ICT Strategy Joint ICT Strategy Draft v6.2 3 rd August 2015.

Transcription

1 Joint ICT Strategy Draft v6.2 3 rd August

2 Contents 1. Forward Page 3 2. Vision Page 3 3. ICT Strategic principals Page 3 4. Business Needs and Drivers Page Digital First Welsh Govt Strategy Page National ICT Strategy Page Regional ICT Collaboration Page NHS Wales Informatics Service (NWIS) Page NWIS 3 year plan and national Strategy Page 8 5. Powys combined Public Sector Page Powys One Plan Page PtHB integrated medium term Plan Page IT partnership and Digital Powys Page PCC / PtHB opportunity (Williams Report) Page Service requirements Page Health, People, Place, Resources, Change and Governance Page Education Page Support Services Page Customer Services Page WEB / Channel Shift Page Business support services Page PtHB Business support systems Page Organisation and partnership Development Page Regulatory pressures Page ICT Governance Page Skills and Resources Page Funding Page Summary Page Information Services Page Enhanced and personalised customer experience Page Improved Business systems and reporting Page Common IS Services, modern IS Infrastructure Page Business continuity and disaster recovery Page 32 2

3 1. Forward Powys County Council and Powys teaching Health Board have brought its ICT functions together in a partnership under s.33 of the NHS (Wales) Act 2006 to provide ICT services to the business and where possible combine and integrate those services for the benefit of services and/or to maximise the efficiency of the service. This strategy builds on the previous 2011 joint strategy and details the ICT roadmap for the next 3 years, aligning (where possible) our organisations with wider Public Sector strategies. The document should serve to inform and reassure the business that ICT will meet its needs over the coming years, and provide direction to those working on ICT enabled projects. As business drivers or political focus changes, this document should be updated annually in line with the strategic planning cycles of both organisations, re-circulated and agreed in order to provide a contextual direction at any given time. 2. Vision This ICT strategy has two clear aims 1. It will support Powys County Council and Powys teaching Health Board in its ambitious transformation agenda the Powys One Plan. It seeks to support the business in transformation through technology enabled change both through innovation and integration. 2.The strategy will equip and maintain Powys County Council and Powys teaching Health Board with a flexible, up to date infrastructure that will support the business in carrying out its functions. It will (where appropriate) embrace Cloud technologies moving away from traditional on-site infrastructure and aims to allow our users to access systems at any time, from anywhere. 3. ICT Strategic principals The strategic principals for ICT are driven by business needs and processes. These are: Our outcomes, business needs and business processes will drive the shape and form of our ICT systems We will keep our ICT simple and adaptive We will make it easy for our customers to access ICT services. We will enable staff to self-serve ICT where appropriate. We will make our systems safe and secure. In supporting business needs we will look for National available solutions, then regional available solutions before Local available solutions in a Once for Wales, Once for the Region or Once for Powys approach to reduce duplication. Where our population can, and want to, we will utilise online channels and transactions utilising e-business as much as possible We will use technology that supports widely geographically dispersed organisations Our technology will help to drive efficiency Our technology will be resilient to support incident response and allow quick disaster recovery and business continuity planning. Our ICT solutions will be of appropriate scale. Where possible, and appropriate, we will use cloud services, existing solutions and shared services. 3

4 ICT systems will be bi-lingual where possible and appropriate. ICT systems will up-hold our environmental principals, devices will be of low power consumption where possible and will enable users to communicate effectively avoiding unnecessary travel. Our systems will be available to our users 24/7 (when they need them) in multiple locations 4. Business needs and drivers for change Powys County Council (PCC) and Powys Teaching Health Board (PtHB) continue to face significant pressures, including: The effects of recession on the population Reduced funding from Government Reduced levels of income from services Increased service expectations & demand An aging population The need to deliver services over a large geographic area To address these pressures and continue to provide the services that Powys needs both organisations and their partners are working together to make significant strategic change in the way that services are delivered. PCC issued its first three year ICT strategy in September 2009 which focused on a major re-fresh of its ageing infrastructure. The strategy was revised in 2011 to re-align that strategy to the joint needs of PCC and PtHB in support of both organisations strategic change plans and aligning both organisations to the national ICT strategy. This updated 3 year strategy continues to build on that alignment and looks to support both organisations in achieving strategic change via the One Plan and service commitments for the coming years. This ICT strategy aims to respond to the following: Digital First Strategy ICT strategy for Public Sector Wales Powys Local Service Board One Plan Powys County Council service plans Powys teaching Health board Integrated Medium Term Plan NHS Wales informatics service 3 year plan The ICT strategy has also been influenced by the following corporate strategies and plans: Business Continuity and disaster recovery planning Information Governance and security Channel Shift and Web strategies 4

5 The diagram above provides a visual representation of the influencing factors contributing to this ICT strategy. The views of key stakeholders across Powys County Council and Powys teaching health Board have also been key inputs. 4.1 Digital First Welsh Government Strategy for better on-line services Digital First is the Welsh Government s strategy for providing better online services to the people and businesses of Wales. The original strategy was published in 2011 and has been updated in 2014 to take account of the rapidly changing digital environment with the rollout of superfast broadband across Wales. Building on the Welsh Government s substantial investment in fibre-optic broadband, which aims to make Wales one the best connected countries in the world, the vision for Digital First is that Wales will become one of the best and most innovative providers of online public service in the world. For PCC and PtHB the improving infrastructure provides further opportunities to increase and improve services provided on-line and to improve its own ability to provide easier access to electronic information to service users and staff. 4.2 National ICT strategy for the public sector in Wales Developed by Welsh Government for Public Sector ICT in Wales, the National ICT strategy provides for greater collaboration across the public sector. The ICT Strategy for Welsh Public Services should drive the scale of operation for ICT services. The Strategy presumes a national footprint (unless there is a demonstrable case to the contrary) with ICT systems being designed, developed/procured, configured, deployed and maintained nationally. Implementation and use can then be either regional or local with systems being configured to benefit particular front line services.. In the Joint ICT strategy for PCC and PtHB there was an assumption that as delivery of the national ICT strategy progressed national IT organisations would become a provider of National IT to all public sector organisations... Apart from a number of tactical opportunities (e.g. 5

6 PCC migrating to NHS Wales hosted ) this has not materialised and has hampered the speed of change in establishing joint ICT infrastructure between PCC and PtHB. Even so, the vision remains that with all public sector organisations do things that are broadly similar and at a time of severe budget pressures it makes sense to share solutions and approaches to content, applications, resources, form design, customer journeys and other aspects of digital service development. This ICT strategy continues to look for nationally, then regionally before locally available solutions to where these are available. The community care information system (CCIS) all wales procurement is a good example of this. We will continue to support the National Strategy for Wales and seek Nationally provided and supported solutions 4.3 Regional ICT Collaboration Powys County Council, Pembrokeshire County Council, Ceredigion County Council, Carmarthenshire County Council together with Neath, Port Talbot County Council and Swansea City Council have come together in a regional forum with a view to share across the region where opportunities arise. Powys County Council as part of this forum look to identify where business benefit (both PCC and PtHB as appropriate) is demonstrated and look to engage in those areas. To date the group have developed the following capabilities with authorities at differing states of adoption: - Regional Legal portal hosted by Swansea City Council - Regional Emergency Planning system hosted by Ceredigion County Council - Regionally developed Land charges system hosted by Carmarthenshire County Council. - Regionally agreed web mapping and GIS standards - Regionally led national public protection system specification for tender to create a national framework. (PCC public protection system in de-support from April 2015) Moving forward the regionally group is looking at the feasibility of: - Regional roaming WIFI - Regional authentication including citizen authentication We will : - Adopt regional developed solutions where the business can demonstrate benefit. - Continue to support regional initiatives for the benefit of both PCC and PtHB. 4.4 NHS Wales Informatics Service (NWIS) National Health Service Wales Informatics Service (NWIS) aim is to: 6

7 To support the delivery of joined up patient care To make the best use of scarce skills and resources by pooling/sharing wherever possible To provide better professional development for informatics staff To increase joint working with other Welsh Government Directorates To increase joint working with Local Heath Boards To create Integrated National Informatics Services To provide common hosting arrangements for NHS staff in the Informatics Directorate The organisation is working within the Minister for Health and Social Services mandate of Once for Wales. This organisation is key going forward for a number of reasons: - The NHS in Wales has a national development and delivery programme which PtHB has engaged with. The link between PtHB and NWIS is strengthening and starting to make use of the programmes and services available. It is important that, through the life of this strategy, the relationship is further strengthened so that the emerging programmes remains relevant to Powys teaching Health Board and its partners. - Any development work around core NHS applications (which could be developed for Social care use) must be agreed by NWIS - NWIS provides the development and support resources that PtHB lacks locally by national means for national products PtHB NWIS programme phase 1 looked to deliver the following national infrastructure: The Vision. Out of Hours Service Individual Health Record Welsh Clinical Portal Clinician access where care is delivered GP systems (lifelong record) My Health Online Patient access over the internet e-referrals/ discharges Current hospital systems New hospital/ Community systems Radiology IS Laboratory IMS Prescribing Scheduling Ordering 7

8 By 2014 all components are in place except the Welsh Clinical Portal and the Community System CCIS. For PtHB, an effective Welsh Clinical Portal is dependent on access to all other Welsh Health Board s Welsh Clinical Portal s due to the fact that Powys patients access secondary care services from its neighbours. This provides a complex situation. NWIS are developing a national test requesting repository (TRRR) which once in place (est. 2015) would allow PtHB to implement a Welsh Clinical Portal with access to Powys patients regardless which Health Board they were treated at. It should be noted that access to clinical information from English providers would still need to be addressed. 4.5 NWIS 3 year plan and National strategy NWIS Three Year Plan NWIS have reviewed and published a 3 year plan for 2014 to 2017 that is designed to respond to a range of national strategies and plans for health and social care. A revised e-health and care strategy is being produced (Mar 2015) that may amend the current 3 year plan. The current year plan has the following priorities: The development of common infrastructure, including data centres, data networks (e.g. PSBA), mobile platform, data storage facilities including private cloud capabilities extending across the NHS in Wales Continued roll-out of systems to accurately identify patients and staff across Wales Further development of systems that share essential information and messages between services, such as the Individual Health Record (IHR) and Welsh Clinical Communications Gateway (WCCG) Progress adoption of systems that give better access to patient with systems such as My Health On-line (MHOL) Further implementation of the Welsh Clinical Portal s core clinical processes such as pathology and radiology requesting and reporting, medicines management and viewing of clinical information collected by other systems Further roll-out of common systems, such as new GP Clinical Systems, the new LIMS for Pathology and Blood Services, and RadIS2 and PACS for Radiology and imaging services Developing requirements and procuring a new system to improve document management and provision and sharing of the patient record, such as the Welsh Care Records Service Progress national adoption of a Community Clinical Information System (CCIS) that bridges the information gap between Health and Social Care for Health Boards and Local Authorities. For PtHB the NWIS 3 year plan has significant gaps notably the need to communicate electronically with English providers and the absence of integration with Local Government. Powys, unlike other Welsh health Boards has significant activity with Shrewsbury and Telford hospital, Robert Jones and Agnes Hunt Hospital and Hereford Hospital. Over 40% of Powys patients are referred to English providers. Discussions with NWIS have resulted in a Cross border national project with Powys as the pilot. The initial work is concentrating on establishing electronic referrals to and then 8

9 discharges from the main English providers shown above. Further work is required to ensure appropriate linkage between the NHS and Local Government in support of the Digital Powys programme and the Community care Information system (CCIS) We will : - Pilot a Cross border Project - Complete Phase 1 of the Powys NWIS programme including Welsh Clinical portal including MTeD - Implement the CCIS - Support the National GP system replacement programme - Continued improvements with Welsh Clinical Communication gateway (WCCG) as secure communications between sectors (GP, Hospitals, Social care via CCIS) - Master Patient Index (MPI) notably its integration with the CCIS - Support further use of the Individual Health Record (IHR) - Implement PtHB element of the National desktop Video Conferencing (VC) for health (Microsoft Lync) - Support further use of My health On-line (MHOL) - Support the implementation of Case note tracking capability of the Myrddin system - Engage where appropriate with emerging national projects e.g. National Records project 9

10 5. Powys combined Public Sector ICT Strategy The Powys Local Service Board (LSB) is a partnership between Powys County Council, Powys teaching Health Board, Dyfed Powys Police and Powys Association of Voluntary Organisations (PAVO). Its aim is to improve the way the main public service organisations within Powys work together to tackle challenging issues, ensuring citizens receive better services. The Powys One Plan is the LSB strategic change plan that aims to transform service delivery at a local level based upon community needs. The Local Service Board recognises the requirement to focus on service user outcomes and as such will used the combined nature of the Local Service Board to maximize user experience and maximize efficiency through greater collaboration. 5.1 Powys ONE PLAN - Achieving the vision To achieve the vision of "Strong Communities in the Green Heart of Wales" The One Plan focus s on 5 strategic change Programmes (Healthy Lifestyles Programme to be added 2015) 5.1.1Integrated Health and Adult Social Care Older People will be supported to lead fulfilled lives within their communities Carers have a good sense of wellbeing and are able to fulfil the caring responsibilities they choose to do. Powys citizens will lead fuller and longer lives, be resilient, have good health and be more able to participate and contribute to their communities. 10

11 5.1.2Children and young people The needs of vulnerable children, babies and their families are identified as early as possible so that they can enjoy safe and fulfilled lives. Powys citizens will be supported and empowered to lead active and healthier lives Transforming learning and skills All children and young people are supported to achieve their full potential More young people in Powys will be in full time education, gainful employment or employment related training within the county Stronger, safer and economically viable communities Bringing people together in Powys so they feel that they matter. Belong and can contribute to their community. Improving passenger transport services to enable them to be affordable, accessible and efficient Financially balanced and fit for purpose public services Enabling joined up services for Powys citizens through public and third sector partnerships. The five objectives outlined above focus on our priorities for improvement, we will also be ensuring our day to day business continues to improve. Appendix Powys One Plan We will : - Prioritise One plan IS support - Support Health and Social Services with the implementation of the single national Community Care information system (CCIS) - Continue to develop on-line access to citizens - Support self-service through Web access - Support Community delivery via remote access to systems 11

12 5.2 Powys teaching Health Board (PtHB) Integrated medium term plan Primary Care is central to a range of health and social services provided to the local population. It acts as a first point of contact and as a gateway to other more specialist services and secondary care. Community Health Services cover a range of services funded by PtHB directly via its own Provider Services and other services under contract provided by the private and voluntary sector. In Powys, Primary Care and Community Health services have evolved over many years and although they have served the local population well, the current arrangements are unplanned and to an extent have not responded to changes in population demand. As a consequence the current service provision is inequitable across the County. The PtHB have agreed a strategic approach which will provide a framework for the delivery of future services across Powys over the next 10 years. The focus of the PtHB will be to achieve all national priorities, improve access to primary care and community services, develop partnership working, and expand patient and public engagement, whilst maintaining financial balance. 5,2,1 Strategic Delivery Model Despite investment in resources to change clinical practice and repatriate services, the pressures remain enormous on all health and social care services as volumes of activity have risen substantially, particularly in the acute sector. The level of this demand continues to place very severe pressure on the capacity and capability of local providers, and presents the PtHB with significant commissioning challenges. The PtHB will focus on strengthening its commissioning function to manage demand and to increase productivity of acute and specialist services but this will only be possible through substantially increasing the range of services and improving Primary Care, Social Care and Community Health Service performance. The overarching Health Board strategy emphasises the role of Primary Care and Community Health services in focusing on health and wellbeing, which includes: Promoting self-care; Investing in prevention and activities that promote health, independence and wellbeing, focusing on key risk factors such as smoking; Improving uptake of immunisation and screening programmes; Reducing health inequalities by ensuring that those with greatest need are targeted by working in partnership with Powys County Council and others to address the root causes of ill health; Developing incentives for commissioning for health and wellbeing by bringing together local partners. We will : - Support Health and Social Services with the implementation of the single national Community Care information system (CCIS) - Develop the Digital Powys programme of technology trials. - Continue to rollout WIFI - Support the delivery of EU funded Care Well project to deliver technology in support of integrated health and social care - Support the development and delivery of integrated Tele-health and tele-care services. - Support delivery of EU funded Mastermind Project to deliver remote access to clinical mental health services including on-line Cognitive Behavioural Therapy - Support the Single point of access to health and social services - Support the Virtual Ward services 12

13 5.2.2 IT Partnership and Digital Powys ICT Strategy In 2012 PtHB and PCC agreed a Section 33 agreement (NHS Wales Act 2006) that formally brought together the two organisations ICT functions and teams into a single management structure with a single strategic and operational approach. This model enables PtHB to implement a local integrated IT system across health and social care, including primary care, based on a common platform including incremental implementation of the NWIS strategy. Powys needs both organisations working together to make significant strategic change in the way that services are delivered and to support integration of health and social care provision and wider public sector support services. ICT is a key enabler to these strategic changes as well as a key component of current operational delivery of services. Digital Powys is about delivering a Virtual care service a hospital in Cyberspace A series of technology trials Digital Powys is a technology project focused on one or more of six initiatives each addressing a specific need and supported by slightly different existing and new technologies. These initiatives are: Knowing someone is there Face to face in your home Powys on-line No borders No more boundaries At my finger tips Within the life of this strategy we will review Digital Powys and look to re-align it with the One plan outcomes PCC and PtHB opportunity for sharing (Williams Report) Powys County Council (PCC) and Powys teaching Health Board (PtHB) are coming together within the footprint of Powys to deliver truly integrated primary, community and social care for adults and children, centred on the community with budgets devolved to the locality level and shifting resources to make this happen. These new seamless and integrated services will be readily accessible, and they will be built on a firm platform of community cohesion and engagement. The people of Powys will be supported in ways which will allow them to live and receive services in their communities, maximising their independence and giving them choice and control. New care pathways will result in the reduction in out-of-county placements, the prevention of escalation to higher cost care settings and the facilitation of faster step-down processes. PCC and PtHB are also committed to working together on back office and infrastructure services; these services are relatively invisible to the public, but efficiencies realised by working together will be re-deployed and invested in front line care and support services. The overall aim of the programme is to provide integrated, efficient, effective, seamless, sustainable, and cost effective services for the people of Powys. 13

14 In April 2013 the First Minister for Wales established the Commission on Public Service Governance and Delivery to examine public sector provision in Wales and to recommend changes. A Report was published in January 2014 known as The Williams report. This report proposes changes to the 22 Local Authorities rationalising them to 10 or 11 and aligning them where possible to health and other public sector footprints. For Powys, Williams went further and recommended a merger between Powys County Council and Powys teaching health board. Whatever the final position it is clear that the direction of travel is for greater integration of services between both organisations. We will : - Seek to establish a shared infrastructure between PCC and PtHB and NWIS - Identify and share opportunities e.g. share printer rationalisation - Respond to service re-commissioning opportunities using digital Powys as a test bed for these opportunities. - Review support services systems under the Powys One plan Organisation and partnership development programme with a view to standardisation and rationalisation of systems. 6. Service Requirements Operational ICT requirements are driven by existing service processes and procedures and new requirements generally documented within service business plans. These requirements are then reviewed as individual cases by ICT governance arrangements to ensure alignment with the ICT strategy, a sound business case and the application of project management to approved developments. The role of ICT Governance is to keep the focus on business needs, outcomes and benefits, ensuring that technology supports rather than defines the solution. Common themes across these requirements include: Web self-service (channel Shift) Mobile and flexible working and more electronic collaboration across partners Electronic secure sharing of data and improved use of data for business intelligence. Sharing national and regional opportunities Process change in support of the efficiencies agenda System replacement and business as usual More Multi site connectivity for PCC, PtHB and other LA s Greater Integration of information systems Better use of what we have by improved knowledge, communications and training on the capability of systems. A list of current service ICT initiatives is shown below: 14

15 A review of service strategies shows the following ICT related initiatives. Health Community Care Information System (CCIS) implementation Tele-health and tele-care Carewell EU Project Re-configuration of mental health services Mastermind EU project PtHB thin client for CHC Lync for Health National Academic Health Science Collaboration NISCHR support Virtual Ward rollout Mobile working Datex support People CCIS implementation CYPP flying start system Housing mobile working Housing paperless Powys Housing self service Youth service system replacement Mobile working Tele-health and tele-care Place Car permits Waste Public Protection system replacement end of life (Regional project UNO) Building control system replacement (Regional project UNO) Resources Pension self service Risk based verification Teachers Centre Income and awards process improvement Income and awards self service Schools unified Management information systems Cashless schools ICT schools strategy refresh Change and governance directorate Web mapping Consolidated joint service desk PtHB to hosted national Joint Business continuity plans Joint telephony solution 2003 server end of life upgrade 3 rd party contract review Business Intelligence 15

16 6.2 Education (PCC schools service and Schools ICT) The need to improve the varied and often complex ICT requirements in education prompted the need for a separate ICT strategy for Schools. Investment of ICT in Education over the past years has been reactive to the funding opportunities that have arisen. This has resulted in a patchwork of ICT across Powys Schools with various infrastructures, applications and standards being applied. The 2009 and 2011 strategy through formal ICT governance for schools has meant it is becoming clearer who is responsible for what ICT between the PCC Schools service and the schools and their ICT technicians. The ICT schools strategy was published in 2010 and provides for today's learning environment needs with the rapid growth in quality and availability of Internet resources and communication services, and the widening array of home and portable computing devices. PCC as part of its ESTYN plan have collaborated with Ceredigion through its accountability framework of improvements. This has seen the introduction of the Ceredigion hosted Teacher Centre system and the removal of the legacy Intergres system from primary schools. Recently as part of the Welsh government learning in Digital Wales grant (Llidw), Internet bandwidth have been improved in almost all Powys schools, improved access, service reliability and support for personal devices have also been addressed. Teachers and learners need to be able to access relevant information systems and communications services from anywhere with a network connection, using whatever device they have available. The expectations of online services provided by schools are growing rapidly, becoming more sophisticated and require more system integration. The ICT schools strategy provides: - a framework for reaching agreement on priorities and aligning resources (governance) - Delivering adequate Continued Professional Development and curriculum support - Meeting revenue cost of network bandwidth to schools - Opening up access to and from school networks yet still achieving appropriate levels of safety and security - Achieving a step change in services delivered by school websites - Delivering appropriate technical support - Safeguarding to ensure that children and young people are ensured a safe learning in School and home environments, and that information about them is managed in a safe and secure manner There has been a significant change in ICT for schools and the current Schools ICT Strategy will need updating to reflect this and the future requirements We will support Schools and the schools service with: - The review and update of the ICT schools strategy in line with national applications and support - Further rollout of teacher centre - A move towards consolidated / integrated School MIS systems - Develop a sustainable support capability for schools - Support the provision of cashless systems to schools 16

17 6.3 Support services Customer Services Powys aim is to make it easier for customers to access its services. This means customers having a choice about when, where and how they contact us and not needing to be an expert in our organisations or process. We have and will continue to re-design our access points and service delivery processes based on what the customer actually needs, sharing resources and eliminating waste in the system wherever possible. If we do this correctly we will improve the customer service and experience as efficiently as possible. Customer focus Shared resources = Elimination of waste Service Up Cost down WEB / Channel shift The draft PCC WEB strategy (Dec 2014) sets out 2 aims for the development of the Corporate Website: 1. Communicate key messages to the public 2. Be the easiest method of accessing services (self-service) and information The draft plan provides for improved self-service by a focus on high volume face to face and telephony transactions, the desirability and ability for the service to become self-service and the ability of our population to self-serve. PtHB do not have a WEB strategy. As a result PtHB WEB has not progressed further than providing basis information and the latest news. During the life of this ICT strategy a PtHB Web strategy or (if appropriate) a combined WEB strategy will be considered. We will : - Provide support for web infrastructure - Support Web development and integration focussed on high volume face to face and telephony transactions. - Support lean thinking projects where services are re-designed from the customer perspective. - Take advantage of regional and national Web initiatives - We will understand Pthb web requirements and produce a PtHB Web strategy or a combined PCC / PtHB Web strategy (if appropriate) Business Support services (PCC) Support Services are key to enabling service areas to function in an efficient manner. Underpinning these services are corporate systems. 17

18 PCC use locally hosted Midland TRENT system for HR and payroll. Currently there is a drive is for improvement in management, staff and HR efficiency through BPR and ICT enabled process improvement. A fit for purpose Financial Management System is critical for the ongoing financial planning, recording, monitoring, forecasting and reporting of the council s activities. The system is a fundamental tool in providing management and statutory financial information including the production of the audited final accounts. The Finance Management system for the Council is locally hosted and currently provided by Advanced Business Solutions (ABS, formerly CEDAR) Business Support Services (PtHB) In respect of support services PtHB has already integrated its back office services through the NHS shared services. This uses Oracle Financials, Oracle procurement and ESR which are owned locally but managed on a national basis through the shared service arrangement. This allows the healthcare sector in Wales to compare common information, a unique ability for the public sector in Wales and presents a possible future platform for integrating back office functions across Wales. PtHB will continue to support the rollout of these national e-systems Organisation and partnership development The Organisation and partnership development programme of the Powys One plan seeks to maximise capacity and efficiency of support services (property service, Customer services (including joint self-service), Finance service, HR service, payroll service, Audit Service, training, communications service, programme management and Legal services) for the partnership in pursuance of the Williams report recommendations for PCC and PtHB We will : - Maintain TRENT, EFIN, ROCC and EPROC whilst supporting a Powys shared services model as defined by the Powys ONE PLAN. - Review existing Corporate systems during life of this strategy - Support PtHB with the further rollout of E-systems 7. Regulatory pressures (PCC and PtHB) There are currently two significant external regulatory influences on the ICT strategy: Wales Audit Office reports Security code of connection Wales audit office reports: Over the past three years the WAO have conducted a number of assessments relating to ICT that recommended significant changes to the way ICT is managed and used. PCC and PtHB have responded to these short comings through the delivery of the 2009 and then 2011 ICT strategy. The WAO 2013 report provides: 18

19 We found evidence of sustain progress, improvement and innovative use of technology, because: The Council has a section 33 agreement with PtLHB and the new arrangements are delivering improvements to both organisations. The NHS Wales Informatics Service (NWIS) programme has progressed and technology is supporting innovative integrated Health and Social Care services, but issues regarding the timely delivery of joint NWIS projects remain. ICT funding arrangements ensure that the infrastructure is sustainable and able to meet future needs and printer rationalisation is progressing, but there has been limited progress at rationalising the number of ICT applications. The Council is progressing the use of different customer access channels but has made limited progress in developing its use of performance information for the different customer access channels. What this shows is a significant shift from the major risks identified in the 2009 strategy and the need to significantly improve through investment. PCC and PtHB cannot become complacent and will need to continually invest in ICT in order to maintain these standards and to further enhance ICT as an enabler for service improvement and efficiency. Government code of connection Powys County Council has since 30 th September 2009 has, through accreditation, been connected to the Government Secure network (GCSx). This has enabled secure connectivity between government departments, local authorities, the NHS, Police, Criminal Justice and others. The Department of Work and Pensions is the lead body for the development of this GCSx network enabling local government to work more easily with other government departments and agencies that are already part of a community of trust. for example the Government Secure Intranet for central government departments, the Criminal Justice Extranet for the police and criminal justice and the network for the NHS. These are very important benefits for the Council, but, importantly, we have no choice if we wish to continue to connect to these networks. The rules for compliance are set by the Communications Electronics Security Group, the Information Assurance arm of GCHQ, and consist of 93 compliance rules. PCC are assessed each year as part of the code of connection audit PtHB are awaiting its code of connection (Dec 2014) Alignment of the code of connections will be essential for progressing IT integration between PCC and PtHB We will : - Respond to actions identified in the PCC annual code of connection assessment - Review PCC and PtHB security to bringing security policies and processes together where appropriate. 19 We will : - Respond to actions identified in the PCC annual code of connection assessment - Review PCC and PtHB security to bringing security policies and processes We will together : where appropriate. - Respond to actions identified in the PCC annual code of connection assessment - Review We PCC will : and PtHB security to bringing security policies and processes together - Respond where to appropriate. actions identified in the PCC annual code of connection assessment

20 8. ICT Governance (PCC and PtHB) The primary function for ICT governance is to make strategic decisions in line with corporate aims and objectives about ICT development by: - defining it in the ICT strategy - managing project delivery, - supporting services in the management of change - managing benefits delivery ICT Governance also ensures that ICT is managed by the business not the ICT department by: - Being responsible for overall ICT budget setting & resource allocation. To agree and manage the split between resources for business as usual and new developments. - Managing conflicting requirements for ICT funds to agree investment priorities and cost controls - Leading & gate-keeping ICT investments and developments based on valid business cases - Definition of and Conformance with ICT policies and standards - Legislative compliance - Skills and professional development for all ICT staff and users - Procurement - Asset management - Audit and policing - Service level definition and management - Communication to the business of strategy, plans, progress and benefits The 2009 ICT strategy provided for the introduction of ICT governance arrangements for Powys County Council. An ICT strategic governance board and ICT operational board were setup to support the corporate management of ICT resources. The role of ICT governance is crucial in any organisation and as such it should be examined and consolidated to ensure, not only that the ICT strategy is fit for purpose, but also that it is delivered and taken on by the business as a matter of priority. The ICT governance arrangements in Powys County Council have evolved to represent the operating model of the Council with directorates taking ICT Governance responsibility under the management team. As the organisation evolves further, work is now required to ensure ICT Governance remains appropriate. To this end a review and re-establishment of the ICT operational governance group and process is required. In PtHB Executive responsibility for ICT sits with the Executive Director of Finance. Further work is required to join the information board and the ICT programme boards. In addition consideration should be given to joint ICT governance as service integration progresses. We will : - Align PtHB ICT Governance to the Information board. - Re-create ICT Operational Governance for PCC - Consider a joint ICT governance capability for both PCC and PtHB 20

21 9. Skills and Resources The ICT Skills utilisation project completed in June 2014 and PCC ICT resources is now under single management. This is the first time since Powys County Council came into existence in 1996 that this has existed and provides the platform for improved efficiency through the adoption of ITIL process and procedures to provide: A consistent service across all business areas Removal of duplication of service provision where current groups overlap Removal of gaps in service where current groups do not overlap Maximize the use of current skills by improved coordinated management of resources Have a single plan for ICT with priority managed by ICT governance Have better visibility and accountability of ICT performance and improved performance management through a single set of agreed measures Have single processes for business access to IS service, projects and procurement. Have improved business liaison with better access to joined up resources Enable cost savings through the better use of skills and resources Improve standards by focused skill development. Key to the delivery of this strategy is to maintain an appropriately skilled and motivated workforce. To support this the current workforce development plan will require review and aligned to the requirements of this strategy. PCC and PtHB have since July 2012 operated under a s.33 NHS (Wales) Act 2006 partnership agreement for ICT services. This has meant a pooled budget, pooled resources and a common set of objectives for both organisations ICT requirements. Whilst looking to maximise the synergy created by a joint ICT service it is clear that to provide a standard level of service to both organisations further investment is needed by PtHB. To date PtHB service provision is supported by 6 people (plus 2 project / programme resources). Recently in order to maintain service levels a further 2 FTE s have been funded on a temporary basis until 31 st March In order to support the provision of an integrated service as further investment is required. For 2015/16 consolidation of the temporary additional 2 FTE s is required. In addition funding has been sought from NISCHR that would equate to a further 2 FTE s. It is also proposed that specialist clinical technical role supporting clinical systems is created. PtHB has a complex situation linking to a variety of remote systems (not just radiology but audiology, endoscopy, dental etc.) in other organisations. This makes the situation even more complex for PtHB than most other Health Boards as they host their own systems. As services such as Radiology interconnect into ICT evermore it does mean the failure of such ICT connections directly impacts on patient care throughout the service. A specialist technical role would assist in supporting this key area. 21

22 10. Funding In 2009 PCC provided funding ( 3.8M Capital and 694k Revenue) in order to improve ICT in the Council in accordance with the ICT strategy As at 30 th September 2014 strategy PCC had spent 2.8M capital and is committed to spend the remainder in pipeline projects for Telephony and 2003 server upgrade during PCC ICT has delivered its corporate savings targets for 2011, 2012, 2013 and 2014 and have plans for Since 2011 some 2 M have been removed from the ICT budget. Where savings have been made over and above these we have re-invested the surplus into new ICT initiatives sanctioned by ICT strategic governance. PtHB recognises that it needs to invest more in ICT. The current PtHB ICT cost centres have been well managed over the previous number of years containing costs within allocated funding although no savings target has been applied for 5 years. Full costing will be provided during 2015 / 2016 for 2016/17 and 2017/18. For 2015/16 the following major projects will start: Community Care Information system. (CCIS) (Implementation project) The CCIS system will be built on national infrastructure and hosted in a national data centre Under the once for Wales approach. This is funded for all health and social care by Welsh Government as is an all wales software license to use the new system. Local costs will include the cost of change (project costs etc.), user device costs and on-going support both supplier and local resources. Both PCC and PtHB have committed to implementing the CCIS jointly. For PCC a reserve of 750k has been put aside to support the PCC implementation of this national system. To include any devises and project costs. Existing support costs for the DRIAG system will need to transfer to support the new system. It is unclear at this time if these will be sufficient for the new system or if support costs will overlap due to any parallel running requirements. For PtHB 300k capital has been secured to support provision of end user devices. In addition funds will be required in 2015/16 to support the PtHB implementation of the system, and any on-going support costs supplier and local resources. Telephony replacement A business case for the replacement of PCC and PtHB telephony services has been created and dependent on the approved options a telephony replacement project will commence. The solution is looking to support Microsoft Lync whilst providing a modern fit for purpose 22

23 Telephony system utilising cloud technology. For PCC this also can provide a cost saving on the cost of the current varied infrastructure. For PCC ICT strategy funding is available for this project. For PtHB Est 250k is required for the new system. PtHB ICT infrastructure maintenance WIFI failover / PC refresh / Server refresh - Est 50k PCC ICT infrastructure maintenance It should be noted that during the life of this strategy the following significant contracts will be reviewed for both PCC and PtHB although these may not be at the same time: (both PCC and PtHB) Microsoft enterprise (both PCC and PtHB) PSBA (PCC and PtHB, NWIS manage the review for PtHB) The NHS recommends that the proportion of the NHS budget spent on local IT is 2% of total capital and revenue. PtHB spends 0.4%, one of the lowest in Wales, representing a significant shortfall. During 2015/16 projects within this strategy for 2016/17 and 2017/18 will be costed up as they are brought forward for commissioning. 11. Summary The 2009 and 2011 ICT strategies both have made a significant impact in improving Trust: Building confidence within the Council and PtHB in the reliability of ICT infrastructure and support and reducing information security risks. Speed: Using ICT to enable faster access to the right information to reduce end to end service delivery time for customers, speed up internal work processes for employees and reduce the time it takes to access information for management decision making. Waste elimination: Efficiency savings through removing waste. Analysing the way that work is done and re-designing the process based on delivering what the customer needs and eliminating work and errors that adds. Improvement does not automatically require ICT, but ICT is typically a vital enabler of an effective and efficient process. This ICT strategy looks to further strengthen this. Business aims and needs will be influenced by and responded to through the ICT Governance process. They will then be interpreted into specific programmes and projects which can deliver ICT enabled benefit. The key areas for delivering benefit are ICT to enable improved personal productivity and ICT enabled business processes (systems & applications). To deliver this we need a strong foundation of ICT infrastructure, support, security, and business continuity and supplier management. This and previous strategies have sought improvements in all of these areas and progress is shown graphically by the following diagrams. 23

24 Transformation Primary & Community services strategic delivery programme + shire model ICT strategy programme 2011 Customer / Business needs Operational needs Service line reporting / performance management + balanced budget Governance - ICT strategy development & alignment NWIS / LHB / PCC Shared ICT Roles & responsibilities New Governance process Personal productivity NADEX Multi-Site Working Business benefits Shared applications Paperless Powys Appointments / Scheduling Reporting Business benefits More shared solutions Local applications Health and Social Care NWIS app. portfolio DRIAG PCC Schools Housing Libraries LLPG Infrastructure & support Single service process, Data Centre, PSBA Security, standards & business continuity Supplier management 24