1
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2
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3
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- Degree in computer science & MBA
- 22 years in IT
- Every role – analysis, programming, support, quality, project
management
- Mostly commercial organisations
- financial services, banking, retail, travel, manufacturing,
telecommunications & consultancy
- 3 years deputy group IT director – Lloyds pharmacy and AAH
pharmaceuticals
- Public sector
- The Law Society (£40m transformation programme)
- Social housing
- 2001 set up Transit Point
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4
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- 1 year eMM Project Manager based in Glasgow
- eMM Research
- Project Scope, Planning, Costing & Startup
- eMM Umbrella Programme
- Community Pharmacy
- eRx Pilot
- Process Mapping
- OBS/Specification of requirements
- Initial shaping of Full Rollout (4200 beds, 232 ward, 20 sites)
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5
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- EHR, EPR levels 1-6 & Timescales
- National Service Frameworks (NSF’s)
- Integrated Care Records Services (ICRS)
- Procurement Rationalisation (NISP, NASP, LSP)
- Confidentiality & Privacy
- UKCPRS
- SNOMED-CT
- X NOT SCOTLAND
- Spoonful of Sugar & Organisation with a Memory
- Contacts
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6
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- Project Planning - Programme board, Project management, Project Office
- Decision: To Pilot or Not?
- Project Briefs & PID for
- eMM Programme
- eRx Pilot
- OBS
- Full Rollout
- Community Pharmacy
- Project Plans, Dependencies & Roadmap
- Project Organisation Document
- Communication Plan
- Stakeholder Mapping
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7
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8
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- ETP Trials > Watching Brief
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9
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- Allow Time
- Cost
- 24x7 support (IT, Pharmacy, Supplier)
- Disaster Recovery Plan
- Hardware & Technology Selection
- Mobile Devices & Robustness
- Fast Moving, e.g., Smart Card
- Thick/Thin Client, Web Based, Portal
- Wireless LAN & Security
- Size to Cover Peaks Plus Growth
- Data Protection & User Authentication
- Software Selection – Functional specialist cf. Generalist
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10
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- Training
- IT Illiteracy & Phobia (Nurses)
- Application (on-call JHO)
- Superusers
- Clinical Risk – Testing
- Project Risk – Shortage of Nurses & Pharmacists
- Drug Trolley Redesign
- NHS Number & CHI Number
- Choice of Pilot Site - General Ward not Critical Care
- Evaluation 3 months
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11
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- Scope change – Medicines Administration
- More Risk but More Benefit
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12
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- MM structure
- Overlap (Drug Trolley might Disappear?)
- Definition
- Original Packs
- 28 Day Supply
- Patient Lockers
- Patient’s Own Medicines (Consent)
- Medicine Re-use
- Self Administration (Consent)
- Responsibility from Clinician to Nurse & Pharmacist, Nurse Partly
Covers Pharmacy Out Of Hours
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13
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- Speed up Discharge Process
- Reduce Nurse Time on Supply & Admin
- Automate process means more time NTPP
- Better weekend Cover
- Lower Cost through
- Better Use of Drugs
- Compliance (Self Administration)
- Better Primary & Secondary Care Integration
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14
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- Timing - eRx then MM harder than MM then eRx
- Patient’s Own Controlled Drugs
- Primary/Secondary Care Costing
- Changing SOP’s and Unions
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15
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- Flexible Systems
- Technological Change (Robotic
Dispensing)
- Support Future Process Change
- Stock Control of Patient Lockers
- MA & Technician Check Trigger Re-Supply
- Parallel Imports/Original Packs
- Undo Button
- Ward re-labelling
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16
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- Decision put EPMA pilot on hold – focus on MM, Evaluation, Process
Mapping & EPMA OBS/Requirement spec.
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17
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- Map Processes - Current & Future (EPMA & MM)
- High Level
- Admission
- Clinical Management
- Drug Administration
- IV Administration
- Stock Management
- Discharge
- Cardiology (EPMA Pilot team) > Generic > HEMPA (Scottish Top 16
EPMA & MM Guidelines)
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18
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- EPMA/Pharmacy Close Coupling
- Starting Point – Liverpool/Derby Generic Pharmacy & EPMA spec.
- Turn into Scottish Document
- 40 hours Multi-Disciplinary Workshops
- Clinician Input Biggest Risk
- Careful Wording
- Piecemeal IT development
- Consultants Don’t Always Agree
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19
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- Homeopathic & Herbal Remedies
- System Integration & Interoperability
- Single Login & Clinical Portal
- Access to Pathology Results to
- Make Informed Decision
- Feed into DSS/Interaction Checking
- Automatic Triggers
- Extra System Flexibility/Configurability = Complexity, Cost, Unclear
Process/Program Logic, RISK
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20
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- Link OBS to Process Maps (Patient Journey)
- Wider Review – Stakeholders, Clinicians, Specialisms
- Decisions on Legacy Systems
- Once OBS agreed - complete Pilot and do Full Rollout
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21
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22
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- IT is Change Enabler/Limiter
- Need Procedures to Change (People) EPMA & MM
- Communication & Involvement is Key
- Tap into Committees (Be Seen/Accessible)
- Project Vision
- Pragmatic Project Management & Experienced PM
- Danger Too Much Change - Prioritise Projects
- Allow Time, Money & Resource
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23
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