1. LORENZO

2. AKA Come On In The Waters Lovely; What’s The Worst That Can Happen?

3. MARK NORWOOD Associate Director of IM&T Derby Hospitals Foundation Trust MARTYN SMITH Director of IT & Innovation Hull & East Yorkshire Hospitals

4. DERBY Hospitals FT Turnover of £442m; 1150* beds; circa 8000 staff One main site (PFI) serving population of over 600,000 Derby Medical School run in partnership with Nottingham University Large DGH with Cancer Centre – FT since 2004 Funded budget for IT & Programme for 3 years Mature user of clinical IT – OCRR for Rad, Path, Cardio and IP and OP ePMA with high level of integration and penetration Managed Service Contract for core clinical systems - ends 2014 *Subject to regular variation

5. HULL & EAST YORKSHIRE HOSPITALS Turnover of £485m; 1300 beds; 8700 staff Two main sites; 1.25m Catchment Major Centre for: Cancer; Trauma; Cardiac; Vascular Partner in the Hull & York Medical School Funded budget for IT & Programme for 3 years Mature user of clinical IT: High level of integration and penetration PFI EPR Managed Service Contract: ends Sept 2014

6. LORENZO THEMES ‘Full Fat’ Clinically Centric EPR Tailored and customisable Focus on ‘Up-Front’ structured Clinical data recording Less retrospective ‘Back-End’ Chasing Clinical Handover Triggers Enabler For Resource Scheduling Supports Paper-Light to Paper-Less Processes

7. LORENZO THEMES End-to-End Pathway Management across Hospital Teams & Care Partners Comes with the following in-built functionality:  PAS Care Management  Emergency Care  Clinical Documents / Noting  TTO Prescribing  Care Plans  Maternity  Results Requesting  Results Reporting  ‘Advanced’ Bed Management  IP Prescribing & Drug Administration

8. The Good Solid product designed for uptime with thin client Comparable to others in the market Value added product Change is possible – not always expensive Structured development with user input Visible roadmap – looks fundamentally alright Clear loosening of the reigns by HSCIC Funding is helpful

9. THE BAD Some core parts of the product still being built: – e.g. IPPMA Some lack of clarity on what’s included in the funded product? Still ‘Clunky’ in parts Standard Deployment Approach ‘Working as Designed’ still rears its ugly head Who is the customer? Elements of the contract still opaque

10. THE UGLY Being tested and graded – can you pass their test ? Risk avoidance drives everything What didn’t they tell us? The process – you will be put through the mill

11. WHY WOULD YOU DO IT THEN?

12. DERBY End of Life PAS – March 2014 Aging set of core clinical applications Large existing managed service contract with CSC Allows to replace our PAS and our core clinical product set with one product Current product set/ technology can’t deliver a paper-lite hospital Current financial position!

13. HULL End of Life EPR Strategic fit Built on existing CSC partnership Integrated solution Functionality met our requirements Good clinical buy-in It’s not about the money

14. Deployment Approach Derby Care Management (PAS) / Day Care – Feb 2014 Clinicals Late 2014/ Early 2015 – hopefully staged Very little data migration on clinicals – ‘click thru’ to legacy Use of UHMB extensions Hull ‘Big Bang’ - Full Clinicals – Sept 2014 Very little data migration on clinicals – ‘click thru’ to legacy Use of UHMB extensions

15. HOW TO SUCCEED WITH LORENZO Don’t let the process manage you; you manage the process Own the plan Use HSIC when you need them, but own the project and don’t let CSC off the hook Don’t assume that everything is as it appears to be Share information and experiences

16. HOW TO SUCCEED WITH LORENZO Mobilise resources; don’t scrimp Stay Calm!! Create momentum with a publicity campaign