Contents
- When we’ll make decisions and set priorities for delivery
- MPFT Digital Meetings
- Wider Committees/Groups with interdependencies
- Who will deliver
- Meet the Team – Chief Clinical Information Officer and Chief Nursing Information Officer
- Meet the Team - MPFT Digital
- How we will deliver
In order to make our digital strategy a reality, we need to have a robust grasp on the when, what, where, who, how and why in order to ensure that successful transformation takes place.
Without these areas being clear to all stakeholders, our strategic ambitions are at risk. We know this from our recent experience through our COVID-19 response.
The foundations and clarity of our priorities from the Transformation Plan 20-25, plus successful adoption of the Programme Management Office (PMO) project management, engagement and co-design processes, ensured a successful response. We rapidly accelerated existing plans that the Trust knew and understood, rather than creating new ideas in the middle of a pandemic.
Through a well-planned, prioritised and co-designed digital strategy across the Trust that all teams can align to, understand, be motivated to achieve and fully resourced to work towards; delivery success is guaranteed.
“The rapid mobilisation of staff to work remotely has been amazing, there is so much opportunity to further improve”
Stephanie Gommersall, MICATS Community Health Services
When we’ll make decisions and set priorities for delivery
Our meetings and groups are where all the good ideas are progressed, where the impact of our digital transformation gets reviewed and where new priorities get discussed.
This structure provides assurance to the Board and our partners on our performance and our progress.
We are keen to ensure we maximise assurance and opportunities for formal collaboration without destroying efficiency and progress.
Our robust Project Management Office (PMO) and change control processes will ensure we can set new priorities and report efficiently on both service delivery and transformation progress without having to down the tools for too long to do the talking and reporting.
Our meeting terms of reference and agendas are carefully designed to link the right groups together so we can keep the information flowing between all the great conversations held in various settings across the Trust.
We will also align to the principles of the Care Act 2014, especially, “no decision about me, without me”, ensuring our decision-making and engagement practices for our digital transformation schemes, priorities and processes are in place for our staff and service users through our service user and engagement forums, and regular reviews of service user survey feedback.
MPFT Digital Meetings
Approves MPFT Digital Assurance Reports, updates digital priorities and ratifies digital programme plan milestones
Ratifies new digital systems, project priorities and clinical safety cases. Approves digital transformation areas and sets service improvement priorities.
Approves new digital systems and prioritises new digital project requests. Acts as programme board for digital projects.
Reviews data quality reports, system security and access permissions. Makes decisions on clinical systems data quality issues and training needs.
Approves and prioritises clinical systems configuration requests and internal application developments. Acts as the Trust’s change advisory board (CAB).
Produces clinical safety cases and project documentation. Makes decisions on day to day running of the project while within agreed tolerances.
Wider Committees/Groups with interdependencies
Sets regional digital priorities, capital plans and ICS collaboration (Shrops & Staffs)
Sets regional/Trust digital priorities and support reviews for all SSHIS customers
Discusses Data Security and Protection related matters for escalation to the Intelligent Customer Forum as necessary
Financial Effectiveness Groups (FEGs) collaborate, review and approve digital budgets, CIP plans and business cases
Sets annual business plan priorities Manages/approves new tenders
Digital champions collaboration offers new innovation opportunities and ongoing engagement opportunities
Collaboration with service users to co-design future innovation priorities
Designs future operational practices and the digital use landscape
Our Estates strategy is essential to design the scope of digital infrastructure
In-depth digital collaboration specific to each care group’s services
Receive operational updates from care groups to inform priorities
Reviews compliance with IG, Records Management, Data Security and Protection Toolkit and raises and reviews risks
Who will deliver
Our meetings start with our name and our job titles, but we need to shift the focus to what is really important: who we are, what we are interested in, what we are going to contribute to the meeting and what our shared goal from the meeting is.
We want our digital service to be personalised. Service users, carers and staff will know who we are in addition to what we do and how we can help.
This is made clear throughout our strategy, transformation plan, department business plans right down to every team meeting and project meeting.
With a clear understanding of what every member contributes, this will ensure motivation, teamwork, and efficiency.
SKILLS, INTERESTS, EXPERIENCE – NOT TITLES AND ROLE.
Whether internal to the Trust or working with partners and suppliers, our staff will act and lead by example, living by the NHS constitution, Trust values, digital principles and leading by the Public Sector leadership Nolan Principles.
Our supportive, open, collaborative, and problem-solving culture within digital services will be essential to making effective change.
Through our robust communication and cascading from strategy to planning to individual personal development conversations with each MPFT Digital staff member, we will bring together our teams behind a common purpose, delivering our digital strategy and enhancing care.
Aligning the strategy to our MPFT Digital workforce
The strategy is built through national, regional and local engagement
The Transformation Plan captures the priorities and resources required for delivery, aligned to annual care group business plans
The annual MPFT Digital Department Business Plans capture what each function will deliver in terms of service improvement and the strategy and transformation plan
Staff annual plans capture key objectives from the department business plans to be delivered and development and training needs
Meet the Team – Chief Clinical Information Officer and Chief Nursing Information Officer
Skills: Forensic psychiatry, clinical leadership, horizon scanning, clinical engagement
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Interests: Supporting service users and staff to get the most out of the Trust’s digital offer. Personal interests include squash and cycling
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Experience: Consultant forensic psychiatrist for 5 years, Medical lead for prison psychiatry for 3 years, Chief Clinical Information Officer for 1 year
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Job Title: Consultant Forensic Psychiatrist, Medical Lead for Prison Psychiatry and Chief Clinical Information Officer
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Key Services/Outputs: To bring clinical digital leadership to MPFT by supporting our service users and staff to maximise their use of digital technology in order to improve their care and working lives. To support in bridging the gap between clinical need and technological know-how
Skills: Qualified Nurse RN, MSc Healthcare Leadership, Quality Improvement, QSIR practitioner.
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Interests: Nursing workforce and clinical education, Digital innovation, Quality improvement, Mental Health. Personal interests include football and golf
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Experience: Worked in MPFT in variety of clinical roles since 2001, Qualified Mental Health Nurse.
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Job Title: Associate Chief Nurse/ Chief Nursing Information Officer/ Head of Nursing Staffordshire and Stoke-on-Trent care group
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Key service / Outputs: Chairs trust wide Digital Assurance Group ensuring clinical voice is involved in key strategic decision making on all digital innovation adoption. Promotes and engages clinicians on all levels in digital technology adoption. Represents the trust at external CNIO network events
Meet the team – MPFT Digital
In addition to our partners, our digital champions and of course the service users and staff that co-design, prioritise and adopt these technologies for their care, the following MPFT Digital departments will be leading the delivery of our core digital services and our digital transformation.
Senior Management Team
- Skills: IT Software Development, Consulting and Support Management for Health Sciences, ex-Nuclear Engineer (registered Engineering Council of South Africa)
- Interests: Sailing, Cycling, Walking
- Experience: Flight Lieutenant, South African Air Force, Global Health Sciences Services Vice President for Health Sciences for major US tech company, extensive experience in design, development and deployment of Electronic Patient Records for the NHS and private sector across the UK, General Management alumnus Harvard Business School
Skills: Leadership (MSc), Digital Transformation (BSc), Business and Care Systems Implementation, Programme and Project Management (MSP, PRINCE2, P3O, Agile), Technical Support- Interests: Reading, Walking, F1, Football, Movies/TV
- Experience: Worked in Healthcare for over 10 years with extensive experience in support and transformation roles. Technical support, project management, Head of a Trust-wide Project Management Office and delivering an organisational merger, programme managing the acquisition of the Staffordshire Integrated Care Record and delivering MPFT’s Digital Transformation activities
Skills: Coaching, transformation and productivity improvements within IT. Operational and Programme delivery management. Supplier management and outsourcing. Service design and delivery. Fellow of the British Computer Society, MSP, PRINCE2, ITIL, LEAN, TOGAF- Interests: Combative sports, Non-Executive Director at County Sports Partnership, music, movies and creative art
- Experience: 35 years within IM&T in private, public, and 3rd sectors across the UK, Europe, and Asia. 7 years in Health Care. Lean improvement programs within IT including service turnaround. Leading Shared Services operational teams. Consultancy on productivity opportunities and Shared Services within NHS E/I
- Skills: Clinical Informatics, Digital Transformation, Project Management, IT systems integration, Leadership, Writing and delivering Digital Medicines Strategy
- Interests: Movies (Marvel and DC fan), Theatres, Swimming
- Experience: Qualified Independent Prescribing Pharmacist and 5 years in clinical informatics. This has varied from being a configuration specialist, working with frontline clinicians on new design workflows, project management, and digital transformation across two acute organisations for digital medicines optimisation
Senior Management Team key services/outputs
- Strategic direction and business plan delivery for enhancing care through digital innovation
- Supplier performance management
- Cost Improvement Programme (CIP) direction and delivery
- Regional and national programmes of work
MPFT Digital Teams
These are the teams that make up MPFT Digital, including details of who leads them and their key services/outputs
Emma Kirkbride, Head of Health and Social Care Systems
- Skills: Project management, IT software development and health informatics. Digital systems subject matter expert (SME), MSc Health Informatics, APM, PRINCE2, MSP, Agile, ITIL
- Interests: PhD research student in Songwriting at Birmingham City University, Singing & Songwriting, Sewing and Scuba Diving
- Experience: Worked in the NHS since 2001. Extensive experience in digital transformation and development and deployment of Electronic Patient Records (EPRs) for the NHS and private sector across the UK and British Overseas Territories, Digital Health CIO advisory panel
Key services/outputs
- Oversee the creation and delivery of the MPFT Health & Social Care Systems Strategy and transformation plan
- Ensures national, regional and local care group strategic ambitions manifest in digital systems capabilities
Nicola Hampton, Information Support Lead
- Skills: Communication, empathy, understanding of a variety of team pathways
- Interests: Bird watching, reading
- Experience: Worked in MPFT in variety of clinical roles since 1996, including Payroll, Care Programme Approach (CPA), Data Quality, Mental Health Act Administrator
Key services/outputs
- Provide 1st/2nd line support for clinical and care systems
- Support new starter role creation and systems access/service go-lives
- Oversee Permissions Based Access Control for RiO
- Data Quality overview in RiO
Trish Nolan, Digital Training Manager
Skills: Digital Training Management, IT Training, Project Management, Clinical Systems expert, PGCE in ICT, BSC Hons (First Class) in Computer Studies- Interests: Education and training, Horse Riding, HIIT
- Experience: Joined MPFT in 2008 as an IT Trainer and currently manages the IT Training team for the Trust, experienced in the design and development of training documentation and courses for the training lifecycle
Key services/outputs
- Provide RiO, e-Community and Ascribe Clinical Systems Training
- Provide Quick Reference Guides and User training videos for key IT systems and processes via the IT Training page on the intranet.
- Provide Microsoft Systems Training (Core IT Skills training)
- Support service go-lives (floor walking)
- Development and provision of eLearning on ESR for clinical systems training.
- Provision of tailored training to meet service specific requirements.
- Promote the availability of training through online resources including the IT Skills pathway and Microsoft eLearning.
Enrique Centeno Fernandez, Head of Business Intelligence
- Skills: MSc Strategic Leadership and Change; BA (Hons) Business Management; Performance Management Frameworks design and implementation
- Interests: Service quality and performance measurement and improvement. Personal interests include history, politics, walking and bushcraft
- Experience: Army Corporal, Factory Team Leader, Corporate Solutions Estate Agent, extensive experience as Social Care and Health Operational Intelligence and Performance Lead
Key services/outputs
- Report creation and automation and analysis for mandatory returns
- Report creation and automation and analysis for service requests
- Report creation and automation for self-service requests
Shaun Allcock, Head of Application Development
- Skills: Software development, technical team management, building high performing teams, business development, digital transformation & innovation
- Interests: Using technology to improve lives, improving education and training for young developers, gaming (PS5), cryptocurrency
- Experience: BSc (Hons) Computing Science, developer, directorships at tech companies, working with international brands to deliver digital solutions
Key services/outputs
- Bespoke Systems design and delivery
- Clinical Systems form, letter and configuration build
- Robotic Process Automation (RPA) and Integration Services
- SharePoint design and delivery
Lee Woolrich, Business Architect Manager
- Skills: Stakeholder engagement, team management and mentoring, software development, business development, account management, digital transformation & innovation, problem solving
- Interests: Being active, being an ambassador for good mental health, Improving the lives of others, DIY
- Experience: BSc (Hons) Computing Science, developer, customer-facing roles, senior management roles, public and private sector experience
Key services/outputs
- Clinical systems specification
- Bespoke systems specification
- Process mapping for quality/service improvement through digital innovation
Terry Sambrook, Head of Data Warehousing
- Skills: IT Software Development, SQL development professional, Data Warehousing, Cloud Technology
- Interests: Walking, Surfing, Classic Cars
- Experience: Private and public sector, NHS acute, mental health & community systems development, integration, reporting
Key services/outputs
- Manage the Data Warehouse infrastructure
- Establish data sets for mandatory reporting
Dominic Tennant, programme and Service Development Manager
- Skills: Programme and project management, team management, change management, managing budgets
- Interests: Implementing solutions that make life better for everyone, Vespas and family
- Experience: Over 20 years experience delivering IT projects and programmes. Worked in a number of public sector environments including the Highways Agency, Local Government and 8 years at the NHS. Experienced in direct procurement negotiations and site IT infrastructure
Key services/outputs
- Delivery of MPFT Digital Projects and MPFT Digital workstreams on wider Trust projects
- Management of SSHIS resources
- Support of ad-hoc MPFT Digital change requests, for example, new mobiles and wireless
James McNamee, Head of Digital Service Development
Skills: Engineering & physics degree, PRINCE2, Six sigma and ITIL- Interests: Computing, football, fishing and movies
- Experience: Worked within numerous roles within health care sector since July 2014
Key services/outputs
- Primary contact and customer services for MPFT Digital
- Supplier performance management (KPIs/SLA review) through service review meetings
- MPFT Digital administration support services
Alex Critchell, Head of Digital Productivity Intelligence=
- Skills: Change management, service redesign, Lean (Six Sigma Greenbelt and VMPS Certified Leader), operational management, clinical service delivery, contract management/negotiation, service implementation, business analytics, planning, programme management, staff development, stakeholder engagement, training delivery
- Interests: Running, DIY, remote control cars, cooking, the outdoors
- Experience: Principal Analyst, Improvement Manager, Resource Manager, Area Manager (Integrated health and care services), General Manager Sexual Health & HIV, General Manager 0-25 Emotional Health and Wellbeing, Head of Productivity. Previously volunteered as school chair of governors
Key services/outputs
- Model Health System alignment
- Lean methodologies
- Efficiency and productivity through intelligence
How we will deliver
We will make the most of feedback from our service users, carers, staff, suppliers and our digital champions feedback.
We will ensure this collaboration and contribution flows quickly through the right forums to ensure agile responses and continual service improvement.
COVID-19 has instilled a rapid and agile transformation approach that we will continue in our BAU support processes and project delivery.
If we find that things are not working, we will review and revise. We will be flexible, and evidence this through the speed of our communications, our delivery, and our response on a daily basis.
The Frail Elderly and Learning Disability service users were struggling to access digital virtual consultations through our default offering of One Consultation.
It required service user skills in using smartphones, tablets or computers to join virtual sessions which was simply too much to ask based on their digital ability.
The “right” strategic thing to do was to assess the whole care pathway and see how this could be fully revised based upon digital technologies.
However, this would take a significant period of time. Meanwhile on a daily basis, these service users would continue to struggle to receive care with the existing technologies in place during lockdown rules.
The flexible approach we took was to do both. A rapid deployment of two innovative new technologies to provide simple dedicated “one button click” devices to trigger a virtual consultation.
MPFT have established an official 12 month evaluation of these technologies, whilst also continuing to work with service leads on the long-term strategy for digital enabled care pathway redesign.
With a clear plan and approach, a rapid response can be the strategic approach.
The governance, assurance and organisation achieved through our Project Management Office (PMO), PRINCE2 and Managing Successful Programmes (MSP) approaches will enable us to be Agile.
Through COVID-19 and beyond we are blending Agile project management methodologies with the detailed plans of PRINCE2 delivery; releasing value through delivery of new systems and processes as quickly and safely as possible without compromising on quality.
Budgets for delivery
MPFT Digital has to maintain reliability of its existing technical infrastructure whilst ensuring continued innovation within the restrictions of an annual allocation of pay and non-pay budgets.
Following the organisational merger in 2018 that created MPFT, and with respect to the national financial position of the NHS, there is greater pressure than ever before to ensure maximum efficiencies and value for money from the software and hardware solutions MPFT Digital adopt.
Future Budget
The total recurrent pay and non-pay budget for MPFT Digital in 21/22 is circa £14m, of which £10.5m is focussed on digital systems, licences, maintenance and support.
In addition, there is a non-recurrent revenue allocation of £500k per annum, for digital innovation and delivery of the MPFT Digital Transformation Plan, outside of funding requested through full business case processes.
- Identification of new digital transformation schemes/digital priorities (National/Regional /Local)
- Transformation Budget funds the scheme pilots against agreed priorities
- Evaluation of the Pilot Scheme is undertaken
- A Full Business Case with evidenced ROI to sustain the new Digital Solution agreed
- Full Deployment of new Digital Solution as PMO Project
- Maintain/Sustain Digital Solutions against identified FBC revenue budgets
Subject to new funding models through the Integrated Care Systems (ICS) changes, MPFT Digital has typically worked with an annual capital allocation of £700k.
Given the revenue funding of all digital areas through the central Staffordshire and Shropshire Health Informatics Service (SSHIS) support model, the capital allocation has been used to fund long-term hardware refreshes, such as, wireless, network switching, communications cabinets and cabling.
Model Health System Alignment
The transformation plan will highlight areas of potential savings, performance improvement and Model Health System alignment, and generate a high-level 5 year spend plan against all transformation areas to aid future financial planning of MPFT Digital service areas as documented in our MPFT Digital Model Health System benchmarking plans. These plans are updated annually.
Cost Improvement Programme (CIP) Delivery
It is a well known fact that the NHS, and in particular back-office functions, need to achieve more with less and seek efficiencies wherever possible.
The MPFT Digital track record for successful CIP delivery is strong, and this has been achieved largely through ongoing transformation and organisational growth with delivery of new services.
| Financial Year | MPFT Digital CIP Target | Status |
|---|---|---|
| 18/19 | £300k | Full achieved |
| 19/20 | £1.746m | Full achieved |
| 20/21 | £284k | Full achieved |
| 21/22 | £500k | 3.8% CIP |
The focus will be on how digital can be an enabler for CIP, and not attempting to achieve CIP directly from digital budgets.
A clear transformation plan will ensure that this is the approach.
CIP AND EFFICIENCY CAN AND WILL BE GAINED THROUGH INVESTING MORE IN DIGITAL INNOVATION AND NEW SOLUTIONS.
There will be a careful focus to ensure that savings targets do not hinder and delay the transformational change that is essential for modern health and social care whilst also ensuring financial recovery is a key area of focus.
“We need to borrow from the future to fund today’s innovation. Evidencing a return on investment and benefits realisation from our transformation.”
Liz Hall, C&F Data Lead