hbl ict shared services · over the past two years, hbl ict has built up excellent strategic...
TRANSCRIPT
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I have great pleasure in completing this, our
second report at the end of a year which has
focused on delivering a capital investment pro-
gramme to transform our ageing core infra-
structure from ‘fragile to agile’, so that it is not
only fit for purpose for the demands of ‘now’,
but scalable to deliver the digital strategies for
the HBL ICT Partnership and potentially those
of the two STP’s in which HBL ICT are includ-
ed.
The £3m investment programme includes the
commissioning of a new Data Centre solution
across two resilient sites. The Data Centre
has growth capacity in its design to provide a
platform to generate new business opportuni-
ties for the HBL Partnership, and thereby of-
fers opportunity of reducing the cost of IT ser-
vices to our six partner organisations.
The realisation of the new investment has not
come without its challenges and costs. During
the year we have experienced a number of
major incidents due to legacy infrastructure
struggling to cope with the increasing de-
mands of the service, and many components
not being fit for purpose. This in turn has tak-
en its toll on the service, to the relationships
with our six partner organisations, and to staff
morale within HBLICT.
On a positive note, this year has demonstrated
that we have the resilience and resolve to col-
lectively work through these challenges whilst
still delivering our core digital strategies which
we set-out with at the start of the year.
This year all ICT Services within the NHS and
indeed the IT industry has had to deal with and
manage the ever increasing cyber security
threats which are very much an everyday as-
pect of ICT service provision. It has been rec-
ognised and appreciated by our partners that
we have been very successful in managing
and protecting the HBL service against these
national threats due to our internal defences,
the skill of our staff and the investments we
have made.
Finally, I would like to personally thank our
staff, partners and stakeholders who have con-
tributed to transitioning through this challeng-
ing year, in which we have successfully over-
come the problems that we have been faced
with and we have now laid the foundations to
transform the ICT service for the future.
Yours sincerely
Phil Turnock
ICT Shared Services Director
Welcome…... from Phil Turnock
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Table of Contents
1) Our Organisa%on
2) Our Vision & Our Strategic Principles
3) Defining the HBL ICT Culture
4) Our Finances at a Glance 2016/17
5) Our Opera%ng Model
6) Resilient Data Centre Services
7) Focus on Technology
8) Cyber Security & Data Protec%on
9) Managing your Primary Care IT
10) Engaging with our Regional STPs
11) A Year in Numbers
12) Our Unique Selling Point
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Our Organisation
HBL ICT Shared Services was established to provide comprehensive ICT services to six partner
organisations, with all partner organisations having an equal say in the strategic direction of the
ICT service. HBL ICT is not a legal entity and therefore is hosted by East & North Herts CCG
who in turn are one of the six partnering organisations.
We are a self-funding organisation with an operational turnover of circa £10m per annum, which
is derived from income from six partner organisations, plus other NHS clients within the local
health economy of Hertfordshire & Bedfordshire.
HBL ICT fosters an ITIL compliant organisational structure designed to ensure that services meet
our partner organisations expectation from an operational delivery perspective, whilst providing
industry expertise to design and deliver new services and solutions to meet their digital strategic
ambitions.
All clients of HBL ICT Shared Services have individual comprehensive service level agreements
detailing the specific ICT contractual relationship with our clients, this includes a financial sched-
ule of charges for the fiscal year. Inclusive of the service level agreement are service schedules
which detail the specific services being provided through the service level agreement and the
agreed service performance outcomes of the agreement.
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Our Strategic Principles— “IT Just Works”
I. Patient outcomes at the centre of strategic decisions
II. Promote a consumer like experience
III. Promote equality throughout the partnership
IV. Create an environment that encourages innovation
V. Be socially aware and mindful of the impact of technology can have on our
environment.
VI. Provide an environment that ensures information is easily accessible to
meet the demands of healthcare provision
Our Vision….
To become the ICT provider of choice, by delivering without
boundaries, cost effective, cohesive and innovative solutions
that improve patient outcomes.
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De�ining the HBL ICT Culture
Key to the success of the HBL ICT Partnership is to define its ability to work with the partner or-
ganisations and to be more aligned to their organisation culture. To achieve this, HBL ICT is fo-
cusing on eight key areas in which it will change its approach to support partnership working.
The cultural change will be an iterative process built on the concept of ‘continual service im-
provement’ and underpinned by our values.
1. Strategic Alignment: We are working towards the development of a unified digital strategy
across the partnership this will ensure that we are working to a common goal and ICT business
objectives.
2. Knowledge Sharing: Horizon scanning across the IT industry is fundamental to developing
and accessing technological development opportunities. Over the past two years, HBL ICT has
built up excellent strategic partnerships with 3rd party supplier organisations including: Microsoft,
Cisco and ANS.
3. Service Standards: We are focusing on governance and compliance within the whole of HBL
ICT and building a framework for GDPR compliance. Longer term, our ambition is to seek ac-
creditation for Security (ISO27001)
4. Cultural Change: Building on our values and strategic principles, we are going to engage on
a cultural change programme in which we are establishing a small focus group made up from
representation from all the HBL ICT functional areas, plus with delegation from representatives
from our two Provider Partners. Fostering a ‘can-do’ attitude.
5. Innovation: HBL ICT will introduce two Solutions Architects roles to work alongside our Tech-
nical Architect. This team will work closely with clinicians and support staff to garner a better
understanding of workflow within their respective roles and recommend innovative technology to
improve efficiencies.
6. Relationship Management: Redefining and embedding relationship management into our
partner organisations so that we can understand the operational needs of the Providers and the
pressured environment in which they deliver services.
7. Staff Development: Linking with appraisals and personal development plans, we will ensure
that our staff have the right recipe of skills and capabilities to deliver services and innovate for
the future
8. HBL ICT Values - As part of this review, we in HBL ICT have defined six key values which we
will introduce into the partnership for which our staff will aspire to and be measured against.
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Our Finances at a Glance 2016/17
During 2016/17, HBL ICT achieved a financial breakeven point and thereby hitting the control
total as defined by the Partnership Board, which included the 2% national efficiency target.
Due to the capital investment programme, HBL ICT had an increase on operating costs of £546k
which has been absorbed by ridged financial and operational controls therefore retaining income
streams from the Partnership at the same level of 2015/16.
The additional operating costs were for: Capital asset depreciation and for the migration costs
for NHSMail 2 (unarchiving of Enterprise Vault for circa 10,000 email accounts)
Therefore in real terms, HBL ICT Shared Services delivered 9% in cost efficiencies to the Part-
nership, which equates to 7% above the national efficiency target.
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Our Operating Model
• Comprehensive, ITIL 365 Days Support Model
• Extended Service Desk Support Hours, outside core hours
• All service events managed at the most appropriate level
• Rapid Response Service for Severity 2 Incidents
• Integrated Business Change & Business Analyst services
• Responsive Registra%on and Applica%on Support service
• Specialised IT Procurement service
Headlines
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Resilient Data Centre Services
This commercial Data Centre boasts the
highest security rated facility. It hosts a
large number of Government, NHS and oth-
er public sector organisations and the facility
is procured on a power consumption based
operating model.
This new Data Centre facility provides the
partnership with a highly secure and flexible
solution which complements the new on-
premises Data Centre at Charter House.
Robust Disaster Recovery
A key feature of the new Data Centre solu-
tion is to provide high availability and resili-
ence which will be achieved by dual network
connectivity via 10gb network links. Further
to this, we are introducing new data replica-
tion software (Zerto) for all our virtual com-
pute infrastructure, this means that we are
be able to provision services at pace and at
scale for greater agility, plus failover be-
tween each data centre will be in minutes
resulting in increased service availability up-
time.
A further exciting feature of the replication
software means that HBL will be able to lev-
erage its Data Centre service to offer
‘Disaster Recovery as a Service (DRaaS) to
other NHS organisations within the com-
bined Hertfordshire and Bedfordshire STPs.
The existing two infrastructure hubs which
were located at Waverley Road, St. Albans
and Parkway, Welwyn Garden City have been
replaced by two new Data Centres located at
Charter House and in Cody Park, Farnbor-
ough.
The new data centre solution is load balanced
in its design which means that services will be
equally divided between the two sites but each
data centre has the capability and capacity to
fail-over and host the full service if required.
New Charter House Data Centre
The new Data Centre at Charter House is a
highly resilient solution with contingency for
loss of power to the building, loss of cooling
and any power interruptions. Its secure loca-
tion is protected from fire, with further resili-
ence in the form of a back-up generator capa-
ble of taking the ‘full data centre’ load for 72
hours with continuous fuel. The data centre is
modular in its design which means that it can
be expanded upon to meet the demands of
the services. The data centre benefits from
adiabatic air condition crack units which are
more efficient in that they maximise the use of
ambient temperatures making them more en-
vironment friendly.
New Farnborough Data Centre
The current infrastructure hub at Waverley
Road has been replaced with new infrastruc-
ture technology hosted in a Crown Hosting
Data Centre in Cody Park, Farnborough.
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Focus on Technology
Technology Foundations
HBL ICT has invested in a new technical reference architecture which will be the core of its
infrastructure. The new converged technology brings together compute, storage and virtualisa-
tion software into a single integrated platform, and will be enable the provision of services at
scale and pace meeting the industry standards. Resilience has been at the forefront for the
design, and for this reason, the technology is metro-clustered with copies of the data replicat-
ed in each data centre.
Readiness for HSCN (N3 Replacement)
HBL ICT is leading the collaborative procurement activity for the BLMK STP to manage the
selection of a framework supplier from which to procure HSCN services, these will replace the
legacy N3 services into the HBL ICT COIN together with the 249 GP Practices across Hert-
fordshire and Bedfordshire.
We have now completed a programme of work to upgrade our HBL ICT COIN (Community of
Interest Network) to a more resilient network service which was on the critical path for the
pending migration to HSCN.
Innovation is at the forefront of the HBL ICT digital strategy and working in partnership with
our IT colleagues within the partnership, the ICT Strategic Steering Group are in the process of
developing the following programme of works for 2017/18, which can be realised from the
foundation of our highly secure Data Centre service. We are now on an exciting customer jour-
ney to deliver technical strategies and solutions that will enable our clinicians on the front line.
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Cyber Security & Data Protection
General Data Protection Regulation 2018
Working with our Partner organisations,
HBL ICT are currently in the process of
planning for the new General Data Protec-
tion Regulations which will come into force
on the 25th May 2018, replacing the Data
Protection Act of 1998.
We have developed a comprehensive ac-
tion plan to enable us to prepare for each
of the 12 steps as set-out by the ICO
(Information Commissioners Office) to facil-
itate our collective compliance to the new
regulation.
An intrinsic aspect of this will be the intro-
duction of a Data Protection Officer who
will be responsible for ensuring our compli-
ance to the new regulation as a data pro-
cessor and respective interfaces with our
Partner organisations Data Controllers.
The new DPO role includes the develop-
ment of prescriptive privacy notices, sys-
tem data protection impact assessments,
and resolution of any data breaches.
Cyber Security
We in HBL ICT proactively manage the con-
stant threat of cyber security to our environ-
ment, which includes adherence to the 10
steps cyber security.
The WannaCry ransomware attack demon-
strated that no one is immune from cyber crime
and a single attack can have wide reaching
global implications across all sectors.
As a public facing NHS ICT Service Provider
hosting critical infrastructure it has never been
more important to have robust cyber controls
and defences in place.
To this end, we in HBL ICT have established a
strong Governance function that will police and
proactively manage our defences to cyber
crime through:
♦ Employee education and awareness
♦ Physical network and firewall manage-
ment
♦ Identity & access controls
♦ Proactive patching
In addition, working with colleagues in neigh-
bouring NHS Organisations within the STPs,
we have developed a comprehensive frame-
work for managing security and cyber related
incidents, focusing on four distinct phases of
the event life-cycle.
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Managing your Primary Care IT
• Facilitate the development and imple-
mentation of digital technology capable
of supporting and enabling new models
of care
• Ensure local digital primary care ser-
vices can respond to service and organ-
isational change and can enable inno-
vation.
During 2016-17, the team was actively in-
volved in supporting the development of Lo-
cal Digital Roadmaps, demonstrating how a
health and social care economy moves to-
wards paperless at the point of care by 2020
and delivers efficiency and quality improve-
ments through technology.
Operating paper-free at the point of care is
about ensuring health and care professionals
have access to digital information that is
more comprehensive, more timely and of bet-
ter quality, both within and across care set-
tings.
To achieve the ‘paperless at the point of care’
objective, the team has put in place a digital
capabilities delivery plan, aligning all primary
care activity to the universal capabilities that
underpin the roadmap ambition.
Our Primary Care ICT Team manages GP IT
services on behalf of Herts, Beds and Luton
CCGs, delivering high quality core and mandat-
ed GP IT services. We provide:-
• Reliable, responsive and efficient IT sys-
tems, support services and equipment
• Effective support to utilise national strate-
gic systems and applications, including
Summary Care Record, NHS e-Referrals
System, Electronic Prescription Service,
GP2GP and Patient Online Services
• GP clinical system support, including
training, configuration and utilisation
• Management of GP clinical system moves
and mergers
The team also provides guidance and expertise
to CCGs on investment in enhanced primary
care IT services. These services are developed
and agreed locally to support commissioners
to:
• Deliver Local Digital Roadmaps (LDRs)
and Sustainability and Transformation
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Engaging with Our Regional STP’s
The strategic vision of the STP, from a digital perspective, is to provide health and social care professionals with an infrastructure that enables access to a shared patient record at
the point of contact.
HBL ICT are in the enviable position of having influence over two STP footprints as they pro-vide ICT services to a number of partner organ-
isations across Hertfordshire and Bedfordshire.
Increased use of technology is seen as a criti-cal enabler to provide service transformation and is crucial to deliver both the clinical and financial benefits to the NHS system. HBL ICT are actively engaged within the Bedfordshire, Luton & Milton Keynes (BLMK) and the Hert-fordshire & West Essex STP and provide a
number of services across our service portfolio
◊ Programme Management
◊ Project Management
◊ Business Change
◊ Technical Services
◊ Procurement Services
◊ Primary Care Utilisation
We are engaged with a review of the existing services and have already developed a work programme within BLMK which will provide im-mediate patient benefit with tactical work streams. An example is the implementation of EHR Core into the three acute trusts within the footprint which provided acute care with read only access to the full SystmOne patient record
when patients present.
The utilisation of existing systems is also key to allow the health and social care system to gain benefits from technology being used by part-
ners across the geographical area.
For example, the use of Summary Care Rec-ord to provide high level information for pa-
tients who attend urgent care settings.
In addition, within both STP’s we are an in-clusive part of the infrastructure provision work-streams and subsequently leading on a number of key initiatives working closely with our ICT colleagues in other NHS organisa-
tions.
These initiatives includes the development of an integrated wifi service, and leading the joint procurement of the new HSCN service which will provide the foundation for integrat-ed working across the STP’s that will enable our clinicians to work across existing NHS
and local Authority boundaries.
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A year in numbers
Our Customer Services team managed over
57,700 telephone contacts & 22,200 emails
During the year we have been busy managing services for our partners, with the following giving
a broad representation of that:
We successfully delivered 130 projects
Our Procurement team managed over
1,400 ICT orders and led ICT tenders in ex-
cess of £1.6m in value
We store over 65 Terabytes
of data for our Partners
We manage over 11,000
connected devices
We successfully blocked over 278,000 vi-
ruses /malware infections from attacking our
network
Our Partners have sent & received
over 11.4 million emails
We managed 345 Business
Change requests for clinical
systems
We manage in excess of
17,800 NHS Smartcards
We delivered 1,737 training
sessions to our customers
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Our Unique Selling Point
We in HBL ICT Shared Services are working hard to define an ICT Service Portfolio that meets
the demands of our Partners across Hertfordshire, Bedfordshire and Luton, working with strate-
gic suppliers within the industry, which collectively makes our unique recipe for ICT Services.
We have the understanding and knowledge of IT systems in context of the health & social care
industry, operating within an NHS organisation. We believe that we understand your business
and will bring information to the hands of those that need it at the point at which they need it.
This reflects the change that all of our health customers are facing, the change in technology
from fixed devices to mobile, the ability to take in large amounts of data, make sense of it and
utilise it to good effect on safe excellent healthcare for patients. Additionally, the ability to use
that data to pro-actively manage the services provided is the key to the future. We anticipate
that it will only be successful by standing alongside our customers facing these challenges; to-
gether will we be successful in our chosen market.
We understand cost pressures and have demonstrated our own ability to deal with them and the
drive to improve productivity whilst maintaining and indeed, improving service offers to our part-
ners. We believe that puts us in the position of having the ability to support our clients effectively.