Release Date: NHS Brent and NHS Harrow Sub Cluster Board by dnVsAn7w

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									                        ICT Operating Plan 2011/12 NHS Brent and NHS Harrow

Release Date: NHS Brent and NHS Harrow Sub Cluster Board

                                               Document Detail
 Document Type             Strategy and Planning
 Document name             ICT Operating Plan (Internal)
 Version                   0.2.1
                            st
 Effective from            1 April 2011
                               st
 Review date               31 March 2012
 Owner                     Head of ICT
 Prepared by               Head of ICT
 Key Words/ Meta Data      ICT, Plan, Projects, CfH, NPfIT, ICO, IMT

                                              Change History
 Date        Change Details                                Version        (A/R) Approval or Review by
 31/05/11    Draft                                         0.1            Head of ICT
 13/06/11    Submitted for CEO review                      0.1.1          (R) CEO Brent and Harrow PCTs
 05/07/11    Submitted for approval                        0.2.1          (A) EMT
             Submitted for note and approval to release    1.0            Brent & Harrow Sub Cluster Board
             Released                                                     Head of ICT


Executive reference

This planning outline should be considered to be a living document. Its purpose is to support the organisation
in the achievement of key objectives and the delivery of initiatives identified by utilising ICT’s experience and
skills as an enabler.

This document draws upon the following guidance;
 The operating framework for the NHS in England 2011/12, issued by DH.
 NHS Brent and Harrow PCT’s, Corporate Objectives 2011-12 (Shaping the Future Together)
 Industry and best practice for IT within the NHS, ITIL, Prince2, NIMM, BCS
 Good practice identified at Cluster level as agreed by Cluster/Sub Cluster ICT Directors.

The following areas are within scope
 Integration with service plans
 Benefits management
 ICT Governance arrangements
 ICT Programme management
 ICT Risk and issue management
 ICT Capacity and capability
 Financial planning for ICT
 Performance management
 On-going monitoring and use of the plans

This document describes the underpinning objectives of the ICT Department to support the PCT’s overall
health care strategy, providing a clear statement of direction for ICT within the PCT.
ICT has been retained to serve NHS Brent and NHS Harrow.


Governance
This plan will be approved by way of minutes by EMT and by the Sub Cluster Board.




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                                      ICT Operating Plan 2011/12 NHS Brent and NHS Harrow


INDEX


ICT ACHIEVEMENTS 20010/11 - BRENT .................................................................................................................... 3
ICT ACHIEVEMENTS 2010/11 – HARROW................................................................................................................. 3
ICT VISION STATEMENT .............................................................................................................................................. 4
THE ICT FUNCTION ....................................................................................................................................................... 5
    ICT ORGANOGRAM .......................................................................................................................................................... 6
ICT DEPARTMENT SELF IMPROVEMENT PLANS .................................................................................................. 7
    INNOVATIONS ................................................................................................................................................................... 7
    SKILLS FOR THE INFORMATION AGE (S.F.I.A) ................................................................................................................. 7
    SERVICE DESK ACCREDITATION ....................................................................................................................................... 7
    CONTINUED IMPROVEMENT .............................................................................................................................................. 7
SERVICE DELIVERY - GENERAL ................................................................................................................................. 8
    ICT SERVICE .................................................................................................................................................................... 8
    HOURS OF COVERAGE (DEFINED AS NORMAL HOURS) ..................................................................................................... 8
    RESPONSE TARGETS – YEAR ON YEAR IMPROVEMENT (APPLICABLE TO GENERAL PRACTICES, PCT AND ICO) ............... 8
    GENERAL PRACTICE SLA SPECIFIC SERVICE REQUEST MANAGEMENT (NHS BRENT AND NHS HARROW) ..................... 9
    ICO SLA SPECIFIC SERVICE REQUEST MANAGEMENT ................................................................................................... 10
KEY PROJECTS IN OUTLINE 2011/12 ....................................................................................................................... 11
    NPFIT IMT PROGRAMME (INC. NGMS) ......................................................................................................................... 11
    PCT INFRASTRUCTURES ................................................................................................................................................. 12
    SUPPORTING THE ICO (EALING INTEGRATED CARE ORGANISATION)............................................................................. 13
SHAPING THE FUTURE TOGETHER........................................................................................................................ 13
    ICT AND OUR CORPORATE OBJECTIVES .......................................................................................................................... 13
APPENDICES .................................................................................................................................................................. 14
    ICT CAPABILITY AND MATURITY MEASUREMENT ........................................................................................................... 14
    ICT’S APPROACH TO RISK ASSESSMENT .......................................................................................................................... 15




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ICT Achievements 20010/11 - Brent

                           Initiative                                           Explanation
    NCRS RIO V5.1 Upgrade                        Improved functionality/spine compliant. National interest.
    IMMs/MMR                                     Improved data collection and reporting
    Desktop Replacement Programme                In line with NPfIT guidance and best practice
    GP IT refresh – Desktops/Printers/Scanners   Deliver contracted medical services to Brent patients.
    N3 Link Upgrade (Wembley CHC)                Resilience, performance for Internet based communication
    Information Governance Improvement           PCT complies with statuary and legal obligations.
    IM&T DES                                     Components 1 and 2. Completed
    Business Continuity                          Support organisational DR and BC processes.
    ICT System Upgrades                          Upgrades to strengthen resilience and availability.
    Virtualisation of all New Servers            Provide resilient infrastructure.
    95% Logical separation of BCS data           In preparation of provider integration with the ICO
   Obtained NHS Maturity Model Level 4,          Level 3 at start of year to current position represents an
    approaching NIMM Level 5. Optimised and       excellent achievement requiring significant effort.
    Innovative                                    * See explanation below.



ICT Achievements 2010/11 – Harrow

                  Initiative                                                  Explanation
 Business Continuity                             Support organisational DR and BC processes.
 30% Logical separation of HCS data              In preparation of provider integration with the ICO
 IM&T DES                                        Components 1 and 2. Commenced



* Explanation of NIMM (NHS Infrastructure Maturity Model)
NHS Brent has moved from Level 3 in 2009/10 to Level 4/5 in 2010/11.

Level 3 is defined as; (Our objective for NHS Harrow)
    A standardised infrastructure with individual level collaboration and knowledge sharing
    Service provision is reactive, becoming proactive
    IT infrastructure is stable and architected
    Service is request driven
    The focus is to adopt best practice and standards

Level 4 is defined as; (The current measurement of the maturity of NHS infrastructure within NHS Brent)
    A consolidated and virtualised infrastructure
    Team level knowledge sharing and collaboration
    Proactive and accountable
    Continuous service improvement
    Service driven
    The focus is on efficiency

Level 5 is defined as; (NHS Brent is working to embed this ultimate standard)
    IT and the business work in partnership
    Enterprise level knowledge sharing and collaboration
    IT is a Strategic Asset
    Drives service innovation
    Value driven
    Focus is to become a Catalyst for Innovation




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ICT Vision Statement
Note: ICT in the NHS will enable the safe and seamless delivery of patient care across organisational
boundaries. This requires each NHS organisation to plan for sustained ICT investment that achieves a
common set of functions and national integration standards.

            Utilising best practice, driving efficiency and becoming a catalyst for innovation

ICT in health comprises of knowledge, skills and tools which enable information to be collected, managed,
used and shared safely to support the delivery of healthcare and promote good health.

ICT systems in NHS Brent and Harrow are developed, implemented and managed by high quality, competent
professionals who have signed up to a professional code of conduct and are staying up to date in their areas
of expertise.

ICT will work with Cluster it’s partners throughout NWL to exploit opportunities to drive efficiencies of improve
VFM through a joint working approach to IT Service Delivery. Particular examples of such initiatives may
include;

       A common or compatible approach to email systems
       Agreements to share or co-host data rooms
       Sharing Data Links & driving down duplication


ICT’s activities are directed towards achieving this vision which will enable:

   NHS Brent and NHS Harrow to overcome fragmentation in care delivery.

   Provide efficient and effective commissioning.

   Embed quality and safety.

   Provide secure access to safely held information.

   Help to manage costs though the innovative use of technology.

   Support NHS professionals in their use of knowledge and information through the effective, safe and
    timely use of knowledge bases, information and ICT systems provided by competent professionals who
    understand ICT and its application in health.




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The ICT function

ICT as a department operates as a shared service in order to maximise economies of scale & use resources.
E.g. the cost of IT service to either NHS Brent & NHS Harrow would be greater in terms of required resource
if ICT provided support to a single PCT & its practices.

The ICT function is responsible for the development, management and support of the ICT infrastructure within
NHS Brent & NHS Harrow. In addition ICT is mandated to provide GP practices within Brent & Harrow as
prescribed under the GPSOC framework within the constraints of the current financial environment. ICT also
provides IT services and network migration assistance to the Ealing Integrated Care Organisation via an SLA
to which a dedicated team is assigned for the term of the SLA.

In broad terms, this means the internal and external electronic communication networks - Wide Area
Networks (WANs) and Local Area Networks (LANs). These link the operational systems within the healthcare
organisations, to each other, and to the hardware (servers, desktop computers, printers, scanners etc.) and
software systems (e.g. as used for ordering; email; reports and patient administration) within those healthcare
organisations, which are used by health professionals, managerial and support staff.

Functions include strategic direction to support enabling outcomes, network management, help desk support,
solutions development, technology integration, contract management, SLA negotiations, project and
programme management, systems security and IT procurement. In addition ICT has legal and regulatory
obligations, compliance with the National Programme for IT and also in the support of clinical systems.


Information and Communications Technology Dept. Scope

Service Support
(Proving a Single Point of Contact between our users and ICT Service Management)
ICT Service Desk, desktop support, new equipment requests.
Field engineering to support NHS Brent and Harrow GP’s, NHS Brent and Harrow PCT’s, ICO users via an
SLA.
Together supporting around 4000 users, 3500 PC’s and 1200 Printers across 130 locations.

Technical Services
(Providing communications between computer systems and keeping our data safe, secure and available)
Supporting 80 main servers, including databases, clinical systems, email and Internet access across 8 large
sites and 10 smaller sites.
Managing a network with all the security measures a modern business needs and more.
Managing approximately 6Terabytes of data
That’s 8 trillion bytes of data, or to put it another way,
About 400,000 trees
Or a library of books filling shelves that stretch for 13 miles

Source http://www.silicon.com/technology/hardware/2007/01/05/one-terabyte-hard-drives-coming-soon-from-
hitachi-39164980/
Dated January 2007.

http://www.computerweekly.com/Articles/2008/02/01/229238/uk-homes-expand-digital-media-empire-to-one-
terabyte.htm
Dated February 2008




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ICT Organogram

The ICT department organisational chart below supports the provision of ICT services during normal
operations. Projects falling outside of operational activities are required to provide a sound business case and
a robust project plan demonstrating that the initiative is funded, resourced and deliverable.




ICT Budget 2011/12

 Area of the organisation                                                                 Budget allocation
 Harrow (General Practice and GMS Contract)                                               238
 Brent (General Practice and GMS Contract)                                                703
 (NHS Brent and NHS Harrow PCT’s) – Includes ICO Value (580)                              1160
 Total                                                                                    2602



IG Toolkit (v9 – Sections with specific relevance to ICT

 Number     Information Security Assurance - Description
 9-300      The Information Governance agenda is supported by adequate information security skills, knowledge
            and experience which meets the organisation’s assessed needs.
 9-305      Operating and application information systems (under the organisation’s control) support appropriate
            access control functionality and documented and managed access rights are in place for all users of
            these systems.
 9-313      Policy and procedures are in place to ensure that Information Communication Technology (ICT)
            networks operate securely.
 9-314      Policy and procedures ensure that mobile computing and teleworking are secure.




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ICT Department Self Improvement Plans

Innovations
ICT will aim to increase awareness of how innovative technologies could enhance service delivery, and
employee performance, contribute to a greener environment, reduce stress and drive efficiencies.

Proposed outcomes could be;
 Directorate teams to take away ideas and to explore the business benefits of such ideas.
 Provide information to Directors or potential SRO’s in support of business case proposals if an idea
   seems sound.

Skills For the Information Age (S.F.I.A)
The British computer Society SFIA (Skills Framework for the Information Age),
A Model of assessment and achievement.

   To assess the skills within the team and highlight gaps.
   To provide a robust, industry standard base for personal and team development.
   To promote a recognition of skills and worth and to raise the profile of the dept.
   To enable all ICT staff to become members of the BCS with access to technical forums, on line reference
    books, whites papers, and a vast range of relevant technical reference material etc.
   To demonstrate our commitment to professional development and to enhance relationships between
    individuals, teams and departments.

Service Desk accreditation
Most members of the Service Desk team have undertaken or are undertaking ITIL standard (Information
Technology Information Library) certification.
 Investigate schemes that permit the Service Desk as an operational unit to be assessed and accredited.

Continued improvement
   An increase in SLA performance target, up from 95% to 99% of all calls within agreed timescales
    ICT performance against SLA expectations has been consistently 5% above expectations for 2010/11
    over a significant part of the year. As a result, expectations for 2011/12 will be set at 99% reflecting an
    expectation that this represents a sustainable target. The figure of 99% takes account of the fact that
    performance improvements in some areas will present more of a challenge than in others as a result of
    the recent PCT’s restructuring. Greater use of remote support, implementation of S.F.I.A plus (see Skills
    for the Information Ages, above) and improved first time fix rates, coupled with fewer site visits will
    underpin this objective.

   Undertake further NIMM (NHS Infrastructure Maturity Model) assessment as a measurement of the
    improvements realised from 2010/11 and form a revised baseline model for 2011/12 taking into account
    the impact that of combined NHS Brent and Harrow infrastructure together with the disaggregation of the
    ICO will have on the overall maturity model of the remaining PCT’s IT Infrastructure.
         o Objective;
         o Progress NHS Brent from Level 4/5, to Level 5, Innovative (Level 5 is the top level)
         o Progress NHS Harrow from Level 1, Basic to Level 3, Standardised. **

**Note:

Level 1 (Basic) – NHS Harrow from this                   Level 3 (Standardised) – To this

Disjointed manual Infrastructure                         A standardised infrastructure
Knowledge not shared                                     Individual level collaboration and knowledge sharing
Reactive and Ad Hoc                                      Service provision is reactive, becoming proactive
Unpredictable service improvement                        IT infrastructure is stable and architected
User Drive “who shouts loudest”                          Service is request driven
Focus – to Avoid Downtime                                The focus is to adopt best practice and standards




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Service Delivery - General

     ICT Strategy is directed by the Head of ICT acting on behalf of NHS Brent and NHS Harrow
     ICT adheres to NHS Connecting for Health guidelines appropriate to the service.
     ICT Service Desk follows ITIL Service Management principles.
     ICT Projects are conducted in line with Prince2 Project Management principles
     ICT is working towards the NHS Infrastructure Maturity Model (NIMM) Level 5 on behalf of NHS Brent and
      Level 2/3 on behalf of NHS Harrow.


ICT Service
Any interruption in the normal functioning of a service or system is defined as an incident.


Hours of Coverage (Defined as Normal Hours)
     Staffed Service Desk hours are 08:00-18:00hrs Mon-Fri
     Voicemail or Email messages left outside of this time will treated as arriving at the start of the next
      working day.


Response targets – Year on year improvement (Applicable to General Practices, PCT and ICO)

    Severity or      Initial Response       Target Resolution        2008/9    2009/10     2010/11      2011/12
    Priority Level   normal Hrs.                                      Perf.     Perf.       Perf.       Target

    Level 1          15 Minutes            24 Hours                 85%        90%         95%         99%
    Level 2          1 Hour                48 Hours                 85%        90%         95%         99%
    Level 3          8 Hours               5 Working Days           85%        90%         95%         99%
    Level 4          24 Hours              10 Working Days          85%        90%         95%         99%
    Level 5          7 Working Days        30 Working Days          85%        90%         95%         99%

Level 1 - Urgent and Very high Business Impact
 Major System or Component Failure Malfunction with critical impact on ability to operate entire business
   processes or provide patient services, placing lives at risk. No work-around or manual process available.

Level 2 - High Business Impact
 Minor System or Component Failure Malfunction having an impact on ability to operate significant
   business processes or is significantly affecting patient care.
   No work-around or manual process available.

Level 3 - Moderate Business Impact
 Component Failure Malfunction not having an impact on ability to operate significant business processes
   or significantly affecting patient care.
   Work-around or manual processes are available.

Level 4 -Low Business Impact
 Component Failure Malfunction having virtually no impact on ability to operate significant business
   processes or affecting patient care.
   Work-around or manual processes are available.

Level 5 - Standard Service Request
 ICT will respond to service requests for services published is the service catalogue in accordance with the
   defined service description.

Other Requests;
E.g. Non urgent Change Request (RFC)
E.g. Request for New Software or Hardware



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General Practice SLA specific Service Request Management (NHS Brent and NHS Harrow)
Assumptions
Major upgrades will be treated as projects outside the scope of this Agreement. Funding for major
upgrades will be negotiated on a service-by-service basis.

Service Provision Method
The support service may be provided to practices by a number of methods, dependent upon the
type of Incident identified, local agreements and existing infrastructures. Methods that may be
employed are as follows:

Types Of Support                                   Example
Telephone Support                                  Upon notification of Incident or a call back from the
                                                   support organisation
Remote Software Support                            By remote connection, agreed with the practice. This
                                                   may be at notification of Incident stage or after a call
(where available)
                                                   back from the support organisation. This method
                                                   may also be used by third party suppliers to connect
                                                   to practices systems to support Incidents or where
                                                   suppliers are required to check if practices have
                                                   activated patches or system upgrades
Engineers Site Visit                               Where an Incident requires onsite support by an ICT
                                                   engineer
Repair /Replacement                                Where hardware or network equipment requires
                                                   repair or replacement a report will be submitted to
                                                   NHS Harrow in order seeking to confirm the desired
                                                   course of action. Costs for repair of replacement of
                                                   hardware are entirely the responsibility of NHS
                                                   Harrow.


Service Areas Covered
Accredited General Practice clinical system hardware, software and networking equipment required
to operate the system at existing versions and or to prevailing manufacturer’s standards in current
use within the practice and any branches, including document management systems.
Supporting business software and or hardware (e.g. Microsoft Office, Antivirus utilities) at existing
versions in current use within the practice and any branches, including electronic mail systems.
Software and or hardware at versions provided by the PCT within the practice and any branches for
connection to services provided by the PCT (i.e. NHSnet or N3 internet services) or to national
systems (i.e. electronic access to referrals, discharges, diagnostic tests etc.).
Other software and at existing versions in current use within the practice and any branches for
clinical/administrative support purposes.
Such software and/ or hardware will be supported on a reasonable endeavours only basis by NHS
Brent and Harrow ICT.
Where a practice requires a defined service level for “other software” NHS Brent and Harrow ICT
may consider this to be an additional service and make a reasonable charge for the support
service.




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ICO SLA Specific Service Request Management
Service Requests are where a change is requested by a customer and differ from an ‘incident’ which is
restoring a service that has failed. Planned times for addressing requests are maximums. For those service
requests which fall outside of a 3 day resolution period, an estimated resolution time will be communicated
within 3 days.

Request                  Description                                                   Working   Target
                                                                                       Days
Investigation of a       Requests to secure evidence of inappropriate or               1         100%
Security Incident        unauthorised access by a user or external threat, for
                         example a suspected virus attack
File restores of data    User requests for file restoration from backup                2         99%
< 30days
File restores of data    User requests for file restoration from backup                5         99%
> 30days
Equipment Moves          Move to existing connection where network socket exists       10        99%
                         within a location.
Equipment Moves          Moves involving installation of a new power or network        90        99%
                         socket in an existing Trust location
Equipment                Replacement of office based equipment in the event of         15        99%
replacement              failure or as part of equipment lifecycle (e.g. PC, Laptop,
                         Printer)
User Account             New members of staff will be issued a user account on         5         99%
Administration           their first day of employment provided that all the
                         required paperwork has been signed and approved and
                         forwarded to the IT department. User account deletion
                         will be initiated on notification.
Personal equipment       New PC, Laptop, Printer                                       15        99%
Software                 Ad hoc requests for software to be installed (once tested     10        99%
                         and approved by IT)
Redundant                All equipment will be disposed of by a contracted             15        99%
Equipment                disposal company who comply with WEEE directives.
                         The cost of disposal will be covered by EICO
Ad-Hoc Service           Unanticipated requests                                        10-30     99%
Requests




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Key Projects in outline 2011/12

NPfIT IMT Programme (Inc. nGMS)

Hosted Clinical Systems
(Roll out EMIS Web the clinical system required to underpin EPSR2)

NHS Brent: The PCT currently has 6 practices using the iNPS hosted clinical system. The EMIS hosted
system is currently awaiting accreditation for EPS2. EMIS Web is EMIS’s delivery mechanism for EPS R2
functionality. All Brent practices running previous versions will need to be upgraded.
NHS Harrow: The PCT currently has no practices using a hosted system.

Practices will be supported in their migration to a hosted clinical system prior to their current servers reaching
end of life. A Hosted Clinical System is a prerequisite for efficient and successful implementation of EPS2 and
the Summery Care Record.


Electronic Prescription Service Release 2 (EPS2) - NHS Brent and NHS Harrow
Electronic prescription service to GPs
Constitutes a wholesale change to the underpinning prescribing business process
The implementation will affect;
Patients
GP Practices (prescribing GPs, repeat prescription clerks, etc.)
Pharmacies
Pharmacy activation is a notification task only.
Pharmacy implementation is excluded from this project.

RA - Smartcard supply and support is outside of the scope for the IT element of this project

Implementation has a direct dependency Hosted Clinical Systems and also the release of EMIS Web “The
clinical system”, not to be confused with EMIS Web “The reporting system”.


Summary Care Record (SCR)* - NHS Brent and NHS Harrow
The SCR is the government’s enabler for the End of Life policy and will hold a patient’s End of Life plans. The
plans in time will be accessed and updated by many agencies some outside the NHS (social services,
hospices, care homes, etc.).

Summary Care Records will provide healthcare staff treating patients in an emergency with faster access to
their patients' key health information, ensuring joined-up care. Only information from the GP practices will be
uploaded. Further information will be uploaded from ‘other’ systems over time

This will require the PCTs to sponsor N3 connections across their catchment areas.
SCR has an indirect dependency on the successful implementation of Hosted Clinical Systems

RA - Smartcard supply and support is outside of the scope for the IT element of this project

Note: NHS Harrow general practices do not yet meet the requirements for the implementation of the above
programmes. Business cases, resources and supporting project plans may be required. An assurance of
compliance and readiness is not available at this time. ICT will work with the NHS Harrow GP Commissioning
Support team to improve readiness where possible.




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GPSoC
All GP clinical suppliers that are available have agreed to implement the CfH Solution Maturity NHS Brent will
continue to strive for Level 4 throughout 2011/12




Progression through the levels offers additional benefits to both the practice and PCT. Progression to level 4
obviates the need to back-up the clinical database on a nightly basis. The savings made from clinical server
provision will be reinvested in practice infrastructure. Hosted systems such as EMIS web allow greater
integration around Practice Based Commissioning and GP Networks.


PCT Infrastructures
Email Services
NHS Brent and NHS Harrow users to migrate to MS Exchange 2010 Server with a common email address.
(name.name@brent-harrowpcts.nhs.uk)
This supports Windows Mobile and Outlook Anywhere to improve accessibility to email.

Assist The ICO with migration from Exchange 2003 NHS Mail. (ICO will use NHS Mail).

Decommission Exchange 2003 (NHS Harrow - server is End of Life and superseded).

Decommission Blackberry Server (NHS Harrow – server is End of Life and superseded).

Collaborative working
ICT will work closely with the borough teams and where appropriate, local councils, government bodies and
clinical suppliers to facilitate IT solutions that support and assist agreed data flows, subject to appropriate
governance and security.

Roll out of a new directory service to NHS Brent and Harrow users in the form of a new web based “People
Finder”

Systems Availability and effective use of resources
NHS Harrow; Virtualise central servers; reducing risk, providing faster recovery and enabling a realisation of
financial savings through lower energy costs and improved system availability.

NHS Harrow; De-commission aged Novel server architecture, re-provide as Windows environment to improve
service availability, resilience, performance and business continuity.

NHS Brent and NHS Harrow; Review of host data replication centre/s providing improved data recovery and
enhanced disaster recovery plans.

Review options with regards to N3 VPN Cloud Based model. Our vision is to remove the need for costly local
links and improve Wide Area Network resilience through better use of the fault tolerant N3 infrastructure
throughout 2011/12. This strategy will need close monitoring and may be subject to variation as the ICO
seeks to integrate the former provider arms of both NHS Brent and NHS Harrow PCT’s.




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Supporting the ICO (Ealing Integrated Care Organisation)
Background
    Physical network infrastructure, Servers, Firewall, Switches, Routers and data lines are a complex
       shared resource that are considered to form part of the building, landlord provision. i.e. A tenant
       would not be expected to take this with them if they were to move out. A single shared network
       infrastructure is more cost effective than multiple networks.

How the SLA supports the ICO’s transition plans.
    The ICO will accept data on behalf of the former PCT provider arms of Brent and Harrow and will
       make provision for such data within their server environment. Brent and Harrow ICT by way of the
       SLA will provide assistance to the ICO with the migration of Brent and Harrow Community Services
       account and resource objects (Users, PC’s and data) from their current domains to the ICO Domain.

Principle agreed during transition
     Where costs can be reduced or expenditure eliminated through joint working or shared infrastructure
         this will be the preferred option where this does not impede the PCT’s or the ICO’s ability to deliver
         full separation of data in accordance with the guiding principles and Information Governance
         arrangement agreed in any overarching legal separation agreement.

Shaping the Future Together

ICT and our corporate objectives
The main themes of our objectives this year will be:
         Agreeing and delivering the 2011/12 financial plan for both Brent and Harrow;
         Developing a sustainable medium term service and financial strategy;
         Re-Commissioning identified services with the intention of improving quality, patient experience
            and effectiveness;
         Working with the GPs to develop GP commissioning and by year end devolving all of the
            budgets they will be responsible for to them;
         Undertaking the preparation required with the local authorities to transfer public health
            responsibilities to them;
         Working with the local authorities to develop the health and wellbeing boards and ensuring
            integration of health planning across the system;
         Improving priority performance targets;
         Working with cluster to improve the effectiveness of acute commissioning;
         Managing proactively threats to business continuity;
         Offering our staff the best opportunity to develop their skills and experience, and supporting them
            in positioning them for a future role.

In undertaking these objectives we must recognise that we are part of a complex system undergoing
significant change. We will play our part in supporting the whole system, recognising that we can only
succeed if other parts of the NHS and social care landscape are clear about their responsibilities and
undertake them successfully.

ICT will seek to support all corporate objectives but in particular we have identified the following specific areas
where ICT can most readily support the organisation.

            Agreeing and delivering the 2011/12 financial plan for both Brent and Harrow;
            Working with the local authorities to develop the health and wellbeing boards and ensuring
             integration of health planning across the system;
            Working with cluster to improve the effectiveness of acute commissioning;
            Managing proactively threats to business continuity;
            Offering our staff the best opportunity to develop their skills and experience, and supporting them
             in positioning them for a future role.




                                                                                        Page 13 of 15 Ver. 1.0
                       ICT Operating Plan 2011/12 NHS Brent and NHS Harrow

Appendices


ICT capability and maturity measurement

NIMM (NHS Infrastructure Maturity Model)
The NIMM model is a self-assessment of current infrastructure maturity to assist NHS organisations justifying
and prioritising their infrastructure investment priorities.

NHS Brent ICT has achieved NIMM Level 4 (our target for 2010/11 was Level 3). NHS Brent has also
achieved over 60% of level 5. We aim to improve upon this further during 2011/12 and consolidate at Level 5.

NHS Harrow has been measured as matching Level 1. During 2011/12 NHS Brent and Harrow ICT will work
to raise the standards of ICT services to Harrow staff to at least Level 3.




                                                                                    Page 14 of 15 Ver. 1.0
                          ICT Operating Plan 2011/12 NHS Brent and NHS Harrow



ICT’s approach to risk assessment

It is expected that ALL projects will maintain their own Risk Register. The ICT risk register will be subject to
review by the Head of ICT in relation to the wider portfolio of ICT projects or initiatives that may have
influence or impact.

The Risk log, in relation to a specific activity or plan, lists all the identified risks and the results of their analysis
and evaluation. Information on the status of the risk is also included. Risk log is the PRINCE2™ term but this
may also be known as a risk register. These details can then be used to track and monitor their successful
management as part of the activity to deliver the required, anticipated benefits. The Risk Strategy and
supporting Plan must acknowledge actual and potential threats to the successful delivery of the service or a
project and determines the activities required to minimise or eliminate them.

                                                            Impact
                                  Very Low            Low              Medium              High           Very High
Probability




              Very Low                 1                2                  3                  4                5
              Low                      2                4                  6                  8               10
              Medium                   3                6                  9                 12               15
              High                     4                8                 12                 16               20
              Very High                5               10                 15                 20               25

1-2           Green
3-6           Yellow
8-12          Amber
15-25         Red

Fitness for purpose checklist:
Is the Risk log part of a framework for managing risk?
Does the status indicate whether action has been taken or is in a contingency plan?
Are the risks uniquely identified (including to which project they refer if the risk relates to a programme)?
Has each risk been allocated an owner?
Is access to the Risk log controlled?
Are activities to review the Risk log in the stage plans where appropriate to a project?
Have costs been identified for each risk as a 'risk allowance'?

Notes:
 Where suppliers and/or partners are involved, it is essential to have a shared understanding of risks and
   agreed plans for managing them.
 The risk log is set up during the start up of a project, ready to record project risks, including any noted in
   the Project Brief. It is an important component of the PCT’s ICT risk management framework.
 This is a management tool whereby a review and updating process identifies, assesses and manages
   down the risk to acceptable levels

There are two key parts to the strategy
 Analysis of risk, which involves the identification and definition of risks, plus the evaluation of impact and
   consequent action.
 Risk management, which covers the activities involved in the planning, monitoring and controlling of
   actions that will address the threats and problems identified, so as to improve the likelihood of the project
   achieving its stated objectives.

The risk analysis and risk management phases must be treated separately, to ensure that decisions are made
objectively and based on all the relevant information. Risk analysis and risk management are interrelated and
undertaken iteratively.

The formal recording of information is an important element in risk analysis and risk management. This
documentation provides the foundation that supports the overall management of risk within the ICT
programme associated with the Local ICT plans for NHS Brent and Harrow.


                                                                                              Page 15 of 15 Ver. 1.0

								
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