Digital_Strategy_Final_v1
Digital Strategy 2023 - 2028
v1.0 | Final | September 2022
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Digital Strategy 2023 - 2028
Contents
3.
Glossary
13.
Strategy Components
4.
Foreword
14.
Mission 1
5.
Executive Summary
15.
Mission 2
6.
Mission Summary
16.
Mission 3
7.
Postcards from the Future
17.
Mission 4
8.
Current vs Future
18.
Mission 5
9.
Target Operating Model
19.
Mission 6
10.
Strategic Context
20.
Mission 7
11.
Current Digital Maturity
21.
Governance and Monitoring
12.
Building the Strategy
22.
References
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Digital Strategy 2023 - 2028
Glossary
• BYOD: Bring Your Own Device – a term used to describe a scenario where personal devices are used on a trust network. • BYOD policy – a policy describing how you manage a BYOD scenario. For example staff bringing in personal devices and using the trust WIFI to connect. • CE Plus: Cyber Essentials Plus – A government cyber security accreditation scheme. There are 2 levels: CE and CE Plus. • CSE: Customer Service Excellence – an accreditation focussed on customer service from an organisation with the same name. Criteria can be ‘ compliant ’ or if the criteria has been met to a high standard the organisation is awarded a ‘ compliance plus ’. • CWP: Clinical Web Portal – the Trust ’ s EPR/ EHR. • EDI Policy: Equality Diversity and Inclusion Policy – the Trust ’ s policy to ensure EDI best practice across the Trust. • EHR: Electronic Health Record – The Christie EHR is CWP.
• EPR: Electronic Patient Record – used interchangeably with EHR. The Christie EPR is CWP. • MDM/Intune: Mobile Device Management – services from Microsoft to manage mobile devices such as phones and laptops. • MVP: Minimal Viable Product – the minimum required to meet a standard or criteria. • OpenEHR – a standard for storing clinical data electronically. Using systems that meet this standard allows for the data to be captured and analysed more easily. • SDI: Service Desk Institute – the institute representing IT service management across all sectors. • SDI Accreditation – the IT service management accreditation from the SDI. Organisations are given a star rating up to 5 stars. 4 and 5 star ratings are very rare and typically go to large service desks. • TRE: Trusted Research Environment – a digital environment for timely and secure access to care data for research.
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Digital Strategy 2023 - 2028
Foreword
The patient is at the heart of everything we do, and we are always looking to improve patient outcomes. The digital strategy is an exciting opportunity to advance all the great services we have, and maintain our world leading status by embracing digital change at all levels.
Enabling clinicians to access information in real time to make informed clinical decisions will improve patient experience and outcomes.
Integrating with our neighbouring organisations will allow us to deliver seamless care across boundaries.
Investing in our people and developing the skills to deliver our strategic goals will ensure we are fit for the future and continue to provide the best outcomes for our patients.
Modernising our technology will keep our patient information safe, secure and available to access anywhere, anytime.
We are excited to present the digital strategy and look forward to sharing in a digitally enabled future for The Christie.
Bernie Delahoyde Chief Operating Officer
Alistair Reid - Pearson Chief Information Officer
Digital Strategy 2023 - 2028
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Executive Summary
Introduction
Welcome to the Digital Strategy for The Christie NHS Foundation Trust. Digital, however it is defined, is core to how the Trust works, how we treat patients, how we conduct research and how we collaborate with our partner institutions. This strategy is the start of thinking about ‘ digital ’ as a core trust capability, rather than as a necessary utility. The strategy is for the whole Trust, it is not an IT department technical strategy, but rather it is focussed on delivering benefits through digitally enabled clinical services, freeing up clinical time to focus on patients.
Our digital strategy outlines how we will move to this digitally enabled future and how the trust will maximise the opportunities digital technologies bring. The strategy is in a ‘2 plus 3’ format: the first 2 years are focussed on delivering core capabilities and the last 3 years of the strategy on innovation. This is reflected in the mission success criteria. Requirements change over time. The digital strategy will be agile, resetting as needed if circumstances change or new requirements emerge.
Vision
To deliver the digital strategy a change in mindset will be required as to how we approach digital technology and how transformation is delivered. This is not a unique challenge to The Christie. The NHS has set out the need for a step - change in digital transformation in the ‘ What Good Looks Like Framework ’ and the ‘ Data Saves Lives ’ strategy. With this in mind our ambition is to be “ Leading Digital Cancer Care ” by 2028 - reflecting our world leading status. Aligned to the Trust Strategy, Research Strategy, Education Strategy, People Plan and Clinical Outcomes Strategy are 7 missions that form the core components required to deliver the digital vision.
“ Leading Digital Cancer Care ”
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Digital Strategy 2023 - 2028
Mission Summary
The Digital Strategy has seven missions. Each mission comes with a set of priorities. All associated future Digital projects and programmes will be aligned to a mission.
(Table summarising the strategy missions, seen in more detail on pages 12 - 17)
Digital Vision
Priority
Mission
1. Digitally enabled clinical services
Enabled clinical services through the Electronic Health Record (EHR) platform known as CWP.
• Introduce core CWP clinical capabilities using a modern ‘ modular ’ approach • Expand EHR administrative capabilities to reduce paper errors and increase efficiencies • Migrate our eForms into modern technology • Implementation of the new collaborative Clinical Outcomes Unit • Design an operating model to resource projects for research and clinical outcomes • Establish a digital innovation framework • Implementation of trusted data infrastructure Understand and define the architecture, integration and data approach Understand the digital skills and resource requirements to support an increasing Christie footprint • First - class support service that supports our staff and allows self service where appropriate • Modern reliable devices and equipment staff need to do their jobs at any Christie site • Improve engagement between Digital Services and the rest of the Trust • Create a small change service using modern platforms and low - code • Improve our non - clinical systems and support • Ensure the Trust is making the most of its digital tools, working in modern ways • • Modernise our applications and keep systems upgraded and user friendly • Expand and upgrade our server infrastructure and network to support organisational growth • Recognise the role professional development plays in the future of Digital • Look after the wellbeing of our staff • Succession planning and business growth • • Focus on cyber security and information governance to meet NHS - E regulations
2. Digitally supported research and clinical outcomes
Meet the increase in demand on digital services for research and the expectation of high - quality trusted data.
3. Working with our regional and satellite partners
Increase and maintain connectivity between partner organisations, to form partnerships, collaboration and data sharing.
4. Excellent, fit for purpose, digital support services
Improvements to how our staff use digital services through the day - to - day interactions.
5. Digital change to support administrative processes
Making sure our supporting services are digitally enabled.
6. Maintain solid, safe and secure foundations
Reliable, modern, secure, sustainable and resilient infrastructure and data.
7. Developing a strong and sustainable digital profession
Laying the right foundations upon which people can grow, by investing in building the capacity and capability of specialist skills.
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Digital Strategy 2023 - 2028
Postcards from the Future
To reflect why the digital strategy is important for the Trust, here are some statements from colleagues.
“ I am an advocate for technology, I like when technology is applied to make things flow together. At The Christie we need to reduce our reliance on paper, and some of the systems are not integrated. The process of hopping from one system to another can be frustrating and slow. What I would like to see the digital strategy deliver is a seamless technology experience, that has considered how clinicians use systems, and applied the technology to make our workflow as seamless as possible. ”
Dr Vivek Misra - Consultant
“ I am proud to work for The Christie. The work the Trust does for people with cancer is amazing and I like that my role directly contributes to that. I also like working in Digital Services and see my career developing within Digital, and within healthcare. What I would like to see the digital strategy deliver is a clear career pathway that includes the support and training I need for the future. ”
Emma Hogan - Tech Bar Support Analyst
“ I really rely on digital devices to provide our service. These devices can break, go missing, lose charge. This leads to frustrations and time lost that could be better spent treating patients. There is also a lack of ownership which can make replacing equipment a challenge. What I would like to see the digital strategy deliver are devices that work. Devices that are fit for purpose, have access to the systems and information we need, with a slick support service if something goes wrong or a device needs replacing. ”
Claire Adams - Head of SACT Services
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Digital Strategy 2023 - 2028
Current vs. Future
This illustration represents the current digital experience at The Christie. The illustration is intentionally busy, confusing and disconnected. There is a reliance on a significant amount of paper. Workflows are not clear to all those using them and they are not optimised.
Digital Services staff support staff and fix technology in a reactive way.
People tend to work in silos, lines of communication are not structured and people over use email to communicate.
This illustration represents our digital future at The Christie. The illustration is streamlined and clear. Paper has been removed in favour of digitally enabled solutions. Staff are no longer confused, as the workflows are linear. Digital Services staff support and fix technology in a pro - active way. Cloud technologies are adopted and used effectively.
People of communication are structured and effective. work collaboratively, lines
Illustration | Gemma Thomson (gemmascorner.com)
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Digital Strategy 2023 - 2028
Target Operating Model
Operating Model The operating model for Digital Services will change to meet the strategic aims set out in this strategy. To ensure any operating model changes are balanced with other operational requirements for the Trust, the strategy will not describe specific changes now. Instead, all operating model components not already covered in specific missions, will be presented as a paper to Digital Board and Management Board before the end of the financial year 2022/23. Required changes will include: Workforce —to address workforce gaps including digital skills, business systems and Microsoft power platforms. Workforce expansion in line with the trust growth.
Finance —Including a 5 - year plan implemented to support the strategy. Changes to budgets and financial monitoring. Projection for financial pressures including inflation, capex to opex transfer. Performance —revised performance reporting and KPI tracking. Sourcing and Alliances —supplier management and licence cost tracker to ensure value for money. Decision Rights —governance, management of risk and revised meeting structures.
(Gartner illustration showing the components for and IT operating model)
Activity
Performance
Monitored at Digital Board, Audit Committee & service reviews
Engage
Decision Rights
Strategy governance in place and effective
Financials
Review paper to draft before March 2023
Enable Organisational Structure Sourcing and Alliances
Review paper to draft before March 2023
Supplier management and licence cost to be included in the review paper
Talent
Digital Strategy Mission 7
Ways of Working
Digital Strategy Mission 7
Deliver
Tools
Determined by SMT and budgeted from Digital Services
Places
Digital Strategy Mission 7
(Table summarising the source of activities for the operating model components)
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Digital Strategy 2023 - 2028
Strategic Context
Our Organisation The Christie serves a local population of 3.2 million across Greater Manchester and Cheshire. Approximately 27% of our patients come from outside this locality to receive specialist care 4 . We are ranked as the most technologically advanced cancer centre in the world outside North America, and have been named, by the National Institute for Health Research, as one of the best hospitals providing opportunities for patients to take part in clinical research studies. The Christie has been at the forefront of innovative research for its one hundred year plus history and research continues to be an essential component of our vision.
National policy
Local, regional and national footprint
There is significant change happening nationally with both NHS Digital and NHS - X merging into NHS England over the next year. Good progress has been made nationally over the last 2 years to articulate and publish core policy that applies to all care settings. These policies serve as a guiding strategy for local providers and allow them to understand where funding bid applications need to be focused. The What Good Looks Like Framework (WGLL) released in 2021 provides a benchmark for local trusts to align their digital strategies 1 . The Data Saves Lives Strategy released in 2022 provides design principles for architecting and integrating systems 2 . The Frontline Digitisation Minimum Viable Product was shared with local trusts in 2022 and allows providers to score their Electronic Health Record capabilities.
The Christie ’ s footprint has expanded significantly, and the organisation now provides services from many satellite sites and run oncology services on behalf of other hospital trusts. The footprint is complex covering multiple Integrated Care Settings (ICSs), which are due to become legal entities this year 3 . Coverage includes Greater Manchester ICS and Cheshire & Merseyside ICS. The Christie has close digital links with both ICSs and notably Greater Manchester Cancer , which is the area ’ s cancer alliance. The Christie also works closely with NHS England for nationally commissioned digital services. Research and Innovation is the backbone of The Christie, and a new 9 story research centre is due for completion in 2023. This will further increase the demand on digital services and the expectation of high - quality trusted data will increase .
The Christie digital strategy references these national policies throughout and indicates where links are made.
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Digital Strategy 2023 - 2028
Current Digital Maturity
Gartner IT Score
A measurement of maturity over the strategy period will be the Gartner IT maturity benchmarking tool.
There are seven Gartner maturity categories outlined by the blue boxes below. Digital services have a range of activities and targets to inform next steps for maturity. The Christie currently score between 1 and 2 (out of 5). The target maturity by the end of the strategy period (2028), is above 3 (3+).
What Good Looks Like Framework
Released by NHS England in 2021 and is directed at all NHS trusts. It defines success criteria for digital services at an organisation level.
Christie maturity is moderate in most categories but ensuring smart foundations and empowering citizens are the most notable categories not met.
Frontline Digitisation – Core Capabilities
Frontline Digitisation is a self - assessed return to NHS England on EPR capability, first completed in early 2022. Our record keeping capabilities are good but more complex capabilities such as ordering, medicines management and transfers of care are patchy across the organisation.
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Digital Strategy 2023 - 2028
Building the Strategy
The Digital Strategy has been built through consultation with the Trust. The vision, aims, values, design principals and missions are component parts built on feedback and linking into other trust strategies.
The Digital strategy links to the other strategies that enable clinical services and clinical outcomes:
In developing the strategy we:
Trust strategy
•
Used data from staff surveys Conducted focus groups
• • • • •
Leading Cancer Care The Christie Experience Local and Specialist Care Best Outcomes
Held a workshop with senior leaders Held a workshop with the strategy team
Held group briefings
Research strategy Education strategy
• • • •
People plan
Clinical outcomes strategy
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Digital Strategy 2023 - 2028
Strategy Components
Where we are headed
Our Vision– The Christie Digital vision “ Leading Digital Cancer Care ” reflects our world leading status and our ambition to lead on digital cancer care.
The Digital strategic aims are:
To move to a focus on delivery – we aim to measure and evidence progress, based on delivery. We aim to increase the speed of delivery and capacity to deliver. High quality patient first services – We aim to design, develop, deploy and run services that are high quality and focus on patients and staff, not on technology, freeing up clinical time to focus on patients. Data driven – We aim to enable service improvement through data driven decision making. We aim to drive innovation and research through openEHR, digitally enabled clinical services and a new multidisciplinary Clinical Outcomes Unit.
What we are guided by
Digital Services have a set of values that define who we are: • We are professional • We are patient/staff focussed • We have pride in ourselves, Digital Services and The Christie • We work as a team • We are inclusive
Who we are
We will design our services: • To be secure •
With the experience of the user in mind
• To have a single way in, reducing the number of separate system logins • With our stakeholders • With the focus on clinical data, by using the openEHR standard • Cloud, internet and web first
How we will design
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Digital Strategy 2023 - 2028
Mission 1: Digitally enabled clinical services
Mission parameters This mission focuses on enabling clinical services through the Electronic Health Record (EHR) platform known as CWP. The Christie develop CWP and keeping this approach is central to our strategy. In future CWP will be built in ‘ modules ’ which will allow more complex functionality to be purchased and added into CWP. The openEHR standard will be used to ensure quality data is pre - modelled for research. The current version of CWP is feature rich but still lacks some of the main features NHS - E highlight we should have, such as ordering and medicines management. The Digital Strategy prioritises these gaps.
Why? •
You will have the ability to order pathology tests from within CWP, removing paper based processes and unnecessary switching between systems. • Your prescription, administration and reporting on medications will be in CWP. This will reduce prescribing errors and make charts and medicines information more accessible and legible. • You will get improved eforms and fewer forms as we consolidate, making it easier to record patient information and easier to use that information for research.
Mission success criteria
Priority
Within 2 years
Within 5 years
Introduce core CWP clinical capabilities using a modern ‘ modular ’ approach using openEHR
- Pathology order communications used for 95% of test ordering in inpatient and outpatient areas - E - medications in place for all inpatient areas - Referrals and bookings business case agreed - Document management strategy agreed - 100% of forms migrated into the Better platform - All old eForms archived and viewable
- E - medications in place for all outpatient areas - 2 additional clinical systems embedded into CWP
Expand CWP administrative capabilities to reduce paper errors and increase digital efficiencies Migrate CWP eForms into modern technology that can support clinical pathway redesign and research
- 95% of referrals enter the Trust digitally - Document management in place for all areas
- Linked cycle of outcomes, to pathway improvement, to supporting system configuration, to training and transformation, to insight, to research and innovation
Indicative Initiatives
Digital Maturity Measures (see p11)
Frontline Digitisation Core Capabilities
Pathology Order Comms
•
1.0 Management of Records
Electronic prescribing and medicines administration (EPMA)
•
2.0 Transfers of Care
Referrals and bookings
•
3.0 Diagnostics Management
Document management
•
4.0 Ordering and Medicines Management
Patient communications
•
Lead CCIO
Lead at Digital Board
Lead at Digital SMT
Mission 1
CCIO Medical/ CCIO Nursing
Medical Director
Head of Product Engineering
(Table summarising the leadership matrix for this mission. See p21)
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Digital Strategy 2023 - 2028
Mission 2: Digitally supported research and clinical outcomes
Mission parameters
Why? •
Your research led projects have a clear pathway into the Digital programme and you know how to initiate a project and where decisions are made. Patient outcomes matter. The outcomes unit will provide you with high quality data driven decision making focussed on improving patient outcomes. Because you are research focussed and want to advance cancer research even further. You need a trusted digital environment for timely and secure access to care data for research.
Research and innovation is the backbone of The Christie, and a new 9 story research centre is due for completion in 2023. This will increase the demand on Digital Services and the expectation of high - quality trusted data will increase. The Clinical Outcomes Unit at The Christie will be refreshed with a new strategy and will coordinate, enable and promote the use of clinical data to drive service improvements and research. This multi - team collaborative unit will be clinically led and developed within Digital Services.
•
•
Mission success criteria
Priority
Within 2 years
Within 5 years
Form a new multidisciplinary Clinical Outcomes Unit
- Successful introduction of the Clinical Outcomes Unit
Design an operating model for research and clinical outcomes work packages to define how digital innovation is bid for, governed and resourced
- Approval gates and process defined between Digital and R&I - Resourcing model agreed and established - 1 initiative end - to - end through the framework
- 10 initiatives end - to - end through the innovation framework - 5 programme deliverables achieved - Mature, efficient data infrastructure trusted by staff, patients and industry with substantial academic output
Support the development of research data infrastructure and capability
- R&I database strategy - Data architecture and data pipelines agreed
Indicative Initiatives
Digital Maturity Measures (see p11)
Frontline Digitisation Core Capabilities
Clinical outcomes unit
•
1.0 Management of Records
Trusted research environment (TRE)
•
What Good Looks Like Framework
Paterson (including data centre)
•
2.0 Ensure smart foundations
Digital innovation framework
•
7.0 Healthy populations
R&I Database strategy
•
Lead CCIO
Lead at Digital Board
Lead at Digital SMT
Mission 2
Director of Clinical Outcomes
Director of R&I
Deputy Chief Information Officer
(Table summarising the leadership matrix for this mission. See p21)
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Digital Strategy 2023 - 2028
Mission 3: Working with our regional and satellite partners
Mission parameters
Why? •
As 27% of our patients come from outside of the Greater Manchester ICS, our systems will work across all our regions and satellite partners so you don ’ t have to do different things for different patients. Your patients have a seamless experience moving round The Christie pathways regardless of location. The data you need from other ICSs is integrated and viewable in CWP.
The Christie ’ s footprint has expanded significantly, and the organisation now provides services from many satellite sites and runs oncology services on behalf of other hospital trusts. The footprint is complex it covers multiple Integrated Care Settings (ICSs) such as Greater Manchester ICS and Cheshire & Merseyside ICS. There are an increasing number of ICS led programmes that require technical connectivity. This mission focuses on increasing and maintaining connectivity between partner organisations digital systems. The demand for connectivity is predicted to increase and more services are consolidated and digitised.
•
Mission success criteria
Priority
Within 2 years
Within 5 years
Understand and define the architecture, integration and data approach in line with The Christie strategy
- Define high level architecture to support expansion of The Christie footprint. - Define additional system capabilities to support expansion of The Christie footprint.
- 5 additional data flows with partners in Greater Manchester ICS - 2 additional data flows with partners in Cheshire & Merseyside ICS
Understand the digital resource requirements to support an increasing Christie footprint
- Define regional programme and long - term workforce requirements for the demand
- Regional programme and resource requirements in place
Indicative Initiatives
Digital Maturity Measures (see p11)
Frontline Digitisation Core Capabilities
Christie and ICS high level architecture
•
1.0 Management of Records
Christie Outpatient Clinics (Bolton & Manchester Foundation Trust)
•
2.0 Transfers of Care
Single queue diagnostics
•
3.0 Diagnostics Management
Personal stratified follow up
•
6.0 Remote and Assistive Care
GM Graphnet Interoperability
•
What Good Looks Like Framework
Christie @Macclesfield final phase
•
5.0 Empower Citizens
Lead CCIO
Lead at Digital Board
Lead at Digital SMT
Mission 3
CCIO Medical
Deputy Director of Strategy
Head of Product Engineering
(Table summarising the leadership matrix for this mission. See p21)
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Digital Strategy 2023 - 2028
Mission 4: Excellent, fit for purpose, digital support services
Mission parameters
Why? •
You need a good quality device that works, and the ability to connect it to access the services and software you need, so there are no delays to you doing your work. • When things do go wrong you need access to high quality customer focussed support services, so you have the confidence your issues and requests are being dealt with. You want a single point of contact for Digital Services that mirrors the business partner model HR and Finance use. •
This mission focuses on how our staff use digital services through the day - to - day interactions. Whether this is having a good quality laptop, connecting to the WIFI, using their own device, or visiting a tech bar to diagnose and resolve issues. Good basic services are directly linked to staff productivity and wellbeing. An in - house and locally based tech bar is crucial. The increasing virtual nature of the organisation means that the support services need to change and support multiple sites and satellite services hosted at other trusts. Collaborating with clinical staff is critical to providing good services and ensuring that issues can be resolved efficiently.
Mission success criteria
Priority
Within 2 years
Within 5 years
Provide a first - class support service that allows for self service where appropriate
- Service Desk Institute (SDI) 2 - star accreditation - Customer service excellence accreditation - Proposal for digital skills service agreed
- Service desk institute (SDI) 3 star accreditation - Customer service excellence, 5 compliance+ - Digital Skills implemented and delivering measurable benefit - 95% of devices managed through MDM/Intune - BYOD strategy implemented
Ensure that staff have modern reliable devices and equipment they need to do their jobs at any Christie site Improve engagement between Digital Services and the rest of the Trust
- Device funding approach agreed with finance - Log in times under 1 minute - Bring you own device (BYOD) strategy agreed - Windows 11 strategy agreed
- Develop a business partners model for Digital Services, with a named contact for each area
- Portfolio of evidence to demonstrate the success of the business partner model
Indicative Initiatives
Digital Maturity Measures (see p11)
Gartner IT Score
Service Desk Institute accreditation
•
Manage Performance
Customer service excellence
•
Apply Technology Leadership and Innovate
Digital skills
•
Engage Business Leadership & Stakeholders
EUC architecture
•
What Good Looks Like Framework
Windows 11
•
2.0 Ensure Smart Foundations
Business partners
•
Lead CCIO
Lead at Digital Board
Lead at Digital SMT
Mission 4
CCIO Nursing
Deputy Chief Operating Officer
Head of Service Delivery
(Table summarising the leadership matrix for this mission. See p21)
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Digital Strategy 2023 - 2028
Mission 5: Digital change to support administrative processes
Mission parameters
Why? •
This mission focuses on the need to make sure our supporting services are digitally enabled. Whether that is providing a mechanism for enabling the small changes that make a big impact or providing information and services via more modern routes such as a mobile app. Digitally enabling supporting services leads to better ways of working, more efficiency and improved processes. In turn this eases workloads, makes information easier to access and processes more robust and less prone to error.
When you identify a small change to a service that will have big benefits you know where to go to bring your idea to life. You will be able to access the information you need, and to get the important notifications in one place. You want to use modern ways of working that improve your efficiency and make administration tasks easier. You want to be using the same ways of working as other organisations we recruit in from, or work with.
•
•
Mission success criteria
Priority
Within 2 years
Within 5 years
Provide a small change service using modern platforms and low - code to develop small changes that will have a big impact Improve our non - clinical systems and support
- Centre of excellence team set up - RPA implemented
- Large evidence portfolio of successful small changes with evidence of delivery and outcomes
- Provide a business case and a supporting platform for a new Christie Staff App - Start the SharePoint project
- Complete the SharePoint project with re - architected, fit for purpose design
Ensure the Trust is making the most of its digital tools, working in modern ways
- Modern ways of working project started to embed Office 365 best practice
- Modern ways of working embedded in practice
Indicative Initiatives
Digital Maturity Measures (see p11)
Gartner IT Score
Centre of excellence (power platforms)
•
Manage Performance
Robotic process automation (RPA)
•
Apply Technology Leadership and Innovate
Staff App
•
What Good Looks Like Framework
Office 365 modern ways of working
•
2.0 Ensure Smart Foundations
SharePoint
•
4.0 Support people
Lead CCIO
Lead at Digital Board
Lead at Digital SMT
Mission 5
-
Director of Workforce
Chief Information Officer
(Table summarising the leadership matrix for this mission. See p21)
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Digital Strategy 2023 - 2028
Mission 6: Maintain solid, safe and secure foundations
Mission parameters
Why? •
You don ’ t need to worry, as the software you use is cyber safe and on modern reliable hardware so the risk of failure is lower. You can be confident that the software you are using is on the latest version and has all the features you need. You know that as the Trust grows the IT will grow with it, to make sure that reliability is maintained.
With an increasing reliance on Digital, and an increasing threat from cyber attacks, it is of the highest importance that the we have a reliable, modern, secure, sustainable and resilient infrastructure and data. The department must also have well - resourced teams who are competent to deliver modern digital services. A cloud first approach will be taken with a transition to cloud as it becomes more feasible and cost effective. Cyber security and data governance is a key focus to keep patient data safe. Trusts are expected to have good digital compliance and this is being considered for addition into the CQC inspection regime 5 .
•
•
Mission success criteria
Priority
Within 2 years
Within 5 years
Focus on cyber security and information governance to meet NHSE regulations
- 95% of servers/devices patched on rolling basis - CE plus accreditation or equivalent - 100% security incidents managed within a limited blast radius to mitigate severe impact - 60% of applications on the latest version - 50% of applications are web - based
- 99% of servers and devices are patched within 2 weeks of a patch release - Embedded system level cyber response, tooling and capability for economies of scale and co - ordination - 80% of applications on the latest version - 80% of applications are web - based
Modernise our applications and keep systems upgraded and user friendly Expand and upgrade our server infrastructure and network
- Infrastructure strategy is written and approved
- Infrastructure strategy has been implemented
Indicative Initiatives
Digital Maturity Measures (see p11)
Gartner IT Score
Network access control (NAC)
•
Manage Performance
Patching review
•
Apply Technology Leadership and Innovate
Applications review
•
Manage IT Governance
CE plus accreditation
•
What Good Looks Like Framework
Infrastructure strategy
•
2.0 Ensure Smart Foundations
3.0 Safe Practice
Lead CCIO
Lead at Digital Board
Lead at Digital SMT
Mission 6
-
Chief Nurse
Head of Service Delivery
(Table summarising the leadership matrix for this mission. See p21)
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Digital Strategy 2023 - 2028
Mission 7: Developing a strong and sustainable digital profession
Mission parameters
Why? •
Our Digital Services staff are important to us. Their wellbeing needs to be looked after. Our Digital Services staff will be as diverse as the community we support. Our staff need the skills to do their jobs and to manage the technology of the future, so we will invest in their professional development. We want to grow our talent and support staff to progress so they can build their career with us.
Building a sustainable, skilled and supported workforce of digital, data, technology and informatics experts to meet the demands and ambitions of the organisation. Ensuring the workforce has the appropriate skills and is equipped with the right tools to do their jobs effectively, is integral to the common vision to enable the organisation to achieve its objectives. This mission focuses on laying the right foundations upon which people can grow, by strategically investing in building the capacity and capability of specialist skills, to support the Trust to successfully deliver digital transformation.
•
•
•
Mission success criteria
Priority
Within 2 years
Within 5 years
Recognise the role professional development plays in the future of Digital
- Achieve re - accreditation to level one of the excellence in informatics framework - Invest annually in professional development and track through PDR ’ s - Above benchmark scores for the staff survey in most areas - Implement the EDI policy and embed in management practise
- Achieve level three of the excellence in informatics framework
Look after the wellbeing of our staff
- Above benchmark scores in the staff survey for all areas - Diverse staff base that reflects the community we represent
Succession planning and business growth
- A pipeline exists for staff to build their career from within Digital Services
- 5 examples of staff that have developed through the Digital career pipeline
Indicative Initiatives
Digital Maturity Measures (see p11)
Gartner IT Score
Excellence in informatics
•
Manage Performance
Wellbeing review
•
Develop & Manage Talent
Staff development roadmap
•
Perform Strategy & Planning
Succession planning and pipeline
•
Lead CCIO
Lead at Digital Board
Lead at Digital SMT
Mission 7
CCIO Nursing
Director of Workforce
Chief Information Officer
(Table summarising the leadership matrix for this mission. See p21)
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Digital Strategy 2023 - 2028
Governance and Monitoring
Digital Governance Meetings
Board
Frequency
Responsibilities
• Monthly • Digital report quarterly
Responsible for overall governance of the Digital Strategy and Digital Services.
Management Board
• Quarterly
Responsible for setting the strategy and the six monthly strategic objectives.
Digital Board
• Monthly
2nd line escalation to mitigate project risks and resolve issues against plan, budget and agreed quality standards, escalating to Digital Board where appropriate.
Programme Delivery Board
(Table summarising the Digital Strategy governance meetings)
Digital Services Organisation Chart
Digital Services leadership is organised into the following roles:
Leadership Matrix
The following leadership matrix ensures careful governance of each mission with named responsibility across Digital SMT, the CCIOs, Digital Board and the Digital Programme.
Lead CCIO
Lead at Digital Board
Lead at Digital SMT
Mission 1
CCIO Medical/ CCIO Nursing
Medical Director
Head of Product Engineering
Mission 2
Director of Clinical Outcomes
Director of R&I
Deputy Chief Information Officer
Mission 3
CCIO Medical
Deputy Director of Strategy
Head of Product Engineering
Mission 4
CCIO Nursing
Deputy Chief Operating Officer
Head of Service Delivery
Mission 5
-
Director of Workforce
Chief Information Officer
Mission 6
-
Chief Nurse
Head of Service Delivery
Mission 7
CCIO Nursing
Director of Workforce
Chief Information Officer
(Table summarising the leadership for each mission)
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References
Referenced as superscript throughout the strategy. Note these are hyperlinks when viewing the strategy electronically.
1.
What Good Looks Like framework, NHS England [2021]
2. Data saves lives: reshaping health and social care with data, NHS England [2022]
3.
Integrated Care Settings, NHS England [2022]
4.
A profile of the Christie, The Christie NHS FT [2022]
5.
Who pays for what, NHS England [2021]
6. Strategic Plan Document for 2014 - 19 – Public Summary, The Christie NHS FT [2014]
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Digital Strategy 2023 - 2028
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