HBL ICT Shared Services. Annual Report 2016/17

Transcription

1 HBL ICT Shared Services Annual Report 2016/17 1

2 Welcome... from Phil Turnock On a positive note, this year has demonstrated that we have the resilience and resolve to collectively work through these challenges whilst still delivering our core digital strategies which we set-out with at the start of the year. I have great pleasure in completing this, our second report at the end of a year which has focused on delivering a capital investment programme to transform our ageing core infrastructure from fragile to agile, so that it is not only fit for purpose for the demands of now, but scalable to deliver the digital strategies for the HBL ICT Partnership and potentially those of the two STP s in which HBL ICT are included. The 3m investment programme includes the commissioning of a new Data Centre solution across two resilient sites. The Data Centre has growth capacity in its design to provide a platform to generate new business opportunities for the HBL Partnership, and thereby offers opportunity of reducing the cost of IT services to our six partner organisations. The realisation of the new investment has not come without its challenges and costs. During the year we have experienced a number of major incidents due to legacy infrastructure struggling to cope with the increasing demands of the service, and many components not being fit for purpose. This in turn has taken its toll on the service, to the relationships with our six partner organisations, and to staff morale within HBLICT. This year all ICT Services within the NHS and indeed the IT industry has had to deal with and manage the ever increasing cyber security threats which are very much an everyday aspect of ICT service provision. It has been recognised and appreciated by our partners that we have been very successful in managing and protecting the HBL service against these national threats due to our internal defences, the skill of our staff and the investments we have made. Finally, I would like to personally thank our staff, partners and stakeholders who have contributed to transitioning through this challenging year, in which we have successfully overcome the problems that we have been faced with and we have now laid the foundations to transform the ICT service for the future. Yours sincerely Phil Turnock ICT Shared Services Director 2

3 Table of Contents 1) Our Organisa%on 2) Our Vision & Our Strategic Principles 3) Defining the HBL ICT Culture 4) Our Finances at a Glance 2016/17 5) Our Opera%ng Model 6) Resilient Data Centre Services 7) Focus on Technology 8) Cyber Security & Data Protec%on 9) Managing your Primary Care IT 10) Engaging with our Regional STPs 11) A Year in Numbers 12) Our Unique Selling Point 3

4 Our Organisation HBL ICT Shared Services was established to provide comprehensive ICT services to six partner organisations, with all partner organisations having an equal say in the strategic direction of the ICT service. HBL ICT is not a legal entity and therefore is hosted by East & North Herts CCG who in turn are one of the six partnering organisations. We are a self-funding organisation with an operational turnover of circa 10m per annum, which is derived from income from six partner organisations, plus other NHS clients within the local health economy of Hertfordshire & Bedfordshire. HBL ICT fosters an ITIL compliant organisational structure designed to ensure that services meet our partner organisations expectation from an operational delivery perspective, whilst providing industry expertise to design and deliver new services and solutions to meet their digital strategic ambitions. All clients of HBL ICT Shared Services have individual comprehensive service level agreements detailing the specific ICT contractual relationship with our clients, this includes a financial schedule of charges for the fiscal year. Inclusive of the service level agreement are service schedules which detail the specific services being provided through the service level agreement and the agreed service performance outcomes of the agreement. 4

5 Our Vision. To become the ICT provider of choice, by delivering without boundaries, cost effective, cohesive and innovative solutions that improve patient outcomes. Our Strategic Principles IT Just Works I. Patient outcomes at the centre of strategic decisions II. Promote a consumer like experience III. Promote equality throughout the partnership IV. Create an environment that encourages innovation V. Be socially aware and mindful of the impact of technology can have on our environment. VI. Provide an environment that ensures information is easily accessible to meet the demands of healthcare provision 5

6 Deining the HBL ICT Culture Key to the success of the HBL ICT Partnership is to define its ability to work with the partner organisations and to be more aligned to their organisation culture. To achieve this, HBL ICT is focusing on eight key areas in which it will change its approach to support partnership working. The cultural change will be an iterative process built on the concept of continual service improvement and underpinned by our values. 1. Strategic Alignment: We are working towards the development of a unified digital strategy across the partnership this will ensure that we are working to a common goal and ICT business objectives. 2. Knowledge Sharing: Horizon scanning across the IT industry is fundamental to developing and accessing technological development opportunities. Over the past two years, HBL ICT has built up excellent strategic partnerships with 3 rd party supplier organisations including: Microsoft, Cisco and ANS. 3. Service Standards: We are focusing on governance and compliance within the whole of HBL ICT and building a framework for GDPR compliance. Longer term, our ambition is to seek accreditation for Security (ISO27001) 4. Cultural Change: Building on our values and strategic principles, we are going to engage on a cultural change programme in which we are establishing a small focus group made up from representation from all the HBL ICT functional areas, plus with delegation from representatives from our two Provider Partners. Fostering a can-do attitude. 5. Innovation: HBL ICT will introduce two Solutions Architects roles to work alongside our Technical Architect. This team will work closely with clinicians and support staff to garner a better understanding of workflow within their respective roles and recommend innovative technology to improve efficiencies. 6. Relationship Management: Redefining and embedding relationship management into our partner organisations so that we can understand the operational needs of the Providers and the pressured environment in which they deliver services. 7. Staff Development: Linking with appraisals and personal development plans, we will ensure that our staff have the right recipe of skills and capabilities to deliver services and innovate for the future 8. HBL ICT Values - As part of this review, we in HBL ICT have defined six key values which we will introduce into the partnership for which our staff will aspire to and be measured against. 6

7 Our Finances at a Glance 2016/17 During 2016/17, HBL ICT achieved a financial breakeven point and thereby hitting the control total as defined by the Partnership Board, which included the 2% national efficiency target. Due to the capital investment programme, HBL ICT had an increase on operating costs of 546k which has been absorbed by ridged financial and operational controls therefore retaining income streams from the Partnership at the same level of 2015/16. The additional operating costs were for: Capital asset depreciation and for the migration costs for NHSMail 2 (unarchiving of Enterprise Vault for circa 10,000 accounts) Therefore in real terms, HBL ICT Shared Services delivered 9% in cost efficiencies to the Partnership, which equates to 7% above the national efficiency target. 7

8 Our Operating Model Headlines Comprehensive, ITIL 365 Days Support Model Extended Service Desk Support Hours, outside core hours All service events managed at the most appropriate level Rapid Response Service for Severity 2 Incidents Integrated Business Change & Business Analyst services Responsive Registra%on and Applica%on Support service Specialised IT Procurement service 8

9 Resilient Data Centre Services The existing two infrastructure hubs which were located at Waverley Road, St. Albans and Parkway, Welwyn Garden City have been replaced by two new Data Centres located at Charter House and in Cody Park, Farnborough. The new data centre solution is load balanced in its design which means that services will be equally divided between the two sites but each data centre has the capability and capacity to fail-over and host the full service if required. New Charter House Data Centre The new Data Centre at Charter House is a highly resilient solution with contingency for loss of power to the building, loss of cooling and any power interruptions. Its secure location is protected from fire, with further resilience in the form of a back-up generator capable of taking the full data centre load for 72 hours with continuous fuel. The data centre is modular in its design which means that it can be expanded upon to meet the demands of the services. The data centre benefits from adiabatic air condition crack units which are more efficient in that they maximise the use of ambient temperatures making them more environment friendly. New Farnborough Data Centre The current infrastructure hub at Waverley Road has been replaced with new infrastructure technology hosted in a Crown Hosting Data Centre in Cody Park, Farnborough. This commercial Data Centre boasts the highest security rated facility. It hosts a large number of Government, NHS and other public sector organisations and the facility is procured on a power consumption based operating model. This new Data Centre facility provides the partnership with a highly secure and flexible solution which complements the new onpremises Data Centre at Charter House. Robust Disaster Recovery A key feature of the new Data Centre solution is to provide high availability and resilience which will be achieved by dual network connectivity via 10gb network links. Further to this, we are introducing new data replication software (Zerto) for all our virtual compute infrastructure, this means that we are be able to provision services at pace and at scale for greater agility, plus failover between each data centre will be in minutes resulting in increased service availability uptime. A further exciting feature of the replication software means that HBL will be able to leverage its Data Centre service to offer Disaster Recovery as a Service (DRaaS) to other NHS organisations within the combined Hertfordshire and Bedfordshire STPs. 9

10 Focus on Technology Innovation is at the forefront of the HBL ICT digital strategy and working in partnership with our IT colleagues within the partnership, the ICT Strategic Steering Group are in the process of developing the following programme of works for 2017/18, which can be realised from the foundation of our highly secure Data Centre service. We are now on an exciting customer journey to deliver technical strategies and solutions that will enable our clinicians on the front line. Technology Foundations HBL ICT has invested in a new technical reference architecture which will be the core of its infrastructure. The new converged technology brings together compute, storage and virtualisation software into a single integrated platform, and will be enable the provision of services at scale and pace meeting the industry standards. Resilience has been at the forefront for the design, and for this reason, the technology is metro-clustered with copies of the data replicated in each data centre. Readiness for HSCN (N3 Replacement) HBL ICT is leading the collaborative procurement activity for the BLMK STP to manage the selection of a framework supplier from which to procure HSCN services, these will replace the legacy N3 services into the HBL ICT COIN together with the 249 GP Practices across Hertfordshire and Bedfordshire. We have now completed a programme of work to upgrade our HBL ICT COIN (Community of Interest Network) to a more resilient network service which was on the critical path for the pending migration to HSCN. 10

11 Cyber Security & Data Protection Cyber Security We in HBL ICT proactively manage the constant threat of cyber security to our environment, which includes adherence to the 10 steps cyber security. The WannaCry ransomware attack demonstrated that no one is immune from cyber crime and a single attack can have wide reaching global implications across all sectors. As a public facing NHS ICT Service Provider hosting critical infrastructure it has never been more important to have robust cyber controls and defences in place. To this end, we in HBL ICT have established a strong Governance function that will police and proactively manage our defences to cyber crime through: Employee education and awareness Physical network and firewall management Identity & access controls Proactive patching In addition, working with colleagues in neighbouring NHS Organisations within the STPs, we have developed a comprehensive framework for managing security and cyber related incidents, focusing on four distinct phases of the event life-cycle. General Data Protection Regulation 2018 Working with our Partner organisations, HBL ICT are currently in the process of planning for the new General Data Protection Regulations which will come into force on the 25th May 2018, replacing the Data Protection Act of We have developed a comprehensive action plan to enable us to prepare for each of the 12 steps as set-out by the ICO (Information Commissioners Office) to facilitate our collective compliance to the new regulation. An intrinsic aspect of this will be the introduction of a Data Protection Officer who will be responsible for ensuring our compliance to the new regulation as a data processor and respective interfaces with our Partner organisations Data Controllers. The new DPO role includes the development of prescriptive privacy notices, system data protection impact assessments, and resolution of any data breaches. 11

12 Managing your Primary Care IT Facilitate the development and implementation of digital technology capable of supporting and enabling new models of care Ensure local digital primary care services can respond to service and organisational change and can enable innovation. Our Primary Care ICT Team manages GP IT services on behalf of Herts, Beds and Luton CCGs, delivering high quality core and mandated GP IT services. We provide:- Reliable, responsive and efficient IT systems, support services and equipment Effective support to utilise national strategic systems and applications, including Summary Care Record, NHS e-referrals System, Electronic Prescription Service, GP2GP and Patient Online Services GP clinical system support, including training, configuration and utilisation Management of GP clinical system moves and mergers During , the team was actively involved in supporting the development of Local Digital Roadmaps, demonstrating how a health and social care economy moves towards paperless at the point of care by 2020 and delivers efficiency and quality improvements through technology. Operating paper-free at the point of care is about ensuring health and care professionals have access to digital information that is more comprehensive, more timely and of better quality, both within and across care settings. To achieve the paperless at the point of care objective, the team has put in place a digital capabilities delivery plan, aligning all primary care activity to the universal capabilities that underpin the roadmap ambition. The team also provides guidance and expertise to CCGs on investment in enhanced primary care IT services. These services are developed and agreed locally to support commissioners to: Deliver Local Digital Roadmaps (LDRs) and Sustainability and Transformation 12

13 Engaging with Our Regional STP s HBL ICT are in the enviable position of having influence over two STP footprints as they provide ICT services to a number of partner organisations across Hertfordshire and Bedfordshire. Increased use of technology is seen as a critical enabler to provide service transformation and is crucial to deliver both the clinical and financial benefits to the NHS system. HBL ICT are actively engaged within the Bedfordshire, Luton & Milton Keynes (BLMK) and the Hertfordshire & West Essex STP and provide a number of services across our service portfolio Programme Management Project Management Business Change Technical Services Procurement Services Primary Care Utilisation We are engaged with a review of the existing services and have already developed a work programme within BLMK which will provide immediate patient benefit with tactical work streams. An example is the implementation of EHR Core into the three acute trusts within the footprint which provided acute care with read only access to the full SystmOne patient record when patients present. The utilisation of existing systems is also key to allow the health and social care system to gain benefits from technology being used by partners across the geographical area. For example, the use of Summary Care Record to provide high level information for patients who attend urgent care settings. In addition, within both STP s we are an inclusive part of the infrastructure provision work-streams and subsequently leading on a number of key initiatives working closely with our ICT colleagues in other NHS organisations. These initiatives includes the development of an integrated wifi service, and leading the joint procurement of the new HSCN service which will provide the foundation for integrated working across the STP s that will enable our clinicians to work across existing NHS and local Authority boundaries. The strategic vision of the STP, from a digital perspective, is to provide health and social care professionals with an infrastructure that enables access to a shared patient record at the point of contact. 13

14 A year in numbers During the year we have been busy managing services for our partners, with the following giving a broad representation of that: Our Customer Services team managed over 57,700 telephone contacts & 22,200 s Our Partners have sent & received over 11.4 million s We manage in excess of 17,800 NHS Smartcards Our Procurement team managed over 1,400 ICT orders and led ICT tenders in excess of 1.6m in value We store over 65 Terabytes of data for our Partners We manage over 11,000 connected devices We successfully blocked over 278,000 viruses /malware infections from attacking our network We successfully delivered 130 projects We delivered 1,737 training sessions to our customers We managed 345 Business Change requests for clinical systems 14

15 Our Unique Selling Point We in HBL ICT Shared Services are working hard to define an ICT Service Portfolio that meets the demands of our Partners across Hertfordshire, Bedfordshire and Luton, working with strategic suppliers within the industry, which collectively makes our unique recipe for ICT Services. We have the understanding and knowledge of IT systems in context of the health & social care industry, operating within an NHS organisation. We believe that we understand your business and will bring information to the hands of those that need it at the point at which they need it. This reflects the change that all of our health customers are facing, the change in technology from fixed devices to mobile, the ability to take in large amounts of data, make sense of it and utilise it to good effect on safe excellent healthcare for patients. Additionally, the ability to use that data to pro-actively manage the services provided is the key to the future. We anticipate that it will only be successful by standing alongside our customers facing these challenges; together will we be successful in our chosen market. We understand cost pressures and have demonstrated our own ability to deal with them and the drive to improve productivity whilst maintaining and indeed, improving service offers to our partners. We believe that puts us in the position of having the ability to support our clients effectively. 15