There are a number of sections within this part of the document. Using the links below, or to the side, you can skip to specific sections.
Jargon busting:
Despite our best efforts there may be a number of acronyms as well as NHS jargon in the our Operational Plan for 2024/25. To help, we have created this handy glossary of terms.
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Our strategy
The following key objectives for Digital and Data from the Annual Operational Planning guidance for 2024/25 will be delivered by the following programmes.
- Continue to level up the digital maturity of providers across all sectors, with a focus on deploying and upgrading electronic patient record systems in line with the What Good Looks Like guidance, as part of delivering the wider commitments set out in ‘A Plan for Digital Health and Social Care’, and ‘Data Saves Lives’.
- Support and prioritise the implementation of the Federated Data Platform (FDP) to support elective recovery, care coordination (including optimising discharge), population health management and vaccinations.
- Continue to connect services to and champion use of the NHS App and website as the digital front door to the NHS
Project and Programme delivery
Our headline work areas for 24/25 are as follows:
Electronic Patient Record: including EPR readiness, agreeing EPR full business case, preparing for implementation and optimising existing systems, to provide easy to use systems which provides access to accurate up to date information at any place and time.
Areas of work include:
- Developing the specification and full business case for our new EPR system in line with Frontline Digitisation funding
- Associated clinical system improvements such as upgrading CaMIS PAS, Nervecentre K2 maternity system, Symphony, implement Radiology Information System, Medisight and ICE (Integrated Clinical Environment)
- Continue to digitise inpatient wards using existing EPR
Digital Innovation: including maximising the benefits of new technologies such as virtual wards and surgical robot helping transform clinical care, deliver efficiencies, and improving the quality of patient care.
Areas of work include:
- Robotic Process Automation
- Da Vinci robot
- Artificial Intelligence Software for CT Brain Reporting Pilot
Analytics and Data Quality: Becoming a data driven, information rich Trust using our analytics to shape current and future clinical care and to make excellent clinical decisions.
Areas of work include:
- Patient Pathway Tracker pilot and onwards development
- Data Quality improvements aligned to national reporting and EPR readiness
- Data Warehouse improvements to improve architecture, reporting through ‘Derick‘ dashboards and population health management
Digital Foundations: including addressing key risks by improving infrastructure such as WiFi, cyber and server estate to provide a great user experience.
Areas of work include:
- Digital Paging system
- Wi-Fi network improvements
- Replacement Firewall
- New end user devices to support Windows 11
- Windows Server upgrades aligned to cloud strategy
Digital workforce, engagement, culture and strategy: including introducing a digital-first culture, improving digital governance and prioritisation, ensuring our workforce has great digital skills, and sharing our digital vision for the future.
Areas of work include:
- Develop and agree Digital Strategy 2025 – 2030
- Implement Digital Heroes engagement approach
- Digital Roadshows and Digital Drop-in sessions
- Achieve a minimum level of standards met’ DSPT submission in 2024
Governance
We will implement a new digital governance structure aligning to the themes below.
- Operational and Performance
- Strategy / Transformation Delivery
- Prioritisation / Planning
- Communications and Engagement
- EPR Programme Board
- Information Governance
System
We will use forthcoming digital maturity assessments to measure progress towards the core capabilities set out in What Good Looks Like (WGLL) framework and identify the areas that need to be prioritised in the development of plans. The 2024 digital maturity assessment is due in mid May 2024.
NHS App alignment will be paramount and effective communication across the system on future innovations and promoting patient use will be key.
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