Presentation developed by the team at HSCIC (delivered at The National Health IT Conference and Exhibition 2014): Steve Rose, Programme Head – CSC LSP Exit & Transition Dermot Ryan, SLCS Programme Head Moira Crotty, Programme Manager (NEEEM Exit), PACS Programme Understand more about PACS and LSP Exit What lessons have been learned so far? Recommendations discussed across various key topics, including: supplier and project management, data localisation and migration

1. PACS and LSP Exit
What your trust needs to know
20th March 2014

2. North, Midlands, East
723 deployments of 12 systems
• Acute, Community, Mental health, Child
health, Ambulance Trusts, Out of hours
providers, Hospices and Prisons.
245,000 users
1,979 GP Surgeries (120,000 users)
LSP contract ends July 2016
PACS contract ends June 2016
LSP Programme Scope
London
44 deployments of 2 systems
• Acute, Community, Mental health, Child
health
137,000 users
LSP contract ends Oct 2015
PACS contract ends June 2015
(As at end January 2014)
South
35 deployments of 2 systems
• Acute, Community, Mental health, Child
health
121,000 users
LSP contract ends Oct 2015
PACS contract ended June 2013
HC2014
Today the digital capability of the NHS and patient care is dependent
on these systems

3. Lessons learned so far…

4. LSP Programme Implementation
• 84 NHS trusts exited the CSC and Accenture
LSP PACS contracts – the largest data
migration project ever
Wave 1
June 2013
Considerations:
• Procurement: What, why and how?
• Data localisation / migration: How much, when & how?
• Clinical safety & service continuity during the changeover
• Project management & governance
• A further 26* trusts will
exit the BT and
Accenture LSP contracts
Wave 2
June 2014

5. LESSONS RECOMMENDATIONS
► Expiry of the national PACS
contract helped to generate a
competitive supplier market
► Forming a consortium can
increase purchasing power
► Effective collaboration
requires involvement of senior
executives
 Attend supplier road shows
 Short term ‘tactical solutions’
can provide valuable
breathing space
 Form a consortium (at a
senior level) but be aware of
the financial overheads
 Consider exit when creating
new contracts
Re-procurement

6. Data Localisation and Migration
LESSONS RECOMMENDATIONS
► Engage in discussions early to
understand technical &
commercial options
► When contracting 3rd party
suppliers for localisation services
over N3 you will need to manage
the risks
► Some PACS data uses
proprietary tags which may need
conversion
 Plan localisation timelines
against current and final
estimated volumes – build in
contingency
 Understand the obligations of
the outgoing supplier
concerning service transfer
 Agree and document
assurance and contractual
boundaries to transformation

7. Supplier and Project Management
LESSONS RECOMMENDATIONS
► This is not purely a technical
challenge
► Delays in decision making and
communications impact migration
processes to new systems
► Face-to-face meetings
encourage confidence and
awareness where multiple
organisations are involved
► Be aware of additional costs
when asking suppliers for
services outside the contract
 Senior clinical and
management involvement is
critical to success
 Strong project governance
will support timely decision
making
 Make use of the professional
help from the national teams

8. Maintaining Continuity and Transfer
LESSONS RECOMMENDATIONS
► Supplier to provide a test
report of data localised/migrated
and exceptions
► Incoming and outgoing
suppliers need to communicate
 Consider dual running of RIS
and PACS to avoid ‘big bang’
scenario
 Work with suppliers to
develop a detailed cutover
plan and communicate to all
stakeholders
 Ensure all parties have
agreed and documented lines
of communication &
escalation

9. Take Home Messages
Start now – it’s more complicated than you think
Executive and Clinical engagement is critical – this isn’t simply a
technical problem
Strong project / programme management is always a good thing

10. Collaboration in Procurement
Do’s and Don’ts…

11. DO DON’T
► Spend time engaging the
market up front
► Ensure that you have clinical
and business leadership for the
project
► make use of existing
frameworks and model contracts
► Ensure focus given to benefits
X Start without a clear, agreed
view of the requirement
X Rely heavily on product
development
X Avoid subjectivity in the
evaluation process
X Be tempted to vary the process
/ requirements once you have
started
Procurement

12. DO DON’T
► Understand that collaboration
is about compromise
► Put governance arrangements
in place at an executive level
► Ensure everyone has an
appropriate amount of skin in the
game
X Underestimate the amount of
resource that will be required
X Miss out on the opportunity to
share learning, and exploit
collective leverage and resources
X Assume that high level
alignment of interests = detailed
alignment
Collaboration

13. Summary and Key Messages
The contract end dates are set and are not movable, as directed
by the Department of Health
Collaboration with others has many benefits but does involve
compromise
Make sure that funding is in your business plan
Help us to help you – how can we help you transition
successfully?

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