1. Intellect Laurence Harrison Healthcare Program Manager
Representing, Promoting and Leading the Technology Sector
Product of a merger
1000 members

2. - Knowledge Credibility Services What we do.. - Business Contacts
- Influence
Credibility
Knowledge – Benchmarking, CEO survey, Events
Business Contacts – Group meetings, networking
Influence – Policy, representation
Credibility – as a company you meet the requirements for Membership of Intellect and work to the business standards specified in the code of conduct
Services – Business leads, insurance, saving members money….
Services

3. Intellect Healthcare structure
Over 240 Healthcare members
Interest Group
Council
Expert sub-groups
Supplier Consultation Group
Communication

4. 1998, Information for Health 2000, The NHS Plan
How it all began…..
1998, Information for Health
2000, The NHS Plan
2002, The Wanless report
2002, Budget
June 2002, Delivering 21st Century IT
June 2002 – April 2003…start…stop…start…..
IFH
Recognised the role of ICT
Defined the first strategic approach for the use of IT.
LOCAL implementation
By 2005:
lifelong electronic health records for every person in the country
round-the-clock on-line access to patient records and information about best clinical practice, for all NHS clinicians
genuinely seamless care for patients through GPs, hospitals and community services sharing information across the NHS information highway
NHS Plan
modern IT systems in every hospital and GP surgery
an extra £250 million invested in information technology in 2003/04
electronic booking of appointments for patient treatment by 2005
access to electronic personal medical records for patients by 2004.
Budget
Spending to rise by up to 7% per year up to 2022
To avoid duplication of effort and resources stringent standards should be set to ensure that resources intended for ICT spending are not diverted to other uses
budgets should be ringfenced

5. THE VISION –THE SEAMLESS PATIENT JOURNEY
SECURE DATA
PATIENT MANAGING RECORDS
SAVE TIME AND COST

6. How and Who - The players
DoH
NPO
1.2 Million NHS employees
Trade bodies/Lobby groups/Press
Suppliers MA
StHAs
The public DA
NHSIA/IPU
PCTs
Trusts
GPs
Social care
MILBURN – DOH COMMITTEE
RICHARD GRANGER PLUS TEAM
LSPs, NASPs, NISPs, SMEs WORKING WITH
REPLACING HEALTH AUTHORITIES ARE SHAs (28) DA
NHSIA
IPU
LOCAL LEVEL
TRUSTS – OVER 300
PCTs – OVER 300
GPs – Around 30,000
NHS EMPLOYEES
OTHER ORGANISATIONS

7. When (1) Short term timetable
It’s complicated and it’s tight
Now – 31 long listed companies for LSP & NASP
June – Tenders received and evaluated
July – shortlist of LSPs and NASPs
October – 2 fastest LSPs sign contracts
December – other LSPs and NASPs sign contracts
Work begins
Don’t forget ICRS, testing, standards by end 2003

8. When (2) Medium term deadlines – by 2005
Broadband access to every clinician & support staff in the NHS
Access and authentication available for all NHS staff, implementation of National NHS Directory Service
- National Bookings Service, implemented
National Prescriptions service, 50% implemented
All PCTs, NHS Trusts actively implementing elements of EPRs
Full National Health Record Service implemented
Long term - Finished by 2010 ??
BEYOND 2005 CANNOT SAY
ACHIEVABLE DEADLINES….IN SOME AREAS
GRANGERS TIMETABLE
QUICK WINS - PACS

9. Headline issues for Intellect
Structure and responsibilities within NPO
Understand NP and communications plan
Improved consultation processes.
Successful delivery of National IT Programme
Maintaining a vibrant UK Marketplace
Developing robust IT Standards
Engaging the NHS user community

10. How will the commercial chain work?
Contractual relationships within consortia
Risk / Sustaining sub-contractors
Pricing
Flexibility to change consortia
Legacy systems/ novation
Deep pockets / What is “value”?
Ability to say NO?
20-30 COMPANIES IN CONSORTIA
DOH CONTRACT ONLY WITH LSPs, NASPs ETC
LESS OF A PARTNERSHIP, PASS ON RISK/RETAIN CONTROL
SQUEEZE PRICING
MAY WANT TO CHANGE ACCORDING TO REGION / SPEC
LSPs TO DEAL WITH NOVATION / LOCAL BUY-IN
PAYMENT ON DELIVERY
SPEED IS KEY, WILL THERE BE THE ABILITY TO SAY NO WITHIN THE CONTRACTS AND STILL DELIVER

11. Will seamless interoperability be achieved?
Geographical boundaries
Different levels of ICT competency
Integrity of data
Working with NASPs
Robust standards?
You show me yours and I’ll show you mine
5 REGIONS, ALL AT DIFFERENT LEVELS, DIFFERENT CONSORTIA
Over 600 Trusts
DATA SPINE TO BE INTRODUCED. CURRENTLY SECURE DATA CYLOS BUT WILL THAT BE MAINTAINED WHEN OPENED UP
RELATIONSHIPS BETWEEN NASPs AND LSPs IS UNSURE. ONE NASP ACROSS MANY LSPs, POSSIBLY WITHIN CONSORTIA
STANDARDS ARE NOT YET SCOPED. PREVIOUS STANDARDS HAVE ALLOWED ROOM FOR MANOUVRE.
HL7 series of healthcare IT communications standards
eGIF
DA AND NHSIA RELATIONSHIP UNSURE.
SHARING INFORMATION BETWEEN COMPETITORS EG MICROSOFT SOURCE CODE

12. Getting buy-in from the NHS
Consultation
Devolved administrations v National programme
Benefits realisation
In line with NHS priorities?
Not invented here
Cultures
NO SUCH THING AS AN IT PROJECT
LACK OF CONSULTATION – MEDIX SURVEY, MARK SMITH GREAT ORMOND STREET
IFH MEANT LOCAL IMPLEMENTATION. “I WON’T INSTALL A NEW SYSTEM”.
WILL NOT CHANGE FOR IT. MUST UNDERSTAND THE BUSINESS CASE AND THE BENEFITS TO THE PATIENT. HEALTHCARE IT EFFECTIVENESS AWARDS/CASE STUDIES. ISABEL DIAGNOSTIC ASSISTANCE . DTV IN BIRMINGHAM
OLD PEOPLE, PATIENT SAFETY, PRIMARY CARE (KEEP PEOPLE OUT OF HOSPITAL) – NOT YET BEEN PROPERLY COMMUNICATED
NHS HELPED DEVLOP CURRENT SYSTEMS – THEY WORK!
NATURAL DISTRUST OF SUPPLIERS. MUST BE ABLE TO WORK TOGETHER

13. It’s not all doom and gloom
Granger will deliver
Suppliers must make it work
The products exist
NHS on the whole recognises the need for IT
Man Utd could still win nothing

14. Create the right conditions for success
In Conclusion
Start working and acting like a partners. More openness and real consultation
Create the right conditions for success
FAILURE IS NOT AN OPTION 4