Weston Area Health Trust NCRS – Training Lessons Learned

1. Weston Area Health Trust NCRS – Training Lessons Learned Stephanie Wilson Head of PCT IM&T Training Avon IM&T Consortium

2. Preparation and planning • Capacity • Planning for Go Live date • Resources provided by Fujitsu • Readiness of staff • Incorporation of changes to work processes • Post Go-Live training

3. 1. Capacity • Required for training of around 1300 staff • Training suites set up (4 rooms with 12 PCs) • 10.5 trainers for NCRS training plus • Trainer resources for basic computer skills • Training 5 days a week • Database for recording attendance • Booking & administration systems

4. Trainer Capacity • Initial expectation to supplement training team with internal secondment • Internal secondments not viable – risk • Contract trainers • Short lead-in time – contract trainers • Lack knowledge of local trust or established working rel’ships or patient flows

5. 2. Planning for Go Live • Training effort counts backwards from Go Live date :T minus16 weeks • Final build not available at T minus16 wks • Recruit trainers • Train the Trainer 16 weeks prior to Go Live date • Allow time to localise training • N3 & links to datacentre

6. 3. Resources provided by Fujitsu - Weston R0 deployment(1) • 2 week Train the Trainer course (now 3 weeks long) • Generic Hospital - training database (at datacentre) • 6 patient datasets (R0) per login • 50 logins to training database • Web based learning content

7. 3. Resources provided by Fujitsu – Weston R0 Deployment(2) • Fujitsu training manager • High level training plans • Spreadsheet calculator for resources • Curriculum builder for lesson plans • Training materials

8. 4. Readiness of staff to engage • Staff need to see: • Patient system to provide focus for decisions about new working processes • Computers on wards • Staff need basic computer skills training (25% needed basic skills training) • Champions • Communication and Chief Exec sponsor • Managers must understand and accept position on backfill • History (IT support, systems, investment) • Impact of history on culture

9. 5.Changes to work processes • Process versus functionality? • Staff need to be trained in the new working processes • Dependent on: • Change and training workstreams work closely together • Sufficient resource allocation to support close working

10. 6. Post Go-Live training • Retention of training expertise • Contract and temporary trainers • Budget • Slippage in Go Live dates • Bedding down of processes

11. Issues • Slippage in Go Live date - replanning • Recruitment/ retention of trainers • Basic IT Skills of staff needs to be raised as a high priority • Train Domain unstable during end user training • Web based training only used as contingency resource (when train database unavailable) • More champions needed • Web based training

12. Impact of Slippage in Go Live date • Negatives • Increase in DNA's due to cancellation of Go Live date • Early training – skills/knowledge fade • Cynicism regarding actual Go Live date by staff • Last minute panic for training when realism of Go Live happened – impacted on Champion/Zone training • Positives • Top Up training and 1:1 training available • More ‘hands on’ training available • Mentor training for Champions • Day in the Life Guides developed by Change/Training Team

13. Champion Users • Line Managers to be Champions by default • Drop out due to work pressures, confidence to fulfil role • Champion profile to be raised • Champions unable to underpin knowledge of system due to work pressures. • Line Managers to be given responsibility of ensuring Champions available at Go Live

14. Issues • Web based training • Not tailorable /editable locally • Generic hospital only • Does not reflect site specific build • Flavour of functionality only • Need to use training database to train in process • No standard solution offered by FJ

16. Workarounds • Workarounds address gaps • Not ideal • Contract reset

17. Questions and Answers