1. Caroline Rand Head of IM&T Ian Bailey Area Manager & Strategic Lead for District Nursing

2. 100 services over 80 sites- cradle to grave

3. 3 Our Vision…

4. Administrative redesign/estates Ensuring clinical staff do very little, or no, administration Single Point of Contact Channelling all referrals and enquiries through a single point to give a high quality systematic services Scheduling Supporting staff to fill their days efficiently Mobile Working/paper light e-records on the move to reduce duplicate entry and improve access Transformation programmes

5. Admin & Estates Administration staff File Extract records Take calls (sometimes via SPC) Freeing clinical staff for patient facing work Staff use larger hubs with bookable desks Administration is centralised Aim 7 day week administration service built around needs of service LCH will have a smaller number of high quality premises Meet all standards e.g. record keeping Supported by mobile working In today’s environment work is an activity not a place

6. Single Point of Contact All services have seven day access to a contact centre Book appointments Answer clinical calls with clinicians on hand Act as signpost to services Always speak to a person and not an answerphone Ambition to have a centralised scheduling service for clinics and home services Added value functions Route planning Intelligent allocation based on skills Guide patient through the pathway LCH have over 40 fax machines Fax is still the primary communication route Transformation programme aims to eliminate faxes

7. Mobile Working Practices Allows community clinicians to… Review and update patient records Book appointments Make referrals Contact specialists Order support services Issue safer prescriptions Access guidance …in real time at the point of care Enables clinicians to… Better manage their time and workload Communicate more freely with colleagues and patients Flex their workplace - office, community or home Process & Culture Changes… Straight to first appointment Engage more with patients using technology Access to GP records in the home Enter shared clinical data in the home Paper light

8. 24/7 service 3 shift patterns 400 staff 469,000 patient visits per year District Nursing in LCH £15 million contract 24/7 service

9. From Workhouse to Wireless… The past… All staff come into the office Work is allocated by a Team Leader (on paper) All staff leave to complete workload All staff return to the office Paperwork is completed Referrals are made The current… All staff come into the office Work is allocated electronically by a member of staff via Emis Web All staff leave to complete workload All staff return to the office Electronic templates are completed via Emis Web The future… Work is allocated electronically via Emis Web and ‘pushed’ to mobile device Staff go straight to first appointment Access GP records in the home Enter shared clinical data in the home Make referrals electronically

10. The Journey…

11. Adoption of Technology…

12. The Technology…

13. Building Blocks… Hardware and connectivity Software Clinical Leadership Staff engagement Training System & process change Culture change

14. Partnership Working… Informatics Leads IT Trainers Software Developers Account Managers Project Managers Business Transformation Managers Executive Directors Divisional Managers Area Managers Clinical Leads Community Matrons District Nurse Team Leaders Caseload Holders Care Practitioners Change Managers

15. The Vision… EPR

16. The Vision… Productivity

17. The Vision… Communication

18. The Vision… Clinical Support

19. The Vision… Patient Education

20. The Vision… Patient Satisfaction

21. The Vision… Patient Empowerment

22. Conclusion… By 2016, technology will be exploited by all staff within LCH to improve patient care and efficiency. Staff & patients will have the right information when they need it. LCH will have developed an even more innovative culture & up to the minute technologies will be exploited routinely LCH Vision