County Durham and Darlington Foundation Trust Health Informatics Strategy


Executive Summary Background



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Executive Summary



    1. Background


This strategy is a complete revision of the current Health Informatics Strategic Plan. The decision was taken by the Trust Board earlier in 2015 to reject the Business Case for the Clinical Portal Project and instead requested that the Health Informatics Strategy was re-written in line with the Trust’s Clinical and Quality Strategy.

The Trust now requires a change in approach to deliver a unified Electronic Patient Record (EPR) for County Durham and Darlington NHS Foundation Trust (CDDFT). This document provides a framework as to how Health Informatics will move forward as a function to support the delivery of the organisation’s vision of care being given in the right place at the right time, first time and every time.

The scope of this strategy is broad, addressing issues for both clinical and non-clinical stakeholders. The primary focus of this strategy is the technology and information requirements of CDDFT, but clearly many initiatives and required developments will impact on the wider Local Health Community.

There are also a number of national and local drivers which have dictated the need for this revised strategy and timeline, outline in section 5 of this document.


    1. Our Vision


This strategy is developed with information at the core, following the principles outlined below:

Our Vision is to be an exemplar in the use of technology, systems and supporting processes within the UK Healthcare environment.



The strategic themes to support this vision, as outlined in this document are:

Working Together

By 2020 we will have shared resources across the Local Health Economy, supporting access to relevant information across partner organisations and facilitating partnership working.
Information flows across mulitple organisational boundaries will be supported and facilitated through Health Informatics provision.
We will implement a common digital platform, based on standardisation and common rules supporting seamless integrated care.


Working Smarter

By 2020 CDDFT care professionals will have access to complete contemporanous records, analysis and decision support that they need to deliver safe, effective and quality care.
We will have a single source of high quality information which fit the rerquirements of both clinical records and organisational management and performance analysis.
Technology will be used as an enabler for innovative ways of working, including health ‘apps’ and devices developed in partnership with the Trust; supporting specific illnesses and pathways as identified as local priorities.
Workflows throughout the organisation will be supported through the use of mobile technology, providing care providers with access to contemproaneous information at the point of care and enabling real-time record keeping and management.


Working Securely

In 2020 we will continue to protect our information, systems and technology from the impact of cyber attacks; we will be able to effectively monitor the status of all systems and proactively manage threats.
Access to information will be via a continuous secure platform, both from within the organisation and externally.


Citizen Access

By 2020 our patients, carers, families and citizens who want it will have access to relevant national and local data services which will help them to see and manage their own records; undertake transactions with healthcare providers to support the management of their health and wellbeing.


Paperlite to Paperless

We will exploit the benefits achieved through the utilisation of the systems we currently have in place, to maximise the investment already made by the Trust.
By 2020 we will remove paper based processes from the organisation, replacing them as required with secure digitised workflows.


Quality Services

The services provided by Health Informatics will be, or continue to be, measurable in terms of quality. From compliance with national informations standards, utinisation of best-practice methodologies and frameworks, to service desk accreditation.
Service provision expectations through Service Level Agreements will be in place; performance data will be readily avaiable and published to the organisation.
Value of service provision will continue to be benchmarked against national data.


    1. Enabling the Vision





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