Technical specialists in Healthcare Systems Integral to the success of new projects Ensure business as usual across systems Contribute to safe and efficient patient care Reputation for innovation Approachable and knowledgeable

29 ACHIEVEMENTS OF THE TECHNICAL DEVELOPMENT TEAM Mirth Connect Integration Engine - efficient integration of clinical systems App Development Mersey Micro app deployed - now being developed for other Trusts icnet Deployment facilitating the care of patients with infections more effectively and safely. EDT 88 GPs in the local health economy now have electronic discharge information for patients attending A & E, Inpatients and Outpatients at the Trust Maxims A & E Upgrade improving the workflow in A & E Department SAN Migration - migrated all key clinical systems to a new storage array to give a more resilient environment and improve system uptime Southport & Ormskirk Trust Pathology Services - moved the Pathology Service at Southport & Ormskirk Trust to St Helens & Knowsley Trust with migration of all data and systems with the ultimate aim of moving to a single lab system.

30 WIRRAL CCG BUSINESS INTELLIGENCE TEAM 1 st Dec s Dec st May 2015 Enablers Lacked Local Influence Inconsistent Meeting Representation One Size Didn t Fit All Multiple Versions of the Truth ASH & CEfF Accreditation Released Data to Team BI Leads at Meetings Intrinsic Links to Quality, Contracts, Performance and Quality Aligned to Key Priorities Single Version of the Truth Data Quality a Core Value to Assurance WBI Brand Be The Best Risk Stratification Roll-out Will Enhance GP Engagement Portal Built for CCG Requirements Prioritisation Exercise No Cohesion to CCG Strategy Poor Inter-departmental Links e.g. Commissioning/Quality/Finance Portal Not Fit for Purpose Timescales/Timetables not linked to CCG strategy Lack of Self Service Data Portal Development - Dynamic to Local Needs Understanding Data Sources, Data Flows and Information Governance Still Process Orientated Do the Doing Function Needs Strategic Direction Vanguard Innovation, Links to Wirral Data Architecture New Collaborations Other CCG s / HSCIC / NHSE Establish Intrinsic Links to Clinical Leaders Modelling Medicines management Enhance Expert Knowledge by Embedding with clinicians & commissioners Wider Engagement Analysts More Aligned to CCG Priorities/Work-streams Re-alignment of Roles and Responsibilities In house training Freedom to Act - Function Decision Making Modelling Software/Training

31 WIRRAL CCG BUSINESS INTELLIGENCE TEAM Key Achievements (to date).. Data Management (ASH / CEfF) Risk Stratification Tool Web Portal In-house Training Mental Health Outcomes Value Stream Analysis / Pathway Modelling Future Model for CCG BI Functions Data wall from Value Stream Analysis day - Respiratory BI Team doing some internal training at an away day

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33 Information Sharing Gateway Lancashire & Cumbria IG Group

34 The Solution by IG leads, for IG leads Invest time in actions that add value Work electronically Organisations register and provide assurance by organisation Facility to sponsor organisations Sign up to common standards of working (MoU -Tier 0/1) Capture, risk assess and approve flows in a system Manage, report and review flows in the system Understand where your risks are Publish the flows so transparency for public

35 The Results From to

36 St Helens & Knowsley Health Informatics Service Clinician in Informatics Rowan Pritchard-Jones Consultant Plastic Surgeon and Chief Clinical Information Officer

37 BACKGROUND Consultant Plastic Surgeon and CCIO at St Helens & Knowsley Teaching Hospitals NHS Trust. Member of the Senior Informatics Team Created Mersey Burns and Mersey Micro Apps unique apps in the UK Creates relationships between Informatics and Clinical Teams to drive successful projects Passionate about technology influencing healthcare National and International speaker on Healthcare apps and regulation

38 THE FUTURE Technology is here to stay it must be embraced as an enabler of healthcare Quality and Trust Engendering trust between technology and clinical teams will drive quality and sustainability. Inspire the next generation of clinicians will be responsible for continuing and bettering the work we do today. Innovation should be encouraged from all areas of the NHS

39 Informatics Merseyside s Workforce Development Programme

40 Defining the desired future state Workforce Mapping

41 Gap Analysis focus for the workforce plan

42 Staff Development Initiatives Continuous Leadership Journey Formal Training Courses Leadership Development Management Development Line Managers Toolkit e-pdr underpinned by values Placement programmes High Performing Teams Project Enhance e-learning platform Health and well-being days Life Coaching

43 Staff Development Clinical Coding Personalised Training Engagement with Clinicians Lessons Learned Feedback Coding Audit and Training Tools Staff Development Programme Staff Development Plans Routine Audit, Review & Feedback Focussed Refresher Training

44 Staff Development Clinical Coding Development Programme Benefits: Ongoing Training and Development Programme for all 56 staff Use of tools to quickly highlight areas for improvement Individual staff audits and recommendations for improvement Personal targets set for each coder with support mechanism Development and review session for two way feedback Coaching and mentoring programme to support achievement of goals set Sharing of experiences sessions for learning and encouragement Lessons learned fed into coding training and audit programme E.learning tool for clinicians Maintain staff motivation Retention of Staff

45 Staff Development Clinical Coding How we Support Patient Care: Underpin staff development sessions with focus on coding impact on clinical care including activity used nationally for research Latest coding learning and audit tools highlight anomalies in coding, alternative codes for sense checking and use for complex cases Increase in accuracy and coding of patient co-morbidities which impacts on performance activity and mortality rates Mortality validation tool supports coding reviews and coder engagement with clinicians to improve clinical record keeping and promote how poor coding impacts on patient care Ongoing use of benchmarking tools to review and improve standards of coding

46 ST05_Mar12 your hospitals, your health, our priority

47 HIS High Level Delivery Plan ST05_Mar12 your hospitals, your health, our priority

48 Clinical Engagement Satisfaction "Relevant to me and great to see such a multi-professional + multi team approach Advanced Nurse Practitioner Great opportunity to gain more insight into the system and to influence its design Therapy Lead Pleased our opinions / ideas are listened to and made note of Deputy Ward Manager ST05_Mar12 Fantastic to see so many disciplines positively contributing to the future design of the system Medical Director your hospitals, your health, our priority

49 digitally enabled Healthy Liverpool Eco-system Skills for digital and innovation Developing and testing Scaling up smart solutions Intelligence and evaluation

50 digital health challenge i. self-care is not within NHS DNA moved from a safety net/last chance saloon to the place that will fix all health related matters. ii. health is not a priority for most people i.e. it s a really hard sell!

51 digital health enablers Engaging with citizens and practitioners to promote the idea that: a) we all have a role to play in disease and condition management, health improvement and care b) there is a choice in what happens when we become ill/vulnerable and technology can make life easier

52 Team of the Year Award: Informatics Merseyside s IT Service Desk

53 I have always found the people manning the phones very friendly, reassuring and knowledgeable. They always tell you what they are going to do and when they can t fix something they let you know their plan of action. Our IT Service Desk One of the largest 24/7 NHS IT Service Desks Supports over 20,000 users & 150 applications Handles 77,000 support requests per year First time fix rate >95% High staff satisfaction >90% Average call wait time - 1 minute (reduced by 50% in 2014) Improved customer care team aim to delight customers though customer care and telephony training Standardised processes Improved knowledge management using SharePoint New Skills Matrix used to inform personalised training plans and enable skills-based incident routing

54 Without exception, each contact made to the service desk is dealt with promptly, efficiently and by a member of the team who provides their name, is friendly and professional. They have tremendous patience with those of us that don t always understand the technology straight away. Our recent achievements Runner up Best Large IT Service Desk 2015 IT Service and Support Awards First NHS IT Service Desk in England to achieve 3-star Service Desk Institute certification based on an international best practice framework for service delivery

55 By and large the staff I have come across have always been knowledgeable, helpful and professional in their approach. This is a service I don t dread phoning to get help! Our commitment to service quality HOW? ongoing > Quantitative Analysis Telephony and incident Key Performance Indicators (KPIs) Regular Star Rating following every contact Annual Survey for each customer with results fed back Live performance data continually screened Qualitative Feedback Telephony scorecard to measure and support improved customer care Open Days/ Service Desk Road Shows/ Focus Groups Greater engagement through new communication channels e.g. Customer Portal Continual development and investment New support offerings live chat, customer portal, improved communications Team commitment and drive to achieve 4 star SDI Business Led Service Desk certification

56 Manchester s Integrated Care Record 5 Year Strategic Plan : We will ensure that care is more joined up between health and social care organisations to ensure that people get the best community based integrated care possible especially for those who are vulnerable or have complex health and care needs. One Team Place Based Care: Community-based care, 12 networked teams of multidisciplinary professionals working together across the city, shared goals : Shared info systems to support joint working Shared records

57 Manchester Integrated Care Record Live In scoping/development Manchr Out of Hours (Go 2 Doc) GP Record Summary (Investigations, Diagnoses, Medication, Allergies, etc) Secondary Care Activity Summary (IP/OP/A&E admissions, transfers, discharges, appointments, lab results) Social Care Activity Summary (Allocated teams & contacts, personal & relationship contacts, current & planned services, etc) 90 Manchr GP Practices Data Repos itory Manchr City Council Manchester Integrated Care Record / Portal Manchr Mental Health Trust Central Manchr FT South Manchr FT Integrated Care / Crisis Plans End of Life Plans / EPaCCS Register by Aug 2015 NW Ambulan ce Service Pennine Acute HT Information access Right information, any place, at right time GPs, Practice Nurses, OOH Doctors, Active Case Managers, Social Workers, District Nurses, A&E / Hospital Consultants, Safeguarding Teams, Paramedics, Community Staff, Mental Health Practitioners, Rapid Response Teams, Specialist Services..???

58 Manchester Integrated Care Record portal enables four key elements of integrated care: 1 Risk stratification 2 Care Planning Care plan Action: Review by falls service Action 1 Action 2 Action 3 Action status: Completed Identify high risk patients using population segmentation and risk stratification This enables and supports proactive case finding of patients who would benefit Plan care for these patients, share these plans across settings, and monitor progress This helps better coordinate and organisations to provide truly integrated care 3 Information Sharing 4 Evaluation Patient records: GP Hospital Social Care Mental Health View patient medical information from multiple settings This enables well-informed, timely care to be provided Evaluate the care of the patient and their service use Helps spread best practice in patient care

59 7 Day Self Assessment Tool (7DaySAT) Main Purpose The 7daySAT enables organisations from health and care settings, including commissioners, to truly understand the provision and delivery of services. The tool also supports organisations to measure their progress towards achieving the national clinical standards for seven day services. Developed by NATCANSAT in conjunction with NHS IQ

60 7DaySAT Benefits A free-web based self-assessment tool available across the NHS and the wider system, which: allows organisations to assess themselves as a whole system, to identify gaps in current service provision and understand what will be required to deliver integrated, safe care, 7 days a week. supports users to consider how the views of patients and the public are used to plan and design improved access to seven day services. directs a focus on system enablers such as the national clinical standards, as well as the wider availability of seven day services, and stimulates discussions in local health communities, reinforcing the message that a system-wide approach is needed to deliver integrated services in a seamless, consistent, and high-quality way seven days a week. boasts an intuitive style dashboard that allows users to navigate easily around the sections of the tool. displays a clinical standards dashboard that allows you to monitor your progress towards achieving the standards, and benchmarks against others nationally, regionally, and in comparator groups.

61 As at 11/05/2015

62 In the Beginning Procurement Process Site Visits and Product Improvement Workshops Staff Support Delegated Authority RiO Champions Data Quality Data Migration Care Group Representation Process Mapping

63 Care Group Readiness Testing of Data Migration Data Cleansing CHIS Training Configuration of RiO System Development IT Skills System Testers Data Quality

64 1 The Migration Launderette Treasured Memories The Migration Laundrette RiO Beware of colour fade

65 ISD Network Innovation Award Vital Signs, Ben Kennedy Background SRFT in partnership with Allscripts developed an app for use with ipad, which could be utilised to input vital signs recordings at the bedside. The app inputs this data into the patient s electronic record, and returns an EWS to the ipad for the nurse s information with intelligent decision making prompts. In 2012 the National Early Warning Score system (NEWS) was published. Clinicians at the Trust identified that patients scored points for oxygen saturation only if hypoxaemic. Patients with COPD who had dangerously high levels of oxygen saturation due to excessive oxygen therapy score no points on the NEWS system. British thoracic society (BTS) guidance (2008) recommended that all patients should be prescribed a target Oxygen saturation level with 94-98% for the majority of patients and 88-92% for those deemed at risk of hypercapnia. As this wasn t addressed in the NE WS, a modified NEWS scoring system was developed in 2013, Salford NEWS (SNEWS) by Dr Ronan O Driscoll. This was piloted in paper form on two wards for 12 months.

66 ISD Network Innovation Award Vital Signs, Ben Kennedy Implementation A task and finish group chaired by the Deputy Director of Nursing was formed in May 2014 and oversaw the design and implementation of the SNEWS. The agreed implementation date was the 10th November 2014 and prior to this date a programme of training and education took place across the Organisation. IM&T, System Trainers, Practice Development Teams and Clinical Teams worked in partnership to ensure the app design was appropriate for clinical need, and that all staff (nursing and medical) developed the skills to utilise the app and interpret results. All nursing staff were competency assessed using the ipads for recording vital signs, questioned on the difference between the EWS and Salford NEWS and their responsibilities in ensuring the prescribing of oxygen saturations. Medical staff were educated using face to face sessions and slide presentation on altering of parameters due to clinical need, how to view records both in flow sheets and in graphical trends, prescription of oxygen saturations and remote viewing of records as required. Each area s tracking board was updated to include patients Salford NEWS. Tracking boards are electronic boards in each clinical area which displays key patient information. These indicate at a glance what the Salford NEWS is for the list of patients in that area.

67 ISD Network Innovation Award Vital Signs, Ben Kennedy Immediate clinical Benefits include All clinicians responsible for care could see remotely (from any computer within the Organisation) the vital sign data. Nurses didn t have to wait for a clinician to attend. Care can be prescribed where appropriate, remotely. Hospital at Night team can identify the most unstable patients and map their workload. Vital signs recorded via the ipad are entered in real time. Scores are automatically calculated by the app. App will not calculate the scores if there is a missing parameter. App will inform staff that parameters are missing before registering lack of score, and allow the recorder to ensure all parameters are entered. If a parameter is unobtainable then recorder can submit the available parameters. This will not produce a score; however the available parameters will be recorded in the patient s record. App will not calculate scores if oxygen saturation levels are not prescribed. Quicker entry by nursing and HCAs as there is no longer a need to cross-check parameters to calculate NEWS, no need to calculate score No illegible entries (often hard to decipher handwritten numbers)

68 Providing high availability IT Services to support patient care

69 Data Centre Accreditation Business requirements Wrightington Wigan & Leigh NHS Foundation Trust staff need to be supported with IT systems and services which have a minimum service availability figure of 99.75%, 24 hours a day, 7 days a week, to be able to meet its quality strategy to treat its patients, safely by protecting them against harm in hospital, caringly by caring compassionately for patients and their personal needs and effectively by treating patients efficiently with good clinical outcomes.

70 Data Centre Accreditation Solution Seek Tier Certification of Constructed Facility from the worldwide industry recognised, best practice standards from the Uptime Institute. This involves a highly rigorous assessment, design guidance, mechanical systems expertise and facility operations mastery to prove that the Trust s infrastructure meets the clinical requirements. The certification is based on a robust set of unbiased and consistent standards that represent worldwide consensus on best practices, infrastructure capability and operating sustainability.

71 Data Centre Accreditation

72 The C&M Regional PACS Deployment 11 Trust s = 1 Virtual System = 1 imaging patient record across the community Team Worked Across Boundaries Truly collaborative working No one Trust forced its ideas or preferences Everyone working together to get the best system that fitted everyone's needs Previous contract ended at the same time, but natural agreement on order of implementation Helped each other Internal across departmental working as a single team

73 Case Study Patient imaged at Aintree Case discussed at Urology MDT at Royal Patient requires treatment at CCC

74 Consultant Quote Just a quick note to say what a difference the region wide PACS system makes to us in oncology. When patients are crossing between the specialist small hospitals and the large hospitals, the PACS system makes management so much easier whether it is in our clinics, in MDTs [Multidisciplinary Team Meetings] or when I ring a colleague in a different hospital and we can both view images and discuss management. A big thank you to you and your colleagues from me but above all my patients. Prof Peter Clark, Consultant Oncologist, CCC