Contents
- Processes
- Organisation
- Technology
- Information
Where are we now, and where do we need to be? These are two basic questions that we often ask ourselves. The MPFT Digital Blueprint helps us to present the responses to those questions and help align this to our digital strategy.
Through service review meetings, the digital engagement process and benchmarking practices (Model Health System, Healthcare Information and Management Systems Society (HIMSS), the Integrated Care System (ICS) Staffordshire Digital Maturity Review), the As-Is state was informed.
The As-Is state captures where we currently are, processes we currently have, organisation and staff skills, technology we use and information at our disposal.
The As-Is state baseline review process makes it very clear where we need to be against all of the key areas of workforce processes, care delivery and digital capabilities. Aside from innovation areas, digital vision ambitions, national and regional strategies, by reviewing the As-Is baseline, we can inform the To-Be state of our Digital Blueprint. We will strive to achieve over the next five years.
Aligned to the Managing Successful Programmes best practice Blueprint model, the combination of the Digital Strategy and the To-Be state forms our MPFT Digital Transformation Plan.
Processes
| As-Is | To-Be |
|---|---|
| Service users contact the organisation, use self-service and are referred into the organisation in a large variety of ways. It is not always clear where they are in their care journey and which contact method to use to get updates to manage their care journey | Clear, flexible communications and signposting will be in place for our service users and for our self-care and referral processes. These processes will be digital by default and supplemented by flexible contact methods for those service users or organisations not preferring or have access to digital correspondence |
| Existing organisational business, workforce and care pathway processes have not been fully reviewed and documented to determine opportunities for new digital solutions which may support new eCare pathways, staff efficiencies and quality improvement |
Existing organisational business, workforce and care pathway processes fully defined against Lean principles, with Quality Improvement (QI) and documented for both workflow and service user flow digital innovation opportunities. A greater understanding of the “art of the possible” from new and existing digital solutions will ensure clear improvement plans for eCare pathways, staff efficiencies and quality improvement |
| Ideas generation for new transformation initiatives and priorities comes from multiple places across the Trust but is not currently consistently managed through the Digital Assurance Group (DAG) and Digital Committee for prioritisation and resource allocation | Consistent approaches in place for channelling new ideas, engaging with the workforce and service users, prioritising and resourcing new transformation schemes and raising new projects. Reported to the Trust Board through the DAG and Digital Committee |
|
New systems are not all consistently sourced, governed and implemented through Procurement, Information Governance (IG) and MPFT Digital via the digital governance routes |
An agile, flexible and responsive approach to all new digital system appraisals and procurements in place across the organisation, with MPFT Digital working collaboratively with care groups to source, review and implement new systems opportunities |
| System go-lives and upgrades are not consistently controlled through the clinical safety case (authority to release) process with all existing systems in use in need of retrospective review | Consistent approach to system upgrades and go-lives in place through the clinical safety case process. All existing systems under regular review and aligned to DTAC (2021) process. Business continuity and high availability designs (RTO/RPO) will be built in by default |
| Clinical Safety Officer processes to review quality and safety of systems use in collaboration with IG and IT cyber security is not fully defined and applied consistently to all Trust systems | Fully trained Clinical Safety Officers in place and actively involved in all clinical systems quality, safety and approval review processes, again aligned with DTAC (2021) |
| No consistent approach to baseline data capture and benefits review processes for newly deployed digital transformation schemes | All appropriate transformation projects will have baseline data captured and robust evaluations for benefits realisation to be monitored and documented, informing ongoing use, the quality impact on care and to inform future projects |
| No consistent supplier management and service review meeting processes are currently in place for all contracted digital systems suppliers | MPFT Digital Service Development will lead supplier service review meetings and work with MPFT Procurement and service leads to ensure ongoing contract and performance management of all digital systems providers, maximising performance, capturing supplier roadmaps and getting maximum value for money |
| There is no consistent and meaningful joint collaboration and transformation with our Local Health Economy outside of the Integrated Care Record and Integrated Care System (ICS) Digital Programme Board process | A fully realised and updated governance model, fully aligned with the ICS models and Primary Care Networks will ensure continued joint transformation schemes take place for true region-wide digital transformation that is in full alignment for our local communities |
Organisation
| As-Is | To-Be |
|---|---|
| Digital upskilling of both staff and service users is not consistently adopted and not widely available and advertised for all processes and systems in use across the Trust, for example, new Microsoft 365 features | A carefully designed and meaningful digital upskilling offer will be implemented for both our staff and our service users to maximise care delivery via digital means. We will build digital competency and upskilling into our recruitment processes for new clinicians, practitioners and corporate services staff. This will also be applied to service users as we integrate them into our services |
| Service user and carer engagement and feedback on our digital offers is not consistently captured and able to be reviewed to inform continual service improvement and future transformation priorities | Through regular attendance and a digital agenda item on the Service User and Care Engagement Forum, MPFT Digital will work with our MPFT Involvement Teams to build meaningful two-way communications with those we care for to enact positive change. This will include new feedback surveys, such as Net Promoter Score processes and reviews |
| Not all system guides and support models are captured in a central knowledge base for staff to know who to ask for access, help or training with each system | All services, system guides and support models are captured in a central “MPFT Wiki” knowledgebase for staff to know who to ask for access, support or training with each system |
| MPFT Digital and SSHIS support services staff are not consistently accredited with certified best practice training approaches to ensure the quality and competency of our “TRUST” digital service offer is at its highest | All digital support services will establish full skills and training matrices, ensuring all staff undertake robust and supportive induction processes, and ongoing training support. Through these processes, our “TRUST” digital service offer will be improved through consistent alignment to best practice transformation processes (PRINCE2/Agile/MSP) business support processes (ITILv4) and 3rd party system training, for example, Servelec, Microsoft and Cisco |
| The requesting, provisioning and understanding of service information, for example, service activity, referral to treatment waiting times (RTT), waiting lists, bed occupancy is split across hundreds of separate ad-hoc reports and not fully understood or adjustable by end users to inform operational practice | A consolidated suite of dashboards will be in place, limiting the number of ad-hoc bespoke reports required. These will be deployed with training and guidance to empower staff and service leads to inform operational practice supported by service information to become truly data driven |
| Guidance is not clear on how staff can operate as true agile workers, the systems supported and how they can work and be supported from any location, for example, working from home and printing to home printer | Agile working guidance policies and support practices will be made clear and continually updated for all staff. Staff working from any location they choose will have the means to understand what systems and processes they should be using, for example, bring your own device (BYOD) guidance |
Technology
| As-Is | To-Be |
|---|---|
| The use of digital enabled tools in the community is limited. Offline mobile apps and devices, service user apps and devices that can populate their care record, remote care monitoring systems, physical observations capture systems and wearable technology, social prescribing solutions, eCare Pathways solutions, digitally enabled staying well and prevention systems are all in limited deployment and yet to be fully capitalised upon across all MPFT care groups | Following the “Foundation Phase” of Transformation, the focus will be on deployment and use of digital enabled tools in the community and within inpatient areas. Service user entertainment systems, offline mobile apps and devices for staff, service user apps and devices that can populate their care record, remote care monitoring systems, physical observations capture systems and wearable technology, social prescribing solutions, eCare Pathways solutions, digitally enabled staying well and prevention systems will be established within the Health and Social Care Systems (HSCS) Strategic Transformation Plan and deployed where they are deemed to add most value for staff and service users in their care journeys and within new care pathways |
| There is no consistent offer for the provision of technology and access to digital services for our service users, for example, unattended kiosk use at Trust sites or loaning of equipment for use with care | The service user digital inclusion equipment strategy and approach will be defined and in place, with clear pathways for how service users can be allocated equipment and offered safe use of our equipment within their care |
| Data centre and server hosting infrastructure is not consistently configured for full business continuity and high availability options of all key systems, resulting in too many systems outages and performance issues | A clearly defined (RTO/RPO), implemented and routinely tested data centre and server hosting infrastructure business continuity approach will be in place for all new and existing key systems, reducing downtime and improving experience |
| Systems in place across the organisation are not integrated consistently with clear workflows in place to complement organisational processes. This results in similar information being accessed, inputted and contained within multiple “point solution” systems | Systems across the organisation and ICS will be fully reviewed. Where appropriate systems will be integrated with clear workflows in place to complement organisational processes, captured in the HSCS strategy |
| Systems in place across the Trust do not have fully developed roadmaps to understand what features we’re using now, what features we could (or should) be using, how we’re going to benefit from using these features, and how long were going to use each system for | The MPFT Digital Service Development function will work with the Head of Health and Social Care Systems and other systems owners across the Trust to ensure all suppliers have defined and delivered systems release and updates |
| Systems horizon scanning is not fully aligned with our training teams with a full understanding of systems functionality in place and embedded across the Trust’s training. For example, new Microsoft 365 applications appear on a weekly basis which we’ve got access to, but we’re not training on or communicating out consistently | The SSHIS, MPFT Digital Projects, Service Development function and Training departments need to continue to work collaboratively with staff across the organisation to seek priorities and produce up to date guidance, videos and communications on all new features which may be used and supported in systems across the Trust |
| No consistent application development software and coding approach is currently in use within the organisation. Systems to allow workflow, booking, notification, robotic process automation, mobile app creation all need to be fully documented and aligned to ensure a continued strategic approach to these innovation areas | The SSHIS and MPFT Digital Application Development approaches will both be reviewed and consolidated into a single strategic approach and long-term view on when “Off the Shelf” products should be procured over internally developed solutions. All bespoke apps will be defined and documented |
| There is no consistent information reporting system in use across the whole Trust, with mapped out, training and support for self-service report generation and manipulation to inform operational delivery | The Business Intelligence and Data Warehouse function will have a deployed and fully supported model for data analytics across the Trust. A consolidated set of data from all utilised systems and a single dashboard platform to reduce bespoke reporting requests and enable a data driven approach to care |
| There are still technical limitations in place across the ICS preventing the digital ambition of the single care plan and true Integrated Care Systems and Primary Care Networks approaches. Systems are not integrated across providers and the Integrated Care Record is “Read-Only” aggregation of multiple data sources | Systems interoperability and Integrated Care Record functional roadmaps will be in place and defined. Collaborative updates on care plans across all care services in the ICS/updated Standards Operating Procedures (SOPs) and eCare Pathways will be established through the ICS and PCN and HSCS programmes |
Information
| As-Is | To-Be |
|---|---|
| Operational dashboards representing key information to empower service leads across all four care groups have not been consolidated and presented in a structured, co-designed format within a single central location. Service leads report that they do not have sufficient information available to them on their service users to target priority cases and manage the service as effectively as possible | A consolidated, highly-available data warehouse will be implemented, capturing key information from all priority clinical, care and business systems. This data will be presented into the BI platform in a manner that is standardised where possible and co-designed with service leads. This will ensure that they can make the operational care delivery decisions for their staff and service users from the data available. This is a key component of MPFT being a data driven organisation |
| Region wide population health data is not yet available to the point where it can be used to inform predictive health and care service needs and is acted upon in care pathway design | In addition to the local dependency with local MPFT operational dashboards, through continued collaboration with schemes such as the Integrated Care Records in Staffordshire and Shropshire, and the National Records Locator Service (NRLS), MPFT will ensure that continued regional population health big data includes data from MPFT services and is used by MPFT services in care planning and service design |
| Workforce data reporting and finance data reporting are undertaken through various processes, not all of which are automated | A single procured and centralised reporting platform will be in place providing real-time access to managers and staff on clinical, care and business data, making it easier for staff to make decisions at all levels |
| Service user feedback information is not routinely captured in a digital system by default. This results in a lack of visibility on this feedback outside of the service user and carer involvement function | Digitised service user surveys will be in place across all appropriate care services, ranging from basic “Net Promotor Score” surveys on mobile apps to more in-depth questionnaires. This data will be routinely captured and reviewed by relevant stakeholders to inform current priorities and ongoing continual care and service improvement |
| Service user care data from wearable technology and remote monitoring tools is not routinely captured and consolidating into the Trust’s EPRs | The Internet of Things (IoT) agenda will be a key element of modernised care delivery across MPFT and the data captured from approved and managed devices will form a fundamental means of offering proactive and personalised care. IoT systems will be procured and implemented with interoperability and reporting requirements defined |
| Alerting on key submitted personal service user preferences, circumstances, situational requirements and inclusivity needs are not routinely captured and available within all MPFT systems. For example, title preference, allergies, accessibility needs, shielded patient status | Systems will have configured fields in place that are secured and confidential, but aid our staff in providing personalised care and tailoring the care experience based on preferences. This information, if agreed, would be beneficial across the local health economy via the ICR |
| An established and agreed set of all essential supplier High Availability, Cyber Security, KPIs and SLAs are not recorded and managed consistently in a single central database | The MPFT Digital Service Development function will have a populated and controlled single database which captures all key Trust systems, RTO/RPO objectives and supplier performance/contract status. This will be continually managed and updated through supplier service review meetings |
| Centralised resource planning not available holistically across the entire MPFT Digital Programme Management Office (PMO) transformation programme | A centralised MPFT Digital resource planner will be available which captures business as usual (BAU), annual leave, sickness and transformation activities for all staff, fully aligned to the PMO projects and BAU service desk systems and meeting action trackers |
| Whilst the MPFT Digital pay and non-pay budgets are centralised and fully managed, not all project budgets are consistently implemented and captured across all MPFT digital transformation schemes | A centralised programme and project spend budget monitoring solution will be in place, ensuring all project budgets are defined and monitored consistently through the lifecycle of each project |
| In addition to demonstrable return on investment (ROI) of new digital transformation schemes implemented, MPFT Digital do not consistently work with clinical and care colleagues, involvement colleagues and research and innovation colleagues to baseline and formally appraise the benefits realised through MPFT Digital transformation | Sufficient time and resource will be aligned to ensuring that projects have baseline data capture periods defined and evaluation and benefits review resources in place. Formal measurement, analysis and report outs will be undertaken on identified digital transformation schemes to ensure benefits realisation and impact is fully understood and captured |
| Data quality reports across key EPRs are not managed consistently and thoroughly. Data quality reviews do not consistently inform reporting and training needs | Training and HSCS Systems Lead attendance at the data quality group will ensure that all systems, data quality improvement processes are captured on an ongoing basis. This will inform training, system development and transformation needs analysis |