West Suffolk Hospital – A&E

West Suffolk Hospital – A&E Optimisation

Customer Challenge:

To fully optimise a newly deployed Cerner eCare system across the Trust and Firstnet in their A&E department.

Customer Objective:

To attain insight into the change and engagement practices needed to optimise the system across the Trust. To identify the future direction of system use and identify clear actions in relation to process and system changes.

Ideal Approach:

Ideal approached this using our trusted optimisation methodology. Our review team spent four weeks in the department, observing teams, timing patient and system journeys, interviewing staff and reviewing system use audits. These actions gave an insight into how the department runs, how the system was used in parallel to the patient pathway and the areas of the system that were consistently and in consistently used.

Ideal have worked on deploying Cerner systems numerous times giving us a unique insight into how Cerner can be used and should be used and how others are using it. It was also important to ensure that the system was not driving processes and that these were still led by patient and clinical need.

Final Outcomes:

The final report gave the Trust a tangible, first -hand, impartial insight into the department and system use. It helped the Trust to understand and provide evidence for the changes needed to optimise the new system. The report’s recommendations ranged from small system fixes to strategic direction for future successful optimisation.

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Tavistock and Portman

The Tavistock and Portman NHS Foundation Trust

Customer Challenge:

A newly formed IM&T department, formed of 5 different departments previously, under the leadership of the newly created IM&T Director role.

Customer Objective:

Provide a customer orientated, usable IT and informatics services that builds on reliable technology services and puts the needs of the service users and staff at the centre of all the department does.

Ideal Approach:

Ideal approached this with a structured programme, adopting best practice from MSP and Change Management methodologies. Working in collaboration with the customer the following was put in place;

  1. Strategy Development Workshop: The attendees explored the change curve and the use of story-telling as an important skill in the delivery of successful strategy and projects
  2. Customer Requirements Workshop: This workshop focused on the customer for the department and taught the use of Kano and SIPOC LEAN tools to identify the customer needs and ensure that all stages in the process were adding value for service delivery.
  3. The workshops were followed by structured 1:1 interviews. The interviews were 20 minutes each and included questions about the individual’s strengths and capability and the individual’s perception of areas that were weaker across the whole of the department.
  4. Process reviews – Ideal reviewed all existing processes and developed recommendations for changes where appropriate.

Final Outcomes:

At the end of the engagement, the customer was able to appoint a local lead to adopt and embed the recommended changes. These related to Governance, Portfolio Controls, New processes and Templates and cross-referencing to other local initiatives (for avoidance of duplication).

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Southport & Ormskirk Hospitals NHS Trust

Southport & Ormskirk Hospitals NHS Trust

Customer Challenge:

The Trust’s business processes were largely paper based with some departmental IT systems in use. The hospital’s patient case notes were also paper based. There was an urgent need to replace the PAS system and for the Trust to review its strategy with regards to electronic patient records.

Customer Objective:

Identify the strategic business drivers for the introduction of an electronic patient record.

Ideal Approach:

The Ideal team of Consultants conducted structured interviews with key stakeholders in clinical, administrative, executive and operational roles. The information gathered was consolidated into a feedback presentation and a detailed report on findings. These findings formed the basis of the EPR Specification documentation.

Final Outcomes:

A full specification for the EPR was produced within two months. This provided a specification that the key stakeholders supported fully for use in the procurement. Independent management of the procurement process ensured a professional approach, backed by clear documentation with well-reasoned recommendations. This resulted in timely decision making at executive level.

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The Robert Jones & Agnes Hunt Orthopaedic Hospital NHS Foundation Trust

The Robert Jones & Agnes Hunt
Orthopaedic Hospital NHS
Foundation Trust

Customer Challenge:

Replace the trust’s legacy and non-interoperable IT estate with an integrated EPR and electronic clinical and information pathways. A key challenge is to ensure that the programme is clinically rather than technically driven, in order to support the development of enhanced clinical and operational pathways.

Customer Objective:

To develop and deliver a clinical and operational engagement strategy to support the trusts EPR programme and to produce a detailed EPR specification that meets the needs of a specialist orthopaedic trust.”

Ideal Approach:

Ideal delivered a structured stakeholder engagement programme through a multi-channel approach, including 1-1 interviews with key stakeholders, drop-in and workshop sessions in clinical settings, system use observation, a requirements and sentiment survey and internal communications in order to:

  • Identify sentiment towards and usage patterns of current technology, mapped onto existing clinical pathways
  • Identify information requirements for optimised clinical and operational pathways
  • Gather detailed EPR requirements and classify according to ‘must-haves’ and ‘nice-to-haves’ according to impact and strategy
  • Produce a detailed stakeholder engagement strategy, EPR requirements specification to be used in procurement and a stakeholder map to show engagement and support levels, priorities and challenges for segmented trust audiences.

Final Outcomes:

During the two-month project, the clinical and operational engagement programme and governance structure were established and a detailed EPR requirements specification defined. Ideal has now been asked to continue supporting the trust during the pre-procurement process, with a focus on continued clinical engagement and programme governance.

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