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LORENZO

LORENZO. Come On In The Waters Lovely; What’s The Worst That Can Happen?. AKA. MARK NORWOOD Associate Director of IM&T Derby Hospitals Foundation Trust MARTYN SMITH Director of IT & Innovation Hull & East Yorkshire Hospitals. Turnover of £442m; 1150* beds; circa 8000 staff

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LORENZO

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  1. LORENZO

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

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

  4. 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 DERBY Hospitals FT *Subject to regular variation

  5. 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 HULL & EAST YORKSHIRE HOSPITALS

  6. ‘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 LORENZO THEMES

  7. End-to-End Pathway Management across Hospital Teams & Care Partners • Comes with the following in-built functionality: LORENZO THEMES

  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. 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 THE BAD

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

  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 Create momentum with a publicity campaign Stay Calm!!

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