Northern Lincolnshire and Goole NHS Foundation Trust Digital

Northern Lincolnshire and Goole NHS Foundation Trust – Digital Strategy 2021 - 2024 Digital Strategy Board – 30 November 2020

Strategic Plan

Introduction and Vision In the past digital was simply seen as an enabler to healthcare transformation. However, nowadays digital solutions and technology has become an essential component to all healthcare delivery much like key utilities such as gas, electricity and water are essential to modern living. Vision “To embrace digital technologies so we can provide a workplace that enables our staff to deliver the best possible care for our patients and improve health outcomes in our community”.

How Participants expressed what was needed: Source: Gartner inc.

Challenges (cont. )

What change will look like Better, more connected tools for Data integration and predictive analytics frontline providers Greater data access for patients Strengthening of community linkages to broaden the circle of care Digital inclusion Digital workforce More virtual care options to enable “care where I am” Introducing innovation

Principles of change People first Quality and safe care Resource sustainability Modernised IT infrastructure for scalability and flexibility Open platform for interoperability/Agile Reliability and security

How we transform Ga

Our digital horizon

A digital ecosystem Source: Gartner inc.

NLa. G ambitions

Where to now? • Develop a three year finance plan • Benchmark - Conduct HIMSS EMRAM and INFRAM maturity assessment • Recruit for Clinical Engagement (CMIO and CNIO) • Explore opportunities where we can expedite modernizing infrastructure • Align decisions to support HASR and new Builds • Gain consensus on the priority and direction of the EHR / PAS approach • Integrate system data-enterprise information platform/content management (ECMS) • Reduce/eliminate paper/form based processes • Determine approach for one robust Data warehouse, maximise use of power BI • Decide on the priority reporting that aligns to strategy and critical priorities; reduce “ad-hoc” reporting • Support a central oversight team that validates accuracy and assures reports are in compliance with agreed standards for production • Work with partners (ICS, NHS E/I, NHSX & D, local Trusts and Councils) to best deliver today and into the future • Agree on mandatory requirements to support the direction of getting the most out of assets, enterprise wide digital systems, where possible avoid fragmented “one off/ single use” purchases • Conduct market assessment to procure command centre and use AI to assist with system level management of patients • Configure the Digital Services to support IT service delivery, Project Delivery, Solutions Support & delivery

Strategy on a page State of Digital in 2021 State of Digital in 2024 All options to be assessed – no stone unturned

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