The Newcastle Programme Presenter Andr Snoxall Programme Director

The Newcastle Programme Presenter: André Snoxall, Programme Director

Our Programme • Engage Trust leadership to review and overhaul the following processes: – – – – Management and treatment of patients in A&E Admission, discharge and transfer of patients Booking, scheduling and management of out-patients Management of waiting lists Ordering of investigations Review of results Prescribing of inpatient medications Administration of medications to patients • In doing so; develop a single, central, patient record that will replace the existing paper records • Use the Cerner Millennium™ suite of computer applications as core tool and a catalyst for change

Our Objectives • Better, safer, more effective patient care • Better patient experience • Less stressed, more innovative, happier and more effective staff • Improved value for money through less low-value effort • Less paper, less security risks, less lost records, better understanding of cause and effect for continuous improvement • A single, well understood, source of patient-centric information to support our care providers

What We Were NOT Planning To DO • • Become pariahs to the National Programme Ignore the lessons learned by others Reinvent any wheels Solve all the Trust’s IM and process problems in one fell swoop • Drive or manage process change

The Team • • Our Chief Executive Clinical Leaders Programme Nurses Programme Manager – Extensive experience in the NZ and US markets – Ex Lab Manager, Quality and Risk Manager and CIO • UPMC – A major US healthcare system – Nearly 40 hospitals • Cerner – Experienced in the UK market – High calibre consultants • Connecting for Health

The Challenges • UK vs the US – They don’t do waiting lists in the US – Clinical practice is not vastly different • Project management – If you don’t know where your going then no one can blame you when you don’t get there – However…. . FTP = PTF – Strategy and tactics need to be defined and understood before you start – Getting PIDs was like pulling teeth – Good quality Boards are essential • Management engagement and ownership

Progress • Our Chief Executive, Executive Team, Directorate Managers, and Clinical Directors own this programme • Our approach now to challenges thrown up by: The Cerner Way Vs Our Current Way has changed • Accountability is becoming far better understood • The terms “Informatics Professional” and “Process change” now have real meaning to our managers • The e. Record team are providing the leadership that the IM&T and Estates Departments needed to deliver on such a major programme (allowing their managers to keep the other wheels turning in a large Trust)

Some Observations Regarding Cerner • Cerner is a software company – – Not a management consultancy Not a business process engineering Not a change management consultancy Their approach reflects this • Millennium is a large, complex, and comprehensive toolset • In my view Millennium is not significantly better or worse than many of the other offerings in the market • Assume that it has been built to automate processes in the most widely accepted (and likely “best”) way • Don’t expect miracles

Some Observations Regarding Cerner • Cerner needs to develop its capability to engage with the UK market and provide for the needs of that market • Currently there are too many disparate messages reaching this vendor • As a sector we must work out how to engage consistently unambiguously and cleanly with Cerner • If we, as a sector, are to realise some of the benefits that can be achieved then we need to determine how we will engage with vendors to: – Identify priorities – Driver change – Manage vendor delivery