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Contents 1 Foreword Carole Langrick

2 Introduction James Rawlinson

3 IM&T Vision and Strategy 4 Knowledge Management Services Ian Nicholson

5 Clinical Director Paul Curley

6 Projects Performance Vanessa Atkinson

7 Financial Performance Donna Norris and Catherine White

8 Service Delivery Martin Moorhouse

9 Training and Registration Authority Lesley Barrett

10 Our people




Foreword Carole Langrick, Chief Operating Officer and Deputy Chief Executive As Chair of the Trust’s IM&T Steering Group I am delighted to welcome you to the IM&T’s Annual Report 2013/14 – a first for the department. This report will illustrate the key achievements and activities of IM&T Services and punctuate an extremely successful year for the department; through supporting patient services and assisting our organisation to meet their objectives throughout the Trust. Findings from the Ernst and Young report highlighted that end users of IM&T within the Trust were unaware of the scope of IM&T’s role and responsibilities. Therefore we were particularly keen to start producing annual reports in order to inform and educate the Trust and rectify this. We have designed this report with the reader in mind- we wanted to produce something that would not only communicate our services and achievements, but also to enlighten. This report is not solely to communicate the department’s strategy and objectives, but to also provide a starting point for the reader to engage with the department and gain an understanding of what we are doing, how we are doing it and who the key people are within IM&T.

The Mid Yorkshire Hospitals NHS Trust



Introduction James Rawlinson, Associate Director of IT Services Welcome to our first Annual Report for MY IM&T Services. We’ve spent the last year reviewing how we provide our services and listening to our customers within the Trust. A common theme is a greater need to communicate about our services, the changes we’re making and how you can access support you need to in a timely fashion - this report is the start of that change and on November 18th we will be hosting a showcase event at Pinderfields, with some exciting guest speakers and demonstrations of the technology used within the Trust. Another common theme is to ensure the system and services we provide continue to be fit for purpose and operate reliably. We have an aggressive timetable of new system developments and upgrades to existing system over the coming years. Ranging from implementations of nursing observation systems using iPod devices to the development of a patient portal allowing patients to access administrative information we hold about them. A significant achievement, that hasn’t been without difficulty, is we have at last successfully replaced our outdated and ageing PAS with a new and modern PAS (CAMIS) - this will be the foundation for a number of exciting developments over the coming years and months, supporting our journey to an electronic patient record and including a much tighter integration with our A&E system (upgrade due to be completed by the end of this year). We continue to enhance and develop our usage of SystmOne across the Trust such as becoming paper light and deploying over 200 mobile laptops in community. Over the last 8 months, we had a real focus on our customer services and our technical teams and the Service desk have been working much closer together to improve response times. We receive around 2500 calls a month to the service desk and around 50% of these are resolved immediately over the telephone and if escalated to one of the site teams most requests are now closed with 8 hours. Back in February 2013 on average we used to have around 400 calls ‘open’ at any one time, this is now down to around 140. We’ve also been making significant changes to our infrastructure too to further improve systems reliability and functionality. Over the last 6 months over 10,000 mailboxes have been migrated to a new email system, and we’re migrating over 80 servers to a new ‘virtual’ environment. By December we will have upgraded all our data links into community to provide much faster and more reliable secure network access. We encourage you to become involved, we have an active and growing IT User Group, an IM&T Clinical reference group and Executive IM&T Steering group chaired by the Chief Operating Officer that helps ensure we are doing the right things and stay aligned to the needs of our organisation.


er 3,500 We have ov sing staff acces nd are the a e n O m t s y S le user of largest sing the country in e n O m t s Sy


Our Vision

Our Vision “Any Doctor, Nurse or other Healthcare professional can visit any patient in any place and review old or add new information which will be instantly available across the organisation and its partners. Coding, patient level costing and intelligence will be a by product of clinical interaction�

The Mid Yorkshire Hospitals NHS Trust


IM&T Strategy: 2012-2016

IM&T Strategy: 2012-2016 Approved by: Trust Board, September 2012

The IM&T strategy was published in July 2012 and outlines the Trust’s Information Technology Strategy for 2012-2016. It supports the safe and effective delivery of high quality healthcare from any location within the Trust and beyond. The strategy has been developed at a challenging time for IM&T within the Trust as it strives to support the transformation of patient care during a period of change within the NHS.

• Continue to develop an IT fluent organisation that embraces technology, building on the functionality of EDMS and Patient Flow systems and further integrating clinical information into our ePortal and Healthview platform • Investigate viability of enterprise wide electronic patient record (EPR) in 2016, by commissioning an external review of our existing internal EPR systems and evaluation of other solutions • Enable systems to allow patients and carers to access information and easily provide feedback about their care • Leverage video and communications infrastructure to ensure that professionals can access information and clinical skills of colleagues even if on different sites, supporting reconfiguration and transformation of clinical services • Develop long term infrastructure and systems refresh programmes to ensure our organization is using tools that are fit for purpose and continue to deliver value • Deliver data integrity - one view of the information for the whole organisation and ensure that all information systems and processes across the organisation provide a consistent and complimentary view of the data that they contain and extend the availability of information across the Trust



IM&T Strategy: 2012-2016

• Deliver a single data repository, and ensure that the integrity of the data is securely stored, maintained and accessible through a single data repository to remove restrictions on reporting and analytical processes • Deliver a consistent financial view of information, ensuring that all data requiring financial reporting are aligned exactly to the non-financial management of information • Deliver a predominantly self-sufficient service. Building on new technologies, produce “dashboards” accessible throughout the organisation which deliver the majority of clinical and management information in a timely fashion to end-users with drilldown functionality to allow end-users to interrogate information themselves. Where ad-hoc requests are still necessary, ensure that the Information Analysts within KMS are continually developed to allow them to deliver tailored, value added business intelligence to support the business and clinical quality agenda • Deliver a robust Data Warehouse, ensuring that a mechanism is in place to fulfil the strategy above through the development of data warehouse where all information is accessible from a single entry point in the most timely of manners • Deliver excellent Data Quality - In order that the Trust can operate to the best of its’ ability, ensure that every item of data captured and stored is quality assured as far as is practicably possible in terms of timeliness, accuracy, fit for purpose and compliance with statutory requirements

of this The delivery managed strategy is Executive t s u r T e h t through g Group IM&T Steerin

The Mid Yorkshire Hospitals NHS Trust


Knowledge Management Service

Knowledge Management Service Ian Nicholson, Associate Director Business Intelligence In Mid Yorkshire Hospitals NHS Trust, Information Management is carried out by the Trust’s Knowledge Management Service (KMS). During 2012/13, KMS was restructured.

The 5 key areas within the Knowledge Management Service are: Planned Care • Provide the Clinical Divisions and Corporate Functions with information and analysis in relation to all the areas under the planned care workstream. This will support and enable the relevant departments to manage their services effectively, achieve performance and efficiency targets and drive progress in areas requiring improvement. • Provide advice, guidance and direction to members of the Surgical Division in support of information requests, routine information reports, new system developments, data capture and quality and national NHS data standards.

Unplanned Care • Support the Trust by ensuring that the division of medicine has the necessary KMS input to deliver appropriate services within the medical specialties, Accident and Emergency and the Community. • Community Services in Wakefield joined the Trust in 2010 as part of the Transforming Community Services workstream. With that came the arrival of new clinical information systems and additional requirements around routine and ad hoc information analysis. KMS are continuing to incorporate these new processes into business as usual. By combining existing intelligence around data warehousing and other efficient ways of working, we can ensure that the community data flows become as robust as other areas within the Trust.



Knowledge Management Service

Integrated Care • Support the Trust by ensuring that the integrated care division has the necessary KMS input to deliver appropriate services across it’s lines including pathology and radiology.

Corporate • Support the Trust by ensuring that activity data is submitted to SUS within specified time periods which will be the source for external agencies such as Hospital Episode statistics, and to enable the Trust to raise invoices for the patients it treats. • Administer the PAS and Dr. Foster systems on behalf of the Trust • Lead on Data Quality within the Trust • Adherence to the Information Governance Toolkit to ensure necessary safeguards for, and appropriate use of, patient and personal information.

Development • Automate routine tasks as far as is possible to save team members time • Continue the implementation of a data warehouse solution • Support the development of technical solutions to address resourcing and reporting issues

S w that KM o n k u o y id D different 0 0 2 r e v o produce equates is h T ? s t r o p routine re 0 per year! to over 400

Operationally KMS has four key functions: • • • •

Managing Trust information from a wide range of sources Providing routine reports, both internally and externally Responding to ad-hoc information requests, both internally and externally Collating, validating and submitting mandatory returns

Time is also spent advising customers on information related matters, data definitions, maintaining and improving good data quality and assuring that Trust data and information is fit for purpose.

YTD Requests by Requestor

The Mid Yorkshire Hospitals NHS Trust


Knowledge Management Service

KMS also works very closely with IT to ensure the infrastructure for extracting, manipulating, analysing and delivering information is robust. KMS receives and manages information from six different systems: PAS, Symphony (A&E), Radiology, Pathology, Theatres and SLAM. From September 2013, this list will also include the new PAS (CaMIS). KMS now has at its disposal a number of SQL Servers which are being used to replace some of the more complex and routine data manipulation tasks.

“IT is an essential part of good clinical care and the MY IM&T team have been extremely supportive in providing the clinical teams with a range of systems to support their work” Dr Richard Jenkins, Medical Director

In 2012/13 KMS dealt with over 850 adhoc information requests, an increase of a third on previous years. Half of these requests were deemed critical or high in terms of urgency.

“Good healthcare requires us being able to access information quickly and in a way that allows us to do the best for the patient. We also have an obligation to patients to handle that information as safely and confidentially as they quite rightly expect. Good Information Governance is a fundamental component of healthcare. A key aim of IM&T Strategy is that everyone understands and applies the seven Caldicott Principles. The role of the Caldicott Guardian is to advise the Trust and individuals to ensure patient’s interests are protected” Dr Ian Wilson, Deputy Medical Director and Caldicott Guardian



Knowledge Management Service

KMS – What Our Customers say..... Customer satisfaction is important to KMS. During December 2012 a customer survey was launched to capture the experience of people accessing the service. The results of the survey to date have been encouraging.

Figures: Dec 2012-April 2013

63% of customers use KMS

reports on an ad-hoc basis

95% of customers feel

KMS understand their needs moderately to extremely well

42% of customer queries

answered between 1-8 days

59% of customers felt that KMS had exceeded their expectations

89% of customers

found the information very or extremely useful

90% of customers were moderately to extremely satisfied

In addition to the quantitative statistics, the qualitative feedback has suggested changes to the service including; faster response, regular updates on progress on queries and where queries are not specifically defined, KMS to contact the enquirer to discuss and agree exact requirements.

The Mid Yorkshire Hospitals NHS Trust


Clinical Director IM&T

Clinical Director IM&T Paul Curley I have been the Clinical Director of IM&T for 3 and half years in Mid Yorkshire.

“There isn’t a single clinician that would go back to the pre-PACS era... it just works”

In that time we have moved into new PFI builds on the Wakefield and Pontefract sites, made all 3 major sites fully wireless enabled, invested in an order communications system (Sunquest ICE), continued the Electronic Document Management System (WinDip), installed SystmOne to allow bed management/patient flow functionality, electronic transfer of discharge letters and given visibility to the richness of the primary care record (including medications and allergy status). Chemocare has also gone live as an electronic prescribing system for chemotherapy.

ICE Requests July 2013

Dr Ian Sutcliffe, Consultant in Respiratory Medicine

Mid Yorkshire was among the first Trusts to recognise formally the importance of clinical leadership of IT. Many others have appointed similar roles since. In addition to being involved in setting the Strategy for IT in a typical 5-year cycle, the role involves membership of a large number of IT Project Boards including ICE, EDMS, Euroking (maternity), SystmOne Discharge, SystmOne Patient Flow, Chemocare, and currently CAMIS PAS (which went live in September 2013). Other duties include the identification of clinical risk associated with IT systems, investigation of IT-related clinical incidents, membership of the Clinical Forum and providing clinical IT input to issues of interest to the Clinical Executive Group (CEG) and Trust Board.



Clinical Director IM&T

A growing role for all clinicians involved in IT is the Clinical Safety Officer function. From procurement to daily running in “Business as Usual” mode, all IT implementations need a careful identification, grading, mitigation, monitoring and investigations of clinical safety risks and incidents. Connecting for Health initially led on Clinical Safety and produced training courses for Accredited Clinicians. Initial training requires annual refresher training to stay current. I am also an Accredited Clinician. This role has now passed from Connecting for Health to the Health and Social Care Information Centre. Whilst so much has been achieved over the last 4-5 years in Mid Yorkshire, there is still much to do. We intend to procure and implement a Track and Trigger system – referred to in the Francis report on Mid Staffordshire to fully assess the role of ePrescribing, to examine the market for full Electronic Patient Records, to refresh or replace PACS and much more. Clinical involvement in IT is an important recognition of the fact that IT systems are there to help clinician’s access information as quickly, securely and seamlessly as possible. Although there are always differences of opinion about the relative value of one system compared to another, without doubt Mid Yorkshire has embarked upon – and delivered so far – an ambitious programme of IT-enabled change to standardise systems across sites, optimise the use of systems we have and procure systems with clinical input wherever possible.

“Patient care is glued together by the clinical systems and applications supported by IT. In radiology we are dependent on; Networking, Archiving, Server room capabilities and a number of Desktop Applications. IT services make a significant contribution to uptime for Trust-wide PACS service. With respect to IT solutions and Cancer pathways, the support IT provide to maintain MDT suite functionality uptime is essential. The multiple input and displays, combined with the teleconferencing solution supported by IT has been a great success in enhancing patient care with a positive impact on several hundred patients per week. I find that the engagement of IT Services with project management is good and their top level support to PACS strategy has been impressive” Dr Nick Spencer – Consultant Radiologist, Trust Lead Clinician for Cancer

The Mid Yorkshire Hospitals NHS Trust


Clinical Director IM&T

The next few months are likely to be challenging. The new PAS implementation will be a significant process change for many colleagues. There are active projects to import letters from Bluespier (Orthopaedics) and Medisoft (Ophthalmology) into WinDip and the Clinical Service Strategy changes will require significant input from IT. Despite these challenges I believe that Mid Yorkshire is well placed to deliver significant service change, supported by IT systems that allow ready access to information regardless of where it was collected and where it is needed. One of the greatest challenges is to ensure that we always keep IT aligned with the business of the organisation. To this end we have established a Clinical IM&T Strategy Group that I chair with representation from the Divisions. But we are always looking for clinical colleagues to give their input. We need Clinical Safety resource (time, commitment and enthusiasm), we need representatives within Divisions to step forward and help us to deliver these very ambitious plans and we need clinicians to work with us to ensure we get the best out of our IT for the benefit of our patients.

th at on w o n k u o y Did e can be r e h t e g a r e av logins and ip D in W 0 220 ts retrieved n e m u c o d 0 380 DAILY?

Much is expected from Healthcare IT over the next few years nationally. It is assumed that IT systems will save money, increase efficiency and decrease waste and duplication. It is an exciting time to be involved.



Programme & Project Management

Programme & Project Management Vanessa Atkinson, IT Transformation Programme Manager

Team Our I.T Projects team consists of project managers (all PRINCE2 accredited), change managers and system product specialist knowledge. Over the last year we have reviewed our working processes to agree a standardised way of working, have been externally audited by P3M to benchmark ourselves and set an internal target to increase our maturity level, aspiring to be transformational in our approach to project delivery. The task for the next year is to continue to develop this approach, ensure realisation of the identified benefits from the use of I.T systems.

Collaboration / Business Management We have seen ‘work requests’ within all divisions increase significantly over last year as demand for IM&T services continues to grow. We recognise that moving forward we need to communicate and identify requirements from the business to ensure our I.T strategy and implementation plans compliment and support the needs of the divisions and services for the forthcoming year.

“I have always had a good working relationship with Project Managers within IT, they are always supportive of our needs during project implementation and any issues that arise are fully resolved. The IT Training Team are always helpful and I feel that they do a fantastic job- I am fully appreciative of the work they do which must be challenging for non-clinical staff” Hameda Lane, Associate Director in Pharmacy

The Mid Yorkshire Hospitals NHS Trust


Programme & Project Management

“We are heavily reliant on IT systems within Radiology utilizing high powered systems with fast connection speeds. I feel the IT department provides a high-quality service with excellent support to help resolve any underlying issues” Rishya Ratnalingam, Consultant Radiologist and Project Lead for ICE in Radiology

Workstream Over the last year, the I.T Projects team have supported key projects, some of which have delivered the capability to: • produce electronic discharge letters within 24 hours • view bed statuses in all ward areas to be able to manage bed allocation and potential delays in discharge • provide access to view either the full or a summary of GP records • request investigations electronically, and view results all of which supports clinicians with better decision making and allows them to receive relevant up to date information relating to patient care. In the forthcoming year we will continue to manage the delivery of a mix of clinical systems projects; which include both upgrades and optimisation of systems. The I.T Projects team will continue to support and deliver the roll-out of functionality and use of key clinical systems within both community and acute units. This in turn compliments the strategic direction of the Trust, contributing to it to meet its objectives and initiatives. The roadmap for system use optimisation includes the potential deployment of clinical applications to provide real time access to patient records on mobile devices to support the Trust’s mobile working agenda for clinical staff.



Programme & Project Management

Current IT projects SystmOne Patient Flow Bighand Digital Dictation upgrade ICE interface – Neurology and Cardiology Electronic Discharge Letters (EDL), Phase two PAS Replacement Finance System Upgrade Symphony Upgrade 2013 HR – Digital by Default Digital Pens 0-19 SystmOne Development SystmOne/Summary Care Record Viewer 0-19 Laptop Deployment PC Replacement 2013/14 Patient Access

The Mid Yorkshire Hospitals NHS Trust


IM&T Financial Performance

IM&T Financial Performance Donna Norris, Finance Manager Overview The Revenue spends within the IM&T department are mainly software and licenses, contracts and maintenance agreements as well as staff related costs. The annual revenue budget is £6.9m with 45.77 whole time equivalents of staff. The costs are broken down into the following areas for financial analysis: • Information Technology • Project Team and Information • Picture Archiving and Communication System (PACS) • Patient Administration System (PAS)

• Electronic Document Management System (EDMS) • Patient Entertainment System (PES) • Telecoms • Remote Access

As part of the Trust’s path to gaining Foundation Trust status each department has an annual financial target in order to reduce spends. The main themes of the IM&T schemes are of the nature of contract negotiations with our IT suppliers. With these schemes the annual budget reduces year on year.

IM&T Budget Structure

Performance Overall the IM&T finances are within budget. Pay has only a small number of vacancies which means this is on track with current funded posts. Non Pay is underspent at present, however, forecasting shows that this will catch up and be spent by the end of the financial year. Some issues which are being managed within the year are costs incurred due the PAS project delay and underachievement of certain income generating schemes. Both are being reviewed closely to ensure financial balance at year end.



IM&T Financial Performance

IM&T Financial Performance Catherine White, Finance Manager Capital Schemes In general, a purchase will be treated as a capital asset if it is expected to be used for more than one financial year and costs over £5,000. A five year programme for IM&T has been agreed as an outline plan and will be reviewed each year to ensure the Trust is investing capital funds in schemes which will assist in the delivery of the Trust’s overall objectives. Each individual project has a business case which is considered by the IM&T Steering Group and approved by the Business Case Approvals Group.

Five Year Investment Plan The Trust’s capital investment in Information Management and Technology over the next 5 years will be in 32 schemes totalling £16m. This represents 25% of the overall capital allocation for the Trust. The table below sets out the areas of IT investment that will be funded from our capital allocation. 2013/14 £000s

2014/15 £000s

2015/16 £000s

2016/17 £000s

2017/18 £000s


IT Infrastructure







IT Maintenance Upgrades













IT Systems Project Management Total % Trust Capital Budget



















Last year IM&T successfully delivered 22 IT projects with a total capital investment of £4.1m. Projects included patient entertainment system, PC & Server Replacement, e-rostering, contact call centre system.

The Mid Yorkshire Hospitals NHS Trust


IM&T Financial Performance

Budget Structure Most IT capital schemes share a similar budget structure; this consists of the following costs: Software, Hardware, Software Integration & Implementation and Project Management Below is an example of a recent capital scheme budget: Capital Scheme: Symphony Upgrade Capital Budget: ÂŁ106,200

Chart title



Service Delivery

Service Delivery Martin Moorhouse, IT Service Delivery and Performance Manager The Mid Yorkshire IT Services department deal with a wide range of requests and incidents every day; these range from requests from staff members who may have forgotten passwords, through to requests for new software applications installing on PC’s, or office moves either within the same site or sometimes across all sites including community and hospital locations.

Logged, Closed & Open Calls 2012/13

“I have a great relationship with the IT department and fully appreciate how busy they are, and in spite of this they are always extremely helpful and supportive, resolving issues in a professional and timely manner” Judith Roberts, Diagnostics IT Manager, Radiology

On top of these calls IT services have between 30 – 60 workstreams happening for upgrading the infrastructure which the IT systems rely on. This may include additional network capacity in clinical areas or server and application upgrades which run the clinical system. The most noticeable of which this year has been from move to a new patient administration system CAMIS.

The Mid Yorkshire Hospitals NHS Trust

w th at IT Did you kno ith 12,000 w l a e d s e Servic d 20,000 requests an r year? incidents pe


Service Delivery

A number of changes have taken place within the IT Services department to assist in providing a better service to Mid Yorkshire Trust Staff: • To assist with the answering of the calls in a timely manner for Mid Yorkshire customers, the Health Informatics Service (who run the Trust’s IT service desk) have created an option to direct Mid Yorkshire customers to a dedicated Mid Yorkshire Service Desk Team • The Health Informatics Service have provided a technical analyst to work alongside Mid Yorkshire Hospitals NHS Trust IT Technicians on a daily basis, working with the Service Desk. This will provide additional cross training of the Service Desk staff to increase the number of first time fixes when you call the service desk on Ext 5000. • We have provided customer services courses and are further looking for additional customer based behavioral courses for our staff • To assist in the knowledge of our IT staff, we have introduced monthly knowledge training and transfer session for all technical staff • To assist in the timely resolution of calls, IT services have been able to reposition its support staff. This has had a significant improvement to the speed in which calls are resolved.

Top 3 Types of calls logged this year: • Active Directory Network Account 5554 • PC Issues 2383 • Smartcard Administration 1666

100% of customers who provided feedback on IT Service Desk in July 2013 were satisfied with the service received. The average number of days that a call is left open has gone down from 6.81 days in Nov 2012 to 0.4 days in Sept 2013.



IT Training

IT Training Lesley Barrett, IT Training & Registration Authority Manager The IT Training Team provide a comprehensive range of training solutions for Mid Yorkshire staff. The Team has modern, dedicated training facilities on the Dewsbury and Pinderfields sites which provide accessible training for all Trust staff. All trainers hold the TAP certification. This is a nationally recognised training qualification which enables us to provide assurance that training is delivered in line with best-practice, accredited standards. The Team work closely with the IT Project Management Team to provide project based training, supporting implementations and optimisation work as and when required. This close working relationship is invaluable, ensuring that the working practices of end users are fully understood and the key messages, processes and benefits are incorporated in the training programmes.

year In the last en 3,816 e b e v a h e r the ndances e t t a g in in tra Trust within the

A wide portfolio of training is offered, covering systems such as PAS, SystmOne, Choose & Book, Symphony, Bighand Digital Dictation, File Tracker, WinDip and SharePoint. In addition the Team deliver a comprehensive suite of basic IT skills and Microsoft Office training which can be tailored to meet the needs of users. The Team recognise that it is increasingly difficult for staff to be released for training. We are, therefore, developing our use of technology enhanced learning solutions such as elearning, video software and Webex. The use of this technology will form a major part of the training strategy moving forward. It is hoped that this will complement the existing training packages and provide more flexibility for staff. This technology has been utilised recently to provide learning solutions for the SystmOne electronic discharge letters and CaMIS PAS implementations and has been well received as a training product as well as a useful tool for refreshing knowledge and skills. The Team are constantly striving to make improvements to the service that is delivered. Training interactions are routinely evaluated and improvements are made to courses and courseware as required.

“Thank you so much for what has been an extremely valuable training course ..... I left feeling very confident and much informed.” Lesley Calvert, Out Patient Department, DDH – following a CaMIS PAS Out Patient Training session

89% of tra ining delegates r ated their trainin g excellent or good…..

The Mid Yorkshire Hospitals NHS Trust


iServices and Registration Authority

iServices and Registration Authority Lesley Barrett The role of Identity Services is to help manage the identity of our staff in Information Technology. This includes helping staff gain access to the networks & e-mail when they arrive at the Trust, maintaining their access while they work for the trust and revoking access when they leave. Additionally the Trust’s Registration Authority Team ensures that employees providing healthcare services to the Trust have timely access to the spine and compliant applications.

“Working with the Problem and Change Management groups in the IT Services team to identify and correct issues has significantly improved staff ability to access the National Learning Management System to complete Mandatory and Statutory Training elearning. Improved Wi-Fi connectivity in the Trust has enabled mobile training solutions, providing more options for staff with limited access to the right technology in their work area to complete their online learning.” Annie Duckenfield, Workforce Development Practitioner - elearning

Main functions of the iServices Team: Identity Management: Working closely with Human Resources and the new Electronic Staff Record (ESR), the team Create, Maintain and Delete user accounts depending on their circumstances. Shared Drive and Application Access Provisioning: Trust staff can request access to applications and shared drives using the self service portal. You can also manage access if you administer applications or shared drives. Password Self Service: Forgotten your Windows password? By answering a set of Security Questions, a user can reset their Windows password quickly and easily. Single Sign On: With the introduction of Single Sign On (SSO), users that have logged on to windows can automatically be logged into a variety of applications. SmartCards: Smartcards enable users to authenticate once, and then have access to all the National Programs they require access to. The session will be valid until they remove their SmartCard and the session is ended.



iServices and Registration Authority

The Trust needs to ensure that all relevant users have timely access to patient and employee Information Technology systems to facilitate excellent care provision and existing record keeping within the Trust, which the Registration Authority and iServices Team support.

“The efficiency of how the compact MY IT Team operate has always amazed me. Not only do they maintain and develop many complex systems, but they also manage to be great innovators. Pontefract was the first hospital in England to have a patient calling system calling by patient’s names. A Mid Yorks idea and one that has now been adopted in over 50 hospitals in England”

the On average am deal e t s e ic v r e iS calls with 2,500 annually…..

Gordon Lorimer, Managing Director – Intouch with Health

The Mid Yorkshire Hospitals NHS Trust


Our people

Our people Hameed Jasat, Technical Analyst Being a technical analyst can be challenging as we are supporting staff across the Trust on all three sites. We have to be multi-skilled technicians in order to carry out the various tasks that we do each day. Apart from incidents and requests, we also have additional tasks such as; daily and weekly backup tape rotation, Patient Flow Screen Check- where we check to ensure all hardware and software is in good working order and also Patient Arrival Screen Check. Sometimes we can remotely repair issues that arise; if not then we will support wards and departments by visiting them to solve the problem. My job allows me to meet many staff members across the different sites and gives me the opportunity to be the face for IT and represent our department.

Belinda Self, Senior IM&T Training Officer I act as a link between the IT Training Team and the IT Projects Team in all education, training and development issues. My job involves me developing and delivering IT Systems and Microsoft training to Trust staff. I also assist with the evaluation of new and existing IT qualifications to assess the suitability for Trust staff. The IT training team are currently working towards implementing a new PAS system due to go live in the autumn. At any time of the year we are working on projects to introduce new systems or updates for existing systems within the Trust. I also work with members of the IT Project Team to understand business process mapping, business change and benefits management. I deliver formal and informal training across all Trust sites; I enjoy this as I meet lots of different people from every department within the Trust.



Our people

Louise Southey, Service Improvement Facilitator, Projects Team Empowering and enabling clinicians to deliver benefit led change is my primary focus. My role involves delivering change by bridging the gap between clinical and IT services by helping clinicians to identify a more efficient, higher quality, safer way of working and then facilitating IT services to enable the new way of working through the enablement of IT. Clinical engagement is a major part of my role through site visits, shadowing, workshops and training, building relationships and understanding into the needs of the service, the patients and the organisation. I then spend much of my time supporting clinicians develop the processes required to deliver the new ways of working using technology.

Nafisa Patel, Information Officer, KMS I have worked in IM&T as an Information Officer for 20 years. My job involves collating information from various departments throughout the Trust. Using the data that is inputted through the many channels within the Trust, I then produce reports that will be used internally. I also have a number of reports that are used externally, these are produced monthly and quarterly for UNIFY, which is the government body that collates information from all NHS Trusts. I enjoy my job as I get to interact with many people around the Trust, as I also help users in a number of departments when they are struggling with inputting data onto their systems. I have seen a number of transformations throughout my time in KMS - we are currently facing a big change with the new PAS implementation which will affect the majority of people within the Trust. I am looking forward to this as it will give me a new challenge and way of working that will help to achieve IM&T’S and Trust’s objectives.

The Mid Yorkshire Hospitals NHS Trust


IT Services The Mid Yorkshire Hospitals NHS Trust Dewsbury and District Hospital Halifax Road Dewsbury West Yorkshire WF13 4HS Telephone 01924 543480

MY IM&T Annual Report 2012/13  
MY IM&T Annual Report 2012/13