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2018 - 2021

DIGITAL ROADMAP

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CONTENTS

1 Foreword 3

2 Digital overview 4

3 History 5

4 Mission 6

5 Values 7

6 Drivers for change 8

7 Digital strategy 10

8 Global Digital Exemplars 11

9 Digital strategy supporting functions 12

10 Digital maturity 13

11 Delivery Roadmap 14

12 Digitally enabled transformation 15

13 Clinical leadership 16

14 Summary 16

Putting patients first

Valuing our people

Health and wellbeing

Transforming our services

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and we will look more closely at this as part of our STP with partners and stakeholders.

Standing still is therefore not an option. We will work closer with our partners across the region to ensure a collective strength in healthcare services and this is our blueprint for the direction we will take.

Health and Care system-wide transformation can, and will, be enabled through appropriate investment and adoption of new Information and Technology Services, such services also known as ‘Digital Services’ will create both the opportunities and conditions in healthcare “not just to do the same things better”, but to do “better things”.

The NHS remains a cherished part of our way of life and we will work hard to maintain the high standards that our staff, stakeholders and patients expect from us.

Like many other Trusts, we have faced up to new challenges and pressures without compromising on the quality delivery of our services. We remain one of the top performing Trusts in the North East of England and continue to seek new opportunities which we can take advantage of as we move forward, for example, new model systems, better technology and effective collaborative approaches. However, we all acknowledge that the healthcare landscape in which we operate is changing at a rapid pace, and we will need to become more efficient in everything we do. That may mean making tougher decisions about what we provide within tightening budgets, but it also means becoming more innovative and making the most of opportunities to improve how we work in order to provide alternative funding streams and resources for our services.

The NHS Five Year Forward View has steered all Trusts towards stronger engagement in order to ensure better targeted services for patients and we will deliver on this during the lifetime of this strategy in collaboration with our Health and Care Partners and through Sustainability and Transformation Partnerships (STP).

We have developed our range of corporate and clinical service strategies with our staff, governors, partners and our patients and they have worked with us to scan the changing landscape of the NHS to ensure that our plans for the future are still the right ones.

Whilst our values haven’t changed, we have altered some of our strategic aims to reflect our ‘people first’ focus. We are committed to providing more care closer to the patient’s home thereby reducing the length of time they may spend in hospital.

However, whilst we know that we will always need to provide more specialist services within a hospital setting to improve the outcomes and life chances of many of our patients, how and where we provide those specialist services may need to be re-appraised

FOREWORD 1

Paul Garvin Chairman

Alan Foster MBE Accountable Officer CNE STP Lead

Julie Gillon Chief Executive (Interim)

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DIGITAL OVERVIEW 2

Fundamental to our health and care system transformation, will be the delivery of high quality, cost effective Information and Technology Services (I&TS), such services are increasingly being known ‘Digital Services’. Our vision is to have; secure, resilient, accurate and timely information at the point of patient care; this will be delivered through an integrated application suite, combining; clinical and line of business applications, underpinned by a robust and cost-effective information infrastructure.

We will focus on addressing the key health and care objectives from a local and regional perspective, as described in programmes such as the Better Health Programme (BHP) and the emergent Sustainability and Transformation Partnerships (STP). Furthermore, we support the creation of a collaborative health and care system, key elements of which are articulated within published Clinical Commissioning Group (CCG) Local Digital Roadmaps (LDRs).

Our aim is to enable, secure and legitimate information and knowledge sharing, supporting user (Patient and Clinician) access and ‘self-sufficiency’. We will develop digital services that will shift health and care, from ‘isolation to integration’.

When aligned with appropriate ‘people’ and ‘process’ changes, digital services will provide the best possible care for the patients we serve, whilst at the same time deliver a range of health and care system transformations.

Our key focus areas will be:

• Integration with the Cumbria and North East (CNE) digital health & care programmes, including the Great North Care Record (GNCR) and related population health initiatives.

• Unlocking the power of information to improve decision making at the point of care.

• Exploiting digital technologies to deliver patient centred solutions in neighbourhoods and communities.

• Keeping patient and service user’s information safe, secure and up to date, and only used with appropriate governance and controls.

• Improving organisational digital maturity, and user digital literacy to maximise the benefits of digital technologies.

• Delivering digital services which will be paper-free at the point-of-care by 2020.

Dr Graham Evans Chief Information and Technology Officer/ Senior Information Risk Owner

“During 2014, the Clinical Digital Maturity Index (CDMI) ranked North Tees and Hartlepool NHS Foundation Trust, in joint 121st position in the NHS acute provider rankings. The CDMI report published in February 2018, now shows the Trust in joint 1st position nationally”.

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HISTORY 3 North Tees and Hartlepool NHS Foundation Trust provides health care services to a population of over 400,000 people predominantly covering an area from Easington in the North, Stockton in the South, Hartlepool in the East and parts of Sedgefield in the West.

North Tees and Hartlepool Hospitals, have a rich history dating back to the late 1960’s when local populations were much lower and people had fewer options by which to manage their healthcare.

Since then, populations have increased, people are living longer

As part of the Five Year Forward View in 2015, and in response to the growing (and significant) pressures facing the health service, NHS England set out to review the sustainability of all local healthcare services being delivered in isolation, encouraging collaborative approaches in managing limited resources across multiple geographies.

This Trust is part of the, Durham, Darlington, Teesside, Hambleton, Richmondshire and Whitby, Sustainability and Transformation Partnership (STP) which is one of 44 STP footprints in England.

The STP has developed ambitious plans to prevent ill health, improve; health outcomes, quality of care and deliver financial sustainability with a vision of ‘meeting the needs of our communities now, and for future generations, with consistently better health and social care delivered in the best place’.

There is a long history of partnership working across Durham and Tees Valley dating back to the late 1980s in non-health related areas such as the economy, housing, education and transport, and the region has benefited from this, however, the transformation within the context of the STP will focus on improving ‘population health’ i.e. moving from a fragmented approach to improved integration of care delivery, and this will take the form of greater collaboration with the need to take difficult decisions.

At the time of drafting this strategy, it is assumed that some the 44 national STP’s are likely to consolidate, and for the CNE region that the three initial STP footprints will converge into one singular STP, or Integrated Care Organisation, serving a population of around 3.2M people.

with a steep rise in co-morbidities, many people are learning to live with long term conditions, whilst at the same time Accident & Emergency Departments continue to struggle and cope with the increase in non-urgent attendances.

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MISSION 4 The STP maintains that services currently provided in localities cannot continue in their present form. The Trust’s commitment to the STP is clear and unequivocal, we believe that a transformed system-wide approach where collaboration and joint ownership of all respective plans within the local healthcare economy is the way forward. Neighbouring Trusts will need to work together and explore the most efficient and effective ways of delivering key clinical and back office services, particularly where this means reviewing the location of certain services, if future sustainability is to be addressed, it will be challenging, but it is not insurmountable.

In order to develop and sustain the transformational change within the health and social care services across the region, there will need to be a range of engagement activities that harness the wealth and breadth of talent and expert knowledge throughout the local health and care economy including the much-valued experiences and thoughts of the general population

This will be a whole system approach with strong leadership born from collaboration between Clinical Commissioning Groups (CCGs) and the NHS Foundation Trusts in order to steer and direct the emergent plan and its implementation.

Whilst the STP vision is clearly described, the realisation and delivery will rely on the joining-up and commitment of key interdependent sectors including; Primary Care, Local Authorities, Public Health, Voluntary and Community Sectors and all delivery providers.

WE’RE PASSIONATE ABOUT

Putting patients first

Quality, safety and patient experience

Transforming services to meet the health needs of

future generations

Digital services can provide the enabling capabilities to deliver ‘sustained transformation’ at scale.

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VALUES 5

Health care is a people business, and therefore we place great emphasis on all the people associated with our organisation, namely, patients, public and our staff. All are key to what we do. This is recognised in our People First Values which underpin our service delivery. We expect our People First Values to drive our behaviour when we are delivering care to our patients and their families as well as in our dealings with colleagues and people in our own and other organisations.

• Responding to the needs of the patients, their families and stakeholders.

• Treat people with compassion, care and courtesy, whilst respecting privacy, dignity and individuality.

• Respond quickly and effectively always giving clear and concise explanations.

• Look the part, perform as a team and practice good listening skills.

• Deal effectively with difficult situations.

• Develop and maintain an appropriate environment.

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DRIVERS FOR CHANGE 6

Like other market sectors who have successfully embraced digital services, we need to understand the needs and demands of the people we serve….’the Patients’.

Pressures being placed on the health and care system, means we need to think and behave differently in order to maintain and improve health and care services.

Digital technologies can help, but this transformation requires; People, Process and Technology being aligned, and therefore create the opportunity, ‘not do the same thing better’, but ‘do better things’.

The paradigm shift will occur, when, like other digitally transformed sectors, we can shift to a more ‘connected’ and user ‘self- managing’ models of delivery.

However, as we become more digitally dependent, new risks and challenges will need to be understood and managed, such as; data security and the emergence of Cyber threats.

Transition from isolated data to “Joined-up” services

Transition from paper-heavy to paper-light ways of working. Avoiding:

• Data breaches

• Lost in transit

• No audit trail

• Record storage costs

Key benefits to joined-up health & care data

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Not in Hospital Transition from the traditional model of ‘in hospital’ care into a safe and appropriate ‘not in hospital’ or Neighbourhood and Community (N&C) settings.

Many initiatives are currently in flight within the Trust as well as other parts of the region, for example Darlington Healthy New Towns (HNT).

Health and care leaders will be required to lead and articulate the specific scenarios and ‘use cases’ requiring digital solutions, in order to ensure digital enablement is ‘designed in’, not ‘added-on’.

During 2017 the Trust became a partner organisation of Health Call. This is a collaboration between six NHS Foundation Trusts in the North East of England, Health Call is a vehicle for redefining best practice, recognising specialities and accessing the diversity of care expertise in the North East, a population area of over three million people. Developed by the North East for the North East, Health Call enables professionals in the region to implement digital care at scale. Health Call supports NHS organisations to design, develop and implement digital health services at speed, with content also made available to the other organisations in the UK.

Hospital at Home This programme of work is clinically driven and is being embraced by the patient groups benefitting from this transformational approach.

The model of care has been focusing on people and process with some initial technology services being considered, this primarily involves real-time access to the patient record.

Virtual consultation Ability to provide a real-time ‘virtual’ clinical consolation solution, supported by appropriate and secure Video Conferencing ‘style’ services.

Whilst many tools already exist, it is expected that an industrial scale platform and service will be necessary.

The digital hospital of things The aim of this programme is to provide an Electronic Patient Record (EPR) system that will enable and support patient care to be provided within a paper-free environment.

Patient information will be recorded electronically allowing for this to be shared securely and seamlessly across all departments and healthcare settings at the point of need, enabling multidisciplinary teams to work collaboratively to better support the care of our patients

• Patient o Improved patient experience through

Less repetition and reduced delays Truly joined up care

o Patients empowered to make decisions about their care

• Clinician o Single secure patient record which supports

better clinical decision making o Enhanced decision support with alerts o Less time spent on looking for information and

more time spend on direct patient care • Organisation

o Improved patient flow and reduced delays with scheduling and electronic patient pathways

o Enhanced reporting from a single source of information

o Facilitate and drive the transformation of services.

"Better use of data and technology has the power to improve health, transforming the quality and reducing the cost of health and care services. It can give citizens more control over their health and wellbeing." — Personalized Health and Care 2020 (U.K.)

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DIGITAL STRATEGY 7 The general perception from the public is that the NHS is a single entity, with well-connected systems and services that enable patients and service users to move seamlessly between points of care.

The general perception from the public is that the NHS is a single entity, with well-connected systems and services that enable patients and service users to move seamlessly between points of care.

The reality is, the NHS and broader Health and Care System, is a complex amalgamation of different organisations, operating in a dynamic and fast-moving environment. Often working in ‘isolation’, but starting to move towards ‘integration’

• Digital technology – things that were once thought impossible or perhaps ‘the work of science fiction’, are now common place.

• Digital Transaction – ability to transfer funds electronically directly into and out of our bank accounts, we can manage those accounts from home or ‘on the move’ from our PC’s, tablets and secure smartphones and think nothing of it.

• Digital consumer – we regularly browse and virtually ‘shop’ from the comfort of our armchairs, we have our weekly groceries and other goods delivered to our doorsteps without the need to leave our homes.

• Consumer driven – we book holidays, check-in on-line and even complete our tax returns all without paper, we can even control our domestic appliances, lighting and heating from mobile applications (apps), on our phones.

• Communication – We can communicate with friends and relatives who may be thousands of miles away, using voice and video enabled technologies and almost feel as if we are in the same room.

• Digital adoption – Despite all of this, we still struggle to digitally enable health and care services and be able to truly transform the way in which we provide high quality, safe care for our patients.

• Digital by default – NHS still does not routinely collect patient email addresses as preferred channel of communication.

DIGITAL TARGETS • Integration with the Great North

Care Record and broader system digital initiatives.

• Compliments and supports Local Digital Roadmaps (LDRs) objectives.

• Shifts heath and care from ‘isolation to integration’.

• Digital services that add value to patient outcomes.

• Digital access and control for patients and empower carers.

• Secure, resilient, timely and accurate information at the point of patient care.

• Improve decision making through integration of clinical and line of business systems

• Reduce administrative burden for clinicians and care professionals.

• Continually improve our digital maturity.

• Improve digital literacy of staff and service users to maximise benefits of digital technology.

• Deliver paper-free Information & Technology services by 2020.

• Aligning; People, Process and Technology.

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An announcement by the Secretary of State for Health and Care in September 2017, named the Trust as a Global Digital Exemplar (GDE) Fast Follower organisation. This achievement is a result of many years of vision, leadership and strategic investments in new and innovative technologies, demonstrated by a high degree of digital maturity when compared to other NHS organisations.

The GDE programme and the Trusts Fast Follower status, is a partnership with the Royal Liverpool and Broadgreen University Hospitals NHS Trust (RLBUHT). The GDE programme provides a mechanism to develop new digitally enabled services by learning and sharing key aspects of; People, Process and Technology transformations.

The GDE Fast Follower success is testament to the Trusts vision and continued investment in new and information technologies.

GLOBAL DIGITAL EXEMPLARS 8 The Five Year Forward View and Personalised Health and Care 2020 describe the transformation needed across the health and care system to ensure it remains sustainable and of high quality. Both these national publications and local Sustainability and Transformation Plans emphasise that excellent use of information and technology is fundamental to this transformation.

By joining up and digitalising health systems, we can provide clinicians with more timely access to accurate information, support service change to help improve health for all and provide patients with better access to their records and support service change which will improve health for all.

Through Global Digital Exemplars (GDE), we have an opportunity to develop leaders of this digital transformation who will eclipse the best in the rest of the world.

Exemplars are a key part of the Driving

Digital Maturity programme

A GDE is an internationally recognised NHS provider delivering exceptional care, efficiently, through the use of world-class digital technology and information. GDE’s will share their learning and experiences to enable other trusts to follow in their footsteps as quickly and effectively as possible.

GDE’s are now partnered with fast followers – trusts who will support the spread of best practice and innovation.

Fast followers are supported by NHS England funding, matched locally, and will enable GDE’s to establish proven models that can be rolled out across the NHS more broadly. In some cases, this will be sharing software or a common IT team. Others will adopt standard methodologies and processes.

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Operating from the two main hospital sites at Hartlepool and North Tees, with some services delivered from Peterlee Community hospital, a 5 year capital investment programme has been developed to continually improve Information and Technology Services (I&TS) both within the Trust and across the broader region.

The development and adoption of new digital services and tools as part of our EPR platform, underpins and enables this passion to become a reality.

Our ambitious digital programmes plan is already delivering and enabling significant changes in the way the Trust, its clinical services and associated functions operate. Our multi-phased EPR deployment timeline has been in place since late 2015 and has delivered the following:

• Phase 1: Establishing the foundations (replace like for like) legacy systems.

o Patient Administration system (PAS)

o Accident and Emergency system (EDIS)

o Maternity system (Evolution)

o Bespoke Bed Management system

o Electronic Discharge system (Revive)

o Coding system

During 2018 - 2019 the following phases will be also be delivered along with other complimentary digital programmes supporting the Trust and the CNE region.

• Phase 2: Consolidating the patient record

• Phase 3: Delivering clinical decision support and enabling greater “self-sufficiency” for patients and staff.

As well as our portfolio of digital programmes, other functions within the Trust’s I&TS directorate have key roles to play and support the agenda.

TrakCare 2017.2 (ADHOC 15)

TrakCare Theatres

Changes to Timeline

In flight & Future Projects

TrakCare 2018

(Upgrade)e-Obs

Clinical Pathways

GDEFFHealthShare (Tees-wide

Health & Care Record)

e-Booking Process

(Theatres)

Responsive Design

GDEFF

Integrated Ambulance Handover

Go-Live

Go-Live

7th Sept 2017

27th Sept 2017

The service received two weeks of floor walking support

Integration

Mobile Devices

Communications

JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL

2017 2018MAY

ACN

On Hold

On Hold

ECDS In Progress

In Progress

• Ward 41

In Progress

In Progress

Live

Live• Ward 42

• Ward 40

• Ward 38

OCR

EPMA

Primary Care Record(MIG)

ICEContextual Link

CRIS/OmniLabInterface

PACSContextual Link

Clinical Letters(File Drop)

Ascribe(EMIS)Interface

TrakCare EPMA

Go Live 6th Mar 2018One ward / week Approx. 6 months roll out

ECDS

Go-Live 27th Feb 2018

Clinical Handover

Go Live (Nurse Handover Wd 33) 20th Mar 2018

As more integrated digital systems are developed and deployed, the role and importance of our central Systems Administration (SysAdmin) team will evolve in order to provide a world class support capability.

The Information Management (IM) team, we will be supporting the development of an integrated business intelligence service exploiting systems and capabilities to deliver, timely accurate and relevant information support. Furthermore, working with clinical leaders the Clinical Coding function, will continually improve the methods of clinical activity recording and coding as we transition from paper to digital data collection and processing services.

In a similar way, as we move from paper to digital data capture and increase our integrated health and care record capabilities, the Healthcare Records (HCR) and Electronic Document Management (EDM) functions will adapt and adopt new and efficient systems and services to support our internal customer requirements.

Our Information and Communications Technology (ICT) function will be delivering and supporting essential Infrastructure, security and operational ICT support services that will underpin our digital ambitions. In addition, as the Trust and NHS generally adopts new digitally enabled systems and services, there need to be on-going vigilance, assessment and appropriate management relating to the increased risk associated with data security and Cyber threats, as such, the role of the Trusts Information Governance (IG) function cannot be understated and whilst IG can act as our corporate conscience, there will need to be a high dependency on staff taking personal responsibility to maintain all expected standards of operation.

The Trust has adopted appropriate systems and controls, including but not limited to; the 10 Steps to Cyber Security, engagement with the NHS Digital CareCERT programmes and implemented Cyber data security Strategies, policies and procedures. However, as we become more digitally on-gong priority will need to be given to this part of the digital agenda.

THE DIGITAL STRATEGY – SUPPORTING FUNCTIONS 9

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Digital Maturity Assessment The Digital Maturity Assessment (DMA) measures the extent to which healthcare services in England are supported by the effective use of digital technology.

The DMA, will help identify key strengths and gaps in healthcare providers’ provision of digital services at the point of care and offer an initial view of the current ‘baseline’ position across the country. The DMA supports the National Information Board’s commitment to achieving a fully interoperable health and care system by 2020 that is paper- free at the point of care.

The Digital Maturity programme worked with a number of partners including Academic Health Science Networks (AHSNs) and healthcare providers and CCGs to examine effective use of technology, with particular focus on capabilities such as digital care records, transfers of care and medicines management.

The DMA is a framework that can be used across acute, mental health, community, ambulance and social care settings. The DMA builds on existing evidence about how investing and effectively using IT can achieve better patient outcomes, reduce bureaucracy, improve patient safety and deliver efficiencies.

A factor in the Trusts achievement and GDE status, is based on organisational digital maturity, during 2014, the Clinical Digital Maturity Index (CDMI) ranked the Trust joint 121st in the NHS acute provider rankings, the CDMI report published in February 2018, now shows the Trust in joint 1st position nationally.

Our digital maturity status is heavily dependent upon a range of systems, services, capabilities and readiness, fundamental to this is our internal Electronic Patient Record (EPR) platform and its functionality.

The EPR, InterSystems TrakCare, has continued to develop with successful deployments of a number of new functions and features, these included: integration and access to General Practice primary care record via the Medical Interoperability Gateway (MiG), the MiG being seen as one of the initial steps towards developing and implementing a regional integrated and interoperable care record, legitimate records access via the MiG is managed and maintained by robust Information Governance and Information Sharing Agreements (ISA’s).

In early 2016 NTHFT rated its overall readiness at 91%, infrastructure at 89% and capability at 61%, which were similar scores to our GDE partners.

Progress continues to be made and the current NTHFT self-assessment and projected ongoing improvement in the next 2 – 3 years is based on the NHS England Digital Maturity Self-Assessment Guidelines and the HIMSS 17 Analytics EMRAM Criteria Sheet.

DIGITAL MATURITY 10

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Infrastructure To continue to increase security and resilience that supports the Trust’s digital aspirations. Provide Single Sign-On (SSO) in selected clinical areas where multiple systems are regularly in use.

To support paperless working and different types of devices. To ensure a more resilient downtime solution is in place.

The specific details of how, and when, the range of Roadmap Themes, their programmes and associated projects will be delivered, have been clearly documented with the formal governance arrangements within the Trust.

Roadmap Themes Information at the heart of decision making To deliver information back to clinical teams allowing for a more informed decision making process to occur. Timely availability of information allows pathway redesign across settings and an improved infrastructure will facilitate faster, real-time, access to information and fully aligned to the requirements set out in the GNCR Strategy for regional interoperability.

Self-service and self-sufficiency To provide patients with the tools and technologies to support participation in the management of their own care.

Paper-free working (Paperlight 2020) Improve efficiency through paper-free working and ceasing to either pull or record information in paper notes, where appropriate.

Digital Clinician Harnessing digital technology to improve the productivity and effectiveness of our clinical workforce.

Our Unique Selling Point (USP) is built around the fact we are the first of type English Edition TrakCare customer. In addition, we are also a client reference site for InterSystems enabling our experience and method of delivery to be shared with prospective InterSystem’s customers and other existing TrakCare customers alike….

DELIVERY ROADMAP 11

The Hospital of Things

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Digitally enabled transformation can only be successful when there is a clearly understood and agreed approach, supported by senior leadership and organisational commitment.

Approach

Our Digital services transformation model, is based on the Trust’s broader transformation approach, and has origins in both LEAN and Total Quality Management (TQM) techniques.

There are three key elements within our approach;

• Vision Clearly describe the context, reason and approach the transformation journey will take, if you cannot describe it, how can people understand, engage and more importantly, support the direction of travel.

• Method Have an agreed set of systems, processes tools and techniques. Standardisation is fundamental and a critical success factor in this approach. Having all stakeholders adopt the same methods will remove variation and increase delivery potential.

• Compact As the name suggests, the compact is a bit like a “contract”, it’s a statement and agreement of what an individual (or organisation) will give and in return, what they will get by way of benefits and transformational improvement.

Whilst our Digital transformation approach provides a framework for change, transformational service improvement can only start with understanding the ‘interplay’ between People, Process and Technology, and without appropriate alignment transformation will not be successful.

Vision

CompactMethod

Approach

People, Process and Technology Having described the digital transformational ‘vision’, confirmed and applied the ‘method’ then obtained formal agreement within the compact, aligning the three key elements described below then needs to take place.

People – identify key stakeholders and leaders who will positively reinforce the vision and drive the agenda. Fundamental to this will be the creation and implementation of clear engagement and communications strategies. Furthermore having an early understanding of the future state education and training needs will ensure staff and system users will be able to adapt and adopt new and improved ways of working.

Process – understand the current “as is” situation, in order to baseline and benchmark the pre-transformational state is a critical step. The next steps will be to articulate the future state “to be” including use cases of how the new system and services will add-value, and deliver benefits to the range of stakeholders. Process re-engineering and associated changes including adoption of new ways of working are perhaps the most challenging aspects of digitally enabled transformation and therefore requires significant planning, resource and management.

Technology – whilst implementation and deployment of new information and technology services is not without challenge and risk, compared to the People and Process changes, the Technology aspects are relatively more straightforward and transactional. However, it is imperative to get the basics right including, but not limited to:

• Infrastructure • Hardware • Software • Devices • Systems • Security (Data and Cyber)

Once implemented the transformation process needs to be continually reviewed for on-going improvement.

Technology

People Process

Align

DIGITALLY ENABLED TRANSFORMATION 12

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Clinical Leadership Information Technology (IT) enabled projects often fail as they focus on “Technology” and not the business needing to be transformed, as a result, we must learn from the past (well documented) experiences in order to shape the future. Our business is about high quality, safe Health and Care services, so our approach to health and care transformation needs to be, business (and/or clinically) owned and driven, but ‘Digitally’ enabled. Clinicians (Doctors and Nurses) need to be able to articulate and help shape the future. Visionary clinicians will drive the change and provide the commitment needed, we just need to know who they are (and clone them). The roles of Chief Clinical Informatics Officer (CCIO), and Chief Nursing Informatics Officer (CNIO) are both symbolic and essential to creating the environment and commitment for change. Other leaders, such as the Medical Director, Chief Information and Technology Officer (CITO) and Chief Executive Officer (CEO), will provide the Executive and Board level support to the CCIO, CNIO and other members of the transformation and implementation teams, to help shape the environment and organisational culture required.

Summary This digital roadmap describes the context of the changing health and care landscape, together with a range of transformational opportunities arising with the advent of the digital revolution. North Tees and Hartlepool NHS Foundation Trust are in the vanguard of a significant digital transformation, designed to further enhance the high quality care we provide for the patients and citizens we serve. Our success to date is due in part to having a clear sense of purpose, strong and committed leadership combined with appropriate financial and human resource investments, but fundamentally our “can do attitude” is the reason we do what we do.

CLINICAL LEADERSHIP 13

SUMMARY 14