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A Perspective on the PACS Programme
David Whitfield
20th April 2005
2
A Perspective on the PACS Programme
Introduction and Context
Scene Setting
Bidding
Contracting
Early Delivery
Growing Pains
Conclusion
3
Scene Setting (1)
Features of Successful Programmes
– Have a clear vision and real sponsorship (otherwise failure is not left to chance)
– Concerned with outcomes rather than deliverables
– Embrace systems, processes and people aspects
– Involve the stakeholders and deploy clear management
– Embrace & control change rather than resist & stifle it
Some Danger Signs
– Over ambitious
– Over complicated
– Over long
– Few early benefits planned
4
Scene Setting (2)
Some things to remember:
By default, large programmes fail / under-deliver
You cannot contract for the behaviour you require
– Partnership is essential – it’s a long term relationship
– Shared objectives, recognising different measures of success
– The behaviour that you incentivise rather than penalise
– Contracts are baselines/agreements not management handbooks
– Contracts are the reference of last resort – in court
Nothing of real value is achieved without a struggle
…. it’s meant to be hard!
5
Bidding – to April 2004
Small procurement team
Bidder-to-user contact
– Limited by process
– Good reaction to supplier initiatives
– Information baseline
Detailed requirement specification
– National solution from multiple vendors
– Consultation process
– National integration vision
Sequence change without impact analysis
Moving goalposts and short timescales
6
Contracting (1)
Supplier selection: end April 2004
Then, all of a sudden, nothing happened …..
…... and after a while, nothing more happened …..
….. and then it was July …..
….. when “things” really did start to happen
Discussions on contractual matters:
– commenced
– faltered, and then
– resumed in earnest
– early engagement at 3 Trusts
7
Contracting (2)
Small procurement team handling multiple LSPs
IT procurement model based on the core contract model
Top-down deployment targets drove:
– “cookie cutter” model with rapid responses committed from the NHS
– introduction of “encouragements” for the contractors
– significant obligations agreed on the Trusts (and the wider NHS)
Governance and management model
A number of cliff-edge moments
After nearly 7 months had elapsed from supplier selection:
– agreement reached on 11th November 2004
– with no change in deployment target dates
8
A Business Change Programme
Systems
Processes
People
…. with a contract which focuses on
the delivery and operation of
the enabling IT component
9
…. which is only about this ….
Southern Cluster Primary Image Store West Dorset Server Rack
10
Transcribe &Report approved
Patient Registered Exam Performed
Patient DataRe-Entered
at Acq Device
Previous Examshung in Reading
Room
Return Filmsto File Room
Re-assembleFilm Jacket
Send Films &Report to Referring
Clinician
Retrieve Films &Report from Referring
Clinician
Radiologist Dictate & Un-hang films
Develop Film
Quality Assurance
HangFilms
….. to facilitate the changes from this …..
11
Patient Registered Exam Performed
Radiologist ReadDictate & Approve
Referring ClinicianAccesses Report
and Films
Quality Assurance
….. to support the vision of …..
12
….. film-less and paper-less imaging
13
The Going-In Environment
Centrally established requirements
Standardised buying method
Output based service charging
Limited user involvement
Information centralisedand then….
Huge urgency
Lean scaling
Unclear financial arrangements
Limited communications
Lack of ready answers on important topics
….. hence some “tricky starts” were to be expected …..
14
Early Engagement
A fast start was essential but had to be sustainable and strategically aligned
Pre-contract work provided a framework for wider engagement
Focus on delivering early results
Temporary Order mechanism avoided many start-up delays
Initial equipment configured and ordered for 3 Trusts and for the Cluster Image Store within 5 weeks
Working with the Trusts rather than “doing PACS to them”
Finding ways round obstacles / challenges rather than using them as “explanations” for delays
Striving to fill the information gaps for the Trusts …..
….. and feeling a way through the governance arrangements …..
15
Stakeholder Relationships around PACS
XYZ Hospitals NHS Trust
SHA
National Programme for Information Technology
Southern Cluster
16
Contractual Relationships for PACS
XYZ Hospitals NHS Trust
SHA
National Programme for Information Technology
Southern Cluster
17
Deployment Sequence
InitialMeeting
PrelimConfig
FinalConfig
BusCase
Approval
PlaceOrder
Rec &StageEqpt
Install &Integrate
Test &Accept
Go Live
OngoingService
Temporary Order
18
Deployment Status - Today
InitialMeeting
PrelimConfig
FinalConfig
BusCase
Approval
PlaceOrder
Rec &StageEqpt
Install &Integrate
Test &Accept
Go Live
Ashford & St. Peter’s
Milton Keynes SalisburyOngoingService
Dartford &Gravesham
North Bristol,NOC, East Kent
Cluster Store
Gloucestershire
PooleWorthing &Southlands
Royal Surrey, MTWPlymouth
Brighton& Sussex
RoyalCornwall Temporary Order
West Dorset
19
Growing Pains
Life changes after any major service goes live:
– Priorities: restoration, continuity, enhancement
– Environment continually changes - PACS is not an island
– Technology presents new opportunities
The service must evolve or risk becoming irrelevant
The current “early nursing” is not scalable
– Broader engagement ahead
– Industrial strength processes to be institutionalised
– Governance and management gear change
– BUT each Trust sees their PACS deployment with fresh eyes
20
Conclusion
The urgency was a significant factor in building momentum
The end of the beginning has now arrived
– One Trust may not a Cluster be . . . . but it is at least a tangible start!
– There is no realistic way back
It will get harder …..….. before it gets even harder
….. but lessons can be learned to make it easier
Change will be both an imperative and a potential threat
The deployment will inevitably cause the vision to evolve
….. and finally…..
“Enabling a step change in healthcare provision”
PACS . . .