The Cumbria Common Platform

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Presentation transcript:

The Cumbria Common Platform Dr William Lumb, CCIO NHS Cumbria CCG

(Health & Social Care enterprise architecture) Tital

Interoperability Connectivity Networks, Wireless, Virtual Platform (VM Ware), Core Software (EMIS Web) Communication Active Directory leading to Integrated Video & Voice, Intranet, IP telephony Clinical record sharing (Medical Interoperability Gateway) Real-time data sets, document transfer Cumbria eReferrals (Map of Medicine & Strata, eRS) Integrated Navigation & Knowledge Management EW GP & Community Services

Strata Real time capacity and competency resource management system for whole health & social care economy “air traffic control for patients”, “end-to-end total logistics solution” Both Acutes, CCMH, OOH, 999, GP, Social Care and 3rd Sector Outbound/transfers but will be inbound as well Deployed for all referrals other than planned care (eRS) Currently 1.5K referrals/month in > 20 care streams. Mature figure 15-20K/month All social care assets (beds/domiciliary etc.) live by late summer in Cumbria Defined data-sets, electronic generation/transmission and acknowledgements Measure and control the unmeasurable Seamless link between Map of Medicine (knowledge) & Strata (navigation) for GPs

MIG-Medical Interop. Gateway Real time view of clinical data-sets embedded or stand alone Migrating from MIG v1 (10 tab view) to MIG v2 10 tab plus free text, EoL, Care Planning, Special Patient Notes & Social Care Live in OOH, Acutes (ED), Mental Health, Community Pharmacy. Agreement in place for 999 & Social Care ? 2016 Supported by Digital Information Sharing Platform eDocument transfer-fixed HL7 type, integrated with MS Office 10 or web portal CDA compliant (demographic and clinical meta-data) When mature 250K documents (data bursts) month

Successes/Challenges/Lessons Introverted decision making-no design authority Organisational independence writ large Impact of national/regional policy-improving Procurement-role of Shared Business Services Inherent complexity of healthcare and lack of understanding Budgetary control matters Always think strategically Always start with the user case Always put the individual at the centre