Currently in progress. Case study to follow.
GHFT have an aggressive rollout plan for Allscripts Sunrise. Order comms was to be delivered to a number of areas within the Trust. The COVD pandemic resulted in a re-focussing of priorities with Women & Children being prioritised, with Theatres to follow on. Outpatients was identified as being larger in scope than had been previously identified due to the number of offsite locations affected. Women & Children were delivered on time and Theatres was planned in readiness for a suitable "return to normal" point within the pandemic. The Theatres did have various power and networking points added to facilitate their go-live. Outpatients was spun off as a separate project with a feasibility study identified as the starting point to determine how access could be provided from remote location, not controlled by the Trust such as schools and also from people's own homes.
Joined NNUH to deliver a programme of works centred around Electronic Observations. This entailed upgraded the trust wide WiFi to support an additional 3,000+ devices, sourcing and configuring a variety of iOS devices as well as sourcing a suitable mobile contract for the iPhones. This was all needed to allow electronic observations to be collected and reviewed on Web-V and for alerts to be transmitted to clinical staff via Common Time. The COVID pandemic resulted in a re-focussing of efforts at the Trust and the programme was put on hold.
Brought in on, an in-flight project, to deliver maternity and outpatient ordering on an existing Cerner Millennium implementation. Re-engaged with a dis-enfranchised maternity department and undertook requirements analysis to determine the suitability of the product for their need. In parallel re-planned and delivered the Outpatient ordering (order comms) module.
Initially responsible for Testing, Training and Implementation but also assigned eObservations, eSepsis, Early Warning Scores (NEWS, PEWS, MEOWS) and Orders & Results Management. Frequent re-planning and restructuring to take account of external pressures & priorities from the CQC. Planned and delivered eObservations in order to deliver urgent and measurable improvements to patient care in ED and key ward areas. Extension of eObservations to include the Sepsis pathway
Responsible for project leadership, management, planning and delivery of a new Data Warehouse and Reporting solution alongside the replacement of the Trust’s PAS (Lorenzo). Re-planned 2 projects that were already several months in flight. Highlighted resource shortfalls and key risks to the projects. Worked with Information to develop a Trust reporting catalogue and prioritise report development. Tracked and monitored Data Warehouse development with 30+ up and downstream systems.
Virgin Care (VCL) had a contractual need to upgrade their instance of RiO delivered through the National Program for IT (NPfIT). On arrival, the project was already 6 weeks behind schedule. Developed the business case and budgets (£500K) for the project. Worked with the VCL and BT teams to bring the project back on track by the time of the first gateway review. Project remains on track for an Oct 2014 go-live and is currently running under budget.
Initiation of a project to procure a replacement Electronic Patient Record (EPR) system. The BT RiO instance was shared with First Community Health and Care (FCHC) and the data needed to be separated as part of the exit project. The new system was procured through the NW Surrey CCG and managed by VCL using the Camden and Islington (CandI) framework. The implementation and split (£1m) was delivered on time and under budget. The transformational activities are on-going.
Following on from the Quality Outcome Framework (QOF) a programme of work was undertaken to support the extraction of the Community Information Data Set (CIDS) from SystmOne. Organised and planned the mapping, re-configuration, testing and roll-out of 107 units across 25 services. Worked closely with the Commissioner Support Unit (CSU) to ensure the implementation met the requirements to deliver training to end users and TPP to resolve issues with data extraction and consolidation.
BDCT wished to consolidate data from 2 EPR systems, RiO used in mental health and SystmOne used in Community. Responsible for the planning and budgets (£750K) for the project as well as day to day management of the implementation team to deliver the initial output of a Mental Health Minimum Data Set (MHMDS) extract. Worked closely with the suppliers, CACI to deliver the initial phase and plan for the following stages to produce extracts for Community Information Data Set (CIDS) as well as a data quality alerting mechanism and self service provision of reports. Secondary phases were placed on hold due to a clinical system review taking place.
Managed and contributed to the development of a bid to the NHS England; Safer Hospitals, Safer Wards technology fund. The bid was submitted in conjunction with with Airedale, Bradford Teaching Hospitals, Bradford Council and the CSU, with BDCT leading, for an integrated patient record worth £4 million.
Worked with supplier of RiO (CSE Healthcare) to ensure compliance with ISB1072 which delivered the Child & Adolescent Mental Health Service data set (CAMHS). This was a data set mandated by the Information Commissioner (IC, now the Health and Social Care Information Centre (HSCIC)). Planned and managed the software changes, clinical pathway development, end user training and rollout. All changes were in place for the 1st April 2013 deadline for the collection of data and BDCT were ready for submission of the data set prior to the opening of the submission window.
The Trust’s commissioners offered a fund of £500K to improve communication back to GP’s following the discharge of patients from in-patient care. Managed the technical delivery of an e-discharge solution that produced an electronic discharge notification from RiO to SystmOne via and integration engine (Ensemble). Managed the third party suppliers to deliver the required functionality to support the e-discharged and managed the team internally to produce the revised processes, e-discharge form and information and deliver the training. The system went live on December 1st, to schedule and under budget.
BDCT Clusters patients in order to receive payment for care as part of Payment by Results (PbR). BDCT had a target of 90% from the commissioners but were achieving 73%. Requirements gathering, analysis and project management of a system to alert clinicians when clusters are due to expire and escalating to team leads prior to the final expiry date. Clustering rates increased to 91% within 2 weeks of the system going live, which was delivered on time and to budget.
A customer was in jeopardy of losing technical support for their Electronic Patient Record (EPR) (RiO). To prevent this an update to RiO was required; they were also unable to take advantage of capabilities available in newer releases of the software. Engaged to lead this upgrade project. Interfaced with stakeholders to determine requirements; developed full upgrade plan; led a team in executing upgrade; and mitigated post-testing defects. Succeeded in avoiding the loss of technical support for the software and enabling additional user functionality.
A customer wanted an electronic solution to make the general practitioner (GP) referral process efficient to meet a key CQUIN target. Engaged to develop messaging engine that linked RiO software to GP systems. Conducted requirements workshop; oversaw functional & design specification development; coordinated test plan & criteria; and managed UAT. Succeeded in enabling efficient processing of referrals & discharges electronically which allowed Bradford to meet the CQUIN target & receive associated government funds.
A customer wished to take advantage of capabilities available in the latest version of the RiO Electronic Patient Record (EPR) system. Engaged to lead this upgrade project. Interfaced with stakeholders to determine requirements; developed full upgrade plan; led a team in executing upgrade; and mitigated post-testing defects. Succeeded enabling additional user functionality with minimal clinical impact.