PACS and LSP Exit: What your trust needs to know

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Presentation developed by the team at HSCIC (delivered at The National Health IT Conference and Exhibition 2014):
Steve Rose, Programme Head – CSC LSP Exit & Transition
Dermot Ryan, SLCS Programme Head
Moira Crotty, Programme Manager (NEEEM Exit), PACS Programme

Understand more about PACS and LSP Exit
What lessons have been learned so far?
Recommendations discussed across various key topics, including: supplier and project management, data localisation and migration

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PACS and LSP Exit: What your trust needs to know

  1. 1. PACS and LSP Exit What your trust needs to know 20th March 2014
  2. 2. North, Midlands, East 723 deployments of 12 systems • Acute, Community, Mental health, Child health, Ambulance Trusts, Out of hours providers, Hospices and Prisons. 245,000 users 1,979 GP Surgeries (120,000 users) LSP contract ends July 2016 PACS contract ends June 2016 LSP Programme Scope London 44 deployments of 2 systems • Acute, Community, Mental health, Child health 137,000 users LSP contract ends Oct 2015 PACS contract ends June 2015 (As at end January 2014) South 35 deployments of 2 systems • Acute, Community, Mental health, Child health 121,000 users LSP contract ends Oct 2015 PACS contract ended June 2013 HC2014 Today the digital capability of the NHS and patient care is dependent on these systems
  3. 3. Lessons learned so far…
  4. 4. LSP Programme Implementation • 84 NHS trusts exited the CSC and Accenture LSP PACS contracts – the largest data migration project ever Wave 1 June 2013 Considerations: • Procurement: What, why and how? • Data localisation / migration: How much, when & how? • Clinical safety & service continuity during the changeover • Project management & governance • A further 26* trusts will exit the BT and Accenture LSP contracts Wave 2 June 2014
  5. 5. LESSONS RECOMMENDATIONS ► Expiry of the national PACS contract helped to generate a competitive supplier market ► Forming a consortium can increase purchasing power ► Effective collaboration requires involvement of senior executives  Attend supplier road shows  Short term ‘tactical solutions’ can provide valuable breathing space  Form a consortium (at a senior level) but be aware of the financial overheads  Consider exit when creating new contracts Re-procurement
  6. 6. Data Localisation and Migration LESSONS RECOMMENDATIONS ► Engage in discussions early to understand technical & commercial options ► When contracting 3rd party suppliers for localisation services over N3 you will need to manage the risks ► Some PACS data uses proprietary tags which may need conversion  Plan localisation timelines against current and final estimated volumes – build in contingency  Understand the obligations of the outgoing supplier concerning service transfer  Agree and document assurance and contractual boundaries to transformation
  7. 7. Supplier and Project Management LESSONS RECOMMENDATIONS ► This is not purely a technical challenge ► Delays in decision making and communications impact migration processes to new systems ► Face-to-face meetings encourage confidence and awareness where multiple organisations are involved ► Be aware of additional costs when asking suppliers for services outside the contract  Senior clinical and management involvement is critical to success  Strong project governance will support timely decision making  Make use of the professional help from the national teams
  8. 8. Maintaining Continuity and Transfer LESSONS RECOMMENDATIONS ► Supplier to provide a test report of data localised/migrated and exceptions ► Incoming and outgoing suppliers need to communicate  Consider dual running of RIS and PACS to avoid ‘big bang’ scenario  Work with suppliers to develop a detailed cutover plan and communicate to all stakeholders  Ensure all parties have agreed and documented lines of communication & escalation
  9. 9. Take Home Messages Start now – it’s more complicated than you think Executive and Clinical engagement is critical – this isn’t simply a technical problem Strong project / programme management is always a good thing
  10. 10. Collaboration in Procurement Do’s and Don’ts…
  11. 11. DO DON’T ► Spend time engaging the market up front ► Ensure that you have clinical and business leadership for the project ► make use of existing frameworks and model contracts ► Ensure focus given to benefits X Start without a clear, agreed view of the requirement X Rely heavily on product development X Avoid subjectivity in the evaluation process X Be tempted to vary the process / requirements once you have started Procurement
  12. 12. DO DON’T ► Understand that collaboration is about compromise ► Put governance arrangements in place at an executive level ► Ensure everyone has an appropriate amount of skin in the game X Underestimate the amount of resource that will be required X Miss out on the opportunity to share learning, and exploit collective leverage and resources X Assume that high level alignment of interests = detailed alignment Collaboration
  13. 13. Summary and Key Messages The contract end dates are set and are not movable, as directed by the Department of Health Collaboration with others has many benefits but does involve compromise Make sure that funding is in your business plan Help us to help you – how can we help you transition successfully?
  14. 14. To Find Out More About the HSCIC Follow us: Call us on: 0845 300 6016 Email us at enquiries@hscic.gov.uk @hscic @hscicmedia @hscicOpenData @HSCIC_LSP @EPSnhs @NHSSCR @NHSPathways @NHSereferral http://www.flickr.com/photos/hscic/ https://www.linkedin.com/company/health-and-social-care-information- centre http://www.slideshare.net/HSCIC https://www.youtube.com/user/HSCIC1

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