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The Modernisation Agency and National Programme for IT Merging Traffic

The Modernisation Agency and National Programme for IT Merging Traffic. Mark Outhwaite MA lead for NPfIT. The Internet and the Dynamo. The digital business is more than computers. IT Capital (10%). Technological components (15%).

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The Modernisation Agency and National Programme for IT Merging Traffic

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  1. The Modernisation AgencyandNational Programme for ITMerging Traffic Mark Outhwaite MA lead for NPfIT

  2. The Internet and the Dynamo

  3. The digital business is more than computers IT Capital (10%) Technological components (15%) Organisational Assets (75%) including human capital, business processes, culture Image by Ralph Clevenger

  4. Typical Cost Structure of an ERP Suite

  5. Which Perspective? An IT programme underpinned by change management as part of implementation? Or A service modernisation programme in which IT is a critical enabler?

  6. Seven Practices of Digital Organisations • Move from analog to real-time digital business processes • Distribute decision-rights • Foster open information flow and access • Link incentives to performance • Maintain and communicate goals • Hire the best people • Continually invest in human capital Erik Brynjolfsson Centre for ebusiness@MIT http://ebusiness.mit.edu

  7. The synergy between investment in organisational capability and IT Erik Brynjolfsson Centre for ebusiness@MIT http://ebusiness.mit.edu

  8. The synergy between investment in organisational capability and IT Erik Brynjolfsson Centre for ebusiness@MIT http://ebusiness.mit.edu

  9. People Process Realising the full synergy of people, process and IT - pushing the boundaries of the possible Technology Process Moving from working with people and process with a ‘touch’ of IT People Technology Building technology into modernisation

  10. Roles of NPfIT, MA and StHAs • NPfIT will specify, procure and deliver the new IT capability • In developing that capability MA and StHAs need to ensure that NPfIT delivers capability with the real potential to support service modernisation if not transformation • StHAs and their constituent Trusts, in partnership with suppliers and supported by the MA, will implement the new capabilities locally and realise the full potential in terms of benefits to patients, staff and the service

  11. Some key principles of MA engagement • MA response to NPfIT • should be responsive to the needs and priorities of StHAs and their local health communities and codified within SLAs, • aligned with NPfIT priorities • developed in partnership with StHAs, NPfIT, DoH (IPU) and NHSIA using synergies and resources effectively • should be seen as a cross cutting theme that integrates with and builds on other MA programme areas • draws from and builds on the experience of MA Service Improvement best practice together with evidence and practice from elsewhere • consistent with the performance management frameworks that govern the NPfIT

  12. Where are we now? • This is not a green field - MA already develops and delivers substantial process review, redesign and change management support through a wide range of targeted programmes • MA already refocusing multiple programme strands around StHA Partnership Agreements to provide a more coherent approach driven by local priorities • Hospital Improvement Programme (HIP) will be critical to developing the redesign and change capability to support local NPfIT implementation

  13. What are the early steps? • Work with StHAs to identify their support needs and MA role in delivering capability to meet those needs • Develop generic benefits ‘knowledge base’ • links evidence, metrics, change management techniques • a common methodology for demonstrating and accounting for benefits for patients, clinicians and the service • Ensure effective input into NDA to ensure processes are ‘conformant’ with emerging best practice • Establish ‘Discovery and Design’ cell at MA to begin programme and module research and design for MA and StHA teams. Most effort will be focused on modifying existing programmes

  14. StHAs detailed baseline assessment of readiness, capability, resource requirements and priorities in order to inform MA support priorities Evaluate LDPs and LEBIPs - how much will they really tell us about readiness, capability gaps and support needs? do we use a common methodology such as Transformation Mapping, CIOs’ readiness tool or modified e-BAT to drive a more coherent assessment? Preparing for e-booking as ‘vanguard’ programme all patients offered booking and choice by end of 2005 critical programme which will either blaze the trail for the rest of NPfIT or create substantial anti-bodies. Not about scaling up of pilots but a major industrial strength change challenge key learning opportunity for rest of NPfIT implementation Early issues

  15. Issues for Informatics Community • Develop awareness of local Modernisation agenda • Gain access to MA service improvement and change management development opportunities • Integrate informatics capabilities into local service improvement ‘teams’ • Work with Modernisation leads to manage merging the traffic of e-booking and ICRS implementation with HIP and Primary Care Improvement programmes • Develop the role of LSPs and their sub-contractors in change management and benefits realisation - the need for supplier induction

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