The Newcastle Programme Presenter: André Snoxall, Programme Director

1. The Newcastle Programme Presenter: André Snoxall, Programme Director

2. Our Programme • Engage Trust leadership to review and overhaul the following processes: • Management and treatment of patients in A&E • Admission, discharge and transfer of patients • Booking, scheduling and management of out-patients • Management of waiting lists • Ordering of investigations • Review of results • Prescribing of inpatient medications • Administration of medications to patients • In doing so; develop a single, central, patient record that will replace the existing paper records • Use the Cerner Millennium™ suite of computer applications as core tool and a catalyst for change

3. Our Objectives • Better, safer, more effective patient care • Better patient experience • Less stressed, more innovative, happier and more effective staff • Improved value for money through less low-value effort • Less paper, less security risks, less lost records, better understanding of cause and effect for continuous improvement • A single, well understood, source of patient-centric information to support our care providers

4. What We Were NOT Planning To DO • Become pariahs to the National Programme • Ignore the lessons learned by others • Reinvent any wheels • Solve all the Trust’s IM and process problems in one fell swoop • Drive or manage process change

5. The Team • Our Chief Executive • Clinical Leaders • Programme Nurses • Programme Manager • Extensive experience in the NZ and US markets • Ex Lab Manager, Quality and Risk Manager and CIO • UPMC • A major US healthcare system • Nearly 40 hospitals • Cerner • Experienced in the UK market • High calibre consultants • Connecting for Health

6. The Challenges • UK vs the US • They don’t do waiting lists in the US • Clinical practice is not vastly different • Project management • If you don’t know where your going then no one can blame you when you don’t get there • However….. FTP = PTF • Strategy and tactics need to be defined and understood before you start • Getting PIDs was like pulling teeth • Good quality Boards are essential • Management engagement and ownership

7. Progress • Our Chief Executive, Executive Team, Directorate Managers, and Clinical Directors own this programme • Our approach now to challenges thrown up by: The Cerner Way Vs Our Current Way has changed • Accountability is becoming far better understood • The terms “Informatics Professional” and “Process change” now have real meaning to our managers • The eRecord team are providing the leadership that the IM&T and Estates Departments needed to deliver on such a major programme (allowing their managers to keep the other wheels turning in a large Trust)

8. Some Observations Regarding Cerner • Cerner is a software company • Not a management consultancy • Not a business process engineering • Not a change management consultancy • Their approach reflects this • Millennium is a large, complex, and comprehensive toolset • In my view Millennium is not significantly better or worse than many of the other offerings in the market • Assume that it has been built to automate processes in the most widely accepted (and likely “best”) way • Don’t expect miracles

9. Some Observations Regarding Cerner • Cerner needs to develop its capability to engage with the UK market and provide for the needs of that market • Currently there are too many disparate messages reaching this vendor • As a sector we must work out how to engage consistently unambiguously and cleanly with Cerner • If we, as a sector, are to realise some of the benefits that can be achieved then we need to determine how we will engage with vendors to: • Identify priorities • Driver change • Manage vendor delivery