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The National Programme for IT

The National Programme for IT. The CSC Alliance – Our solution and our role. National Data Spine NHSnet/N3. National Programme for IT – Programme Overview. National Applications E – Bookings E - Prescriptions. 1 - NE.

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The National Programme for IT

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  1. The National Programme for IT The CSC Alliance – Our solution and our role

  2. National Data Spine NHSnet/N3 National Programme for IT – Programme Overview National Applications E – Bookings E - Prescriptions 1 - NE £2.3 bn+ of new government funding to implement NHS Care Records Service throughout England 4 – NW & WM 2 – E & EM 5 * LSP Geographic Clusters 5 London 3 - S

  3. NorthWest&WestMidlands SouthEast& South West NorthEast&Humberside East&EastMidlands London LSPs N3 National Network NISP Structure of the National Programme for IT (NPfIT) e-Transmission of Prescriptions e-Booking - Choose & Book NHS CRS Data Spine NASPs Transaction Messaging Service

  4. Accenture CSC Alliance Accenture BT Fujitsu Local Service Providers (LSPs)

  5. Prime contractor and accountable for the delivery of all LSP services Core healthcare application provider Change management expertise toensure benefitsare realised IT infrastructure & related services Who makes up the Alliance? 8,350 Employeesin Region Advisory Board 90,000 IT professionals £3bn Supply Chain

  6. Cumbria and Lancashire SHA Greater Manchester SHA Cheshire and Merseyside SHA Shropshire and Staffordshire SHA Birmingham and the Black Country SHA West Midlands South SHA North West & West MidlandsContract Overview • 10 Year Contract > £1 Billion • 6 Strategic Health Authorities • Services provided • NHS CRS compliant systems • NHS CRS and GP solutions fromdata centres • Data Centre Services (operations, Disaster Recovery) • CSC reference solution • Applications – iSOFT,SeeBeyond, Torex, • Environment - SQL databases,Citrix, Wintel servers • £196 Million IT Diagnostic Imaging Contract (PACs)

  7. CSC Key Commitments • Build and test an integrated reference solution to deliver National Programme for IT (NPfIT) functional requirements for the NHS CRS • Implement working, accepted systems into care communities in line with the agreed implementation plan for the cluster • Work with health communities to plan, manage and execute the activities needed to bring about business change • Support new services and ensure their performance and availability meet defined levels • Provide a catalogue of additional systems and services e.g. IT infrastructure, PACs & document management

  8. Today 2013 Winter 2010 Meeting local requirements The Benefits accruing through the phased releases Winter 2004 Spring 2005 Summer 2005 P1R1 P1R2 P2R1 P2R2 P3 • Core components of NHS CRS to support spine & e -booking • Improve the patient experience • More connectivity to national applications – ability to access & view patient records • Reduce waiting times • More functionality systems integration (eg PACS) • greater messaging flexibility • Whole system care • Local deliverables to support active use of integrated records and clinical decision support • Improve quality of care • Active patientparticipation • IT support forclinical networks • Clinical protocols embedded in systems to support care delivery

  9. …delivery of thesebenefits is keyto success The NHS CRS is expected todeliver a wide range of benefits… Patients Clinicians • Support choice and access to services • Accelerates the diagnosis & treatment • Improved care • Save time through reduced duplication • Aid decision making through improved information • Support the treatment of more patients

  10. The Early Challenge • 600 projects to be started over the next two years including: • 81 PAS • 20 A&E • 70 Results and requesting • 16 Maternity • 48 Prescribing • Plus PACS, document management, ICPs, tacticals, legacy system upgrades, messaging projects etc. It’s obvious to anyone who has worked in the NHS that things will have to change in order to achieve this.

  11. The Importance of Business Change in NHS CRS: • New systems are only an enabler for Transformation. • Realisation of benefits depends on adopting new, common ways of working. • Scale of benefit depends on buy-in and uptake. • The commercial framework is geared towards delivery of value rather than systems. The Role of CSC Alliance – work with the NHS to: • Define the changes that need to take place. • Plan and manage the implementation of the necessary • changes as an integral part of the overall programme. Our revenue on this deal is on project delivery and usage!

  12. Business Change Scope • Central team defining approach, frameworks and plans • Strategy and Benefits • Stakeholder Management and Communications • Business Process • Business Readiness • SHA teams supporting multiple deployment projects • Change Manager • Primary Care Specialist • At Trust level - Change Consultants working on every project

  13. Stages of Communication, What and How…. Planning Awareness Understanding Support Involvement Commitment 0 1 2 3 4 5 What Profile Stakeholders Develop Action Plans Develop Communication Plans Communicate aims + objectives Convey benefits Relate to individuals’ current roles Develop an understanding of the drivers for change, approach and plan going forward Confirm governance models and roles Involve clinicians and other healthcare professionals in service redesign and testing Involve clinicians and other healthcare professionals in pre-launch + launch activities How Deployment Planning and Toolkits Group Profiles Benefits Sheets Mail Campaign FAQ Fact Cards Quick Wins Presentations + Workshops Model Community Input

  14. Where the SMC are … and what’s coming soon Stakeholder Profiles Developed – NHS reviewing Role by Role Benefit Sheets Content being developed FAQ Fact Cards FAQ Process in place, Cards being developed Cluster-Wide Newsletters Joint development monthly Material for Workshops, Roadshows & Events (July 9th) Key materials developed Alliance Website Up and running

  15. Numerous channels - but keeping consistency of messages • We have to use existing NHS communications channels… • ….All channels will be assessed for effectiveness • Channels include: • workshops • collateral • newsletters • email • posters • meetings • web site • video / demos National Programme for IT Agreed Messages email SIGs website posters meetings Professional associations fora

  16. The SMC and CSC Interfaces NWWM Health Implementation Director Stakeholder & Communications Director Lesley McLay Beki Ruban NWWM Stakeholder & Communications Lead Stakeholder & Communications Manager CSC NHS Marketing Lead Robert McIndoe Eric Kerr Anthony Aggett • Leadership Programme • Graphic Design • Web Design & Hosting • Press Relations • Public Affairs/Lobbying • Marketing Events • Business Development Support SMC Team Members: Linda Tabor-Thomas Stuart Bernard Chris Clarke Jane Kerr Paula Daly CSC MarketingTeam / resources

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