1. Weston Area Health Trust NCRS – Training Lessons Learned Stephanie Wilson Head of PCT IM&T Training Avon IM&T Consortium

2. Preparation and planning 1.Capacity 2.Planning for Go Live date 3.Resources provided by Fujitsu 4.Readiness of staff 5.Incorporation of changes to work processes 6.Post Go-Live training

3. 1. Capacity Required for training of around 1300 staff Training suites set up (4 rooms with 12 PCs) 10.5 trainers for NCRS training plus Trainer resources for basic computer skills Training 5 days a week Database for recording attendance Booking & administration systems

4. Trainer Capacity Initial expectation to supplement training team with internal secondment Internal secondments not viable – risk Contract trainers Short lead-in time – contract trainers Lack knowledge of local trust or established working rel’ships or patient flows

5. 2. Planning for Go Live Training effort counts backwards from Go Live date :T minus16 weeks Final build not available at T minus16 wks Recruit trainers Train the Trainer 16 weeks prior to Go Live date Allow time to localise training N3 & links to datacentre

6. 3. Resources provided by Fujitsu - Weston R0 deployment(1) 2 week Train the Trainer course (now 3 weeks long) Generic Hospital - training database (at datacentre) 6 patient datasets (R0) per login 50 logins to training database Web based learning content

7. 3. Resources provided by Fujitsu – Weston R0 Deployment(2) Fujitsu training manager High level training plans Spreadsheet calculator for resources Curriculum builder for lesson plans Training materials

8. 4. Readiness of staff to engage Staff need to see: Patient system to provide focus for decisions about new working processes Computers on wards Staff need basic computer skills training (25% needed basic skills training) Champions Communication and Chief Exec sponsor Managers must understand and accept position on backfill History (IT support, systems, investment) Impact of history on culture

9. 5.Changes to work processes Process versus functionality? Staff need to be trained in the new working processes Dependent on: Change and training workstreams work closely together Sufficient resource allocation to support close working

10. 6. Post Go-Live training Retention of training expertise Contract and temporary trainers Budget Slippage in Go Live dates Bedding down of processes

11. Issues Slippage in Go Live date - replanning Recruitment/ retention of trainers Basic IT Skills of staff needs to be raised as a high priority Train Domain unstable during end user training Web based training only used as contingency resource (when train database unavailable) More champions needed Web based training

12. Impact of Slippage in Go Live date Negatives Increase in DNA's due to cancellation of Go Live date Early training – skills/knowledge fade Cynicism regarding actual Go Live date by staff Last minute panic for training when realism of Go Live happened – impacted on Champion/Zone training Positives Top Up training and 1:1 training available More ‘hands on’ training available Mentor training for Champions Day in the Life Guides developed by Change/Training Team

13. Champion Users Line Managers to be Champions by default Drop out due to work pressures, confidence to fulfil role Champion profile to be raised Champions unable to underpin knowledge of system due to work pressures. Line Managers to be given responsibility of ensuring Champions available at Go Live

14. Issues Web based training Not tailorable /editable locally Generic hospital only Does not reflect site specific build Flavour of functionality only Need to use training database to train in process No standard solution offered by FJ

16. Workarounds Workarounds address gaps Not ideal Contract reset

17. Questions and Answers