To report to the Board on progress against the outcomes set for the Digital Transformation.

Transcription

1 NES Item 7h June 2016 NES/16/48 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper NES Digital Transformation Progress against outcomes 2. Author(s) of Paper Christopher Wroath Director of Digital Transformation 3. Purpose of Paper To report to the Board on progress against the outcomes set for the Digital Transformation. 4. Key Issues The NES Strategic Framework for , which was signed off by the Board in January 2014 contains 9 Key Outcomes. Strategic outcome number 7 is: Improved and consistent use of technology with measureable outcomes for learning, user satisfaction, accessibility and impact This paper describes progress to date in deliver this outcome 5. Educational Implications The Digital Transformation has at its heard an ambition to ensure that the reach of NES across health and social care is facilitated by a high quality digital platform that is easy to use and accessible, and which can be used to assist in the measurement of impact. 6. Financial Implications The financial implications are identified at section 5 of the paper.

2 12. Recommendation(s) for Decision The Board recommended to consider and comment on the information contained within this paper NES CW May 2016

3 NES Board NES Digital Transformation Progress against outcomes. 1 Introduction The NES Strategic Framework for , which was signed off by the Board in January 2014 contains 9 Key Outcomes. Strategic outcome number 7 is: Improved and consistent use of technology with measureable outcomes for learning, user satisfaction, accessibility and impact This strategic outcome was set as a result of our having surveyed our users for their views on NES on-line products and services. The results of this indicated that, whilst we had some very good products and services, users experienced a great deal of frustration in trying to locate and access these and they were not joined up, with different systems separately holding the same data. At the same time we were aware that many of our systems were complex to administer and that we were at risk through having small pockets of developer staff spread across the organisation with no common understanding of, or cover for, our different systems. 2 Digital Vision In March 2014 through the Executive Team, we sought to further define the challenge that we faced in relation to our digital presence, to agree our Digital Vision, and to agree the actions that would be required to remove the barriers to successful outcomes in this area, and to enable us to transform our digital landscape, and to deliver against Strategic Outcome number 7. The barriers which we recognised were set out as follows: Digital resources are not user-centric, products and information are hard to access and difficult to navigate;

4 There is no single NES approach evident in the design and delivery of digital resources resulting in fragmented and disjointed offerings to NES users and confusion regarding the NES brand; Local delivery from small teams leads to duplication and waste and precludes the development of deep digital content and knowledge; There are elements of digital functionality that are distributed across NES and should be consolidated to improve the architecture, management; and capabilities; There is no strategic direction for, and management of, NES digital resources. (NES Executive Team paper, March 2014) At the same meeting the Executive Team approved a vision for NES: The future NES will be digital by default, exploiting all opportunities to deliver educational solutions that support excellence in healthcare for the people in Scotland We agreed that this vision would be achieved by: Providing access to education for the entire NHSScotland workforce, whenever and wherever it is needed; Creating intuitive and personalised services for all its users, with non digital alternatives wherever needed; Providing advice and support on exploiting the latest digital and technical learning innovations; Providing access to the right skills, training, suppliers and partners; Ensuring staff and patient safety, security and privacy are never compromised; Collaborating with educational partners, NHSScotland services, social care services, industry and academia; and Ensuring records are always up to date and accessible to those with the authority to do so

5 3 Delivery to Date This paper sets out the delivered outcomes that we can identify at this stage of the transformation against Strategic Outcome number 7. It also describes the progress that has been delivered in relation to the steps identified as necessary to deliver successful outcomes against our Digital Vision and to tackle the challenges we faced in March Delivery against the issues identified as barriers to achieving our key outcome Issues Digital resources are not user-centric, products and information are hard to access and difficult to navigate There is no single NES approach evident in the design and delivery of digital resources resulting in fragmented and disjointed offerings to NES users and confusion regarding the NES brand Local delivery from small teams leads to duplication and waste and precludes the development of deep digital content and knowledge Progress delivered In September 2014, and following the appointment of the Director of Digital Transformation, the Digital Transformation Delivery Board approved the vision of a user centred platform with a single point of entry, ease of navigation and a personalised experience. All developments align with this vision. The NES Digital Group has defined a single NES approach with associated architecture which dictates how the functionality is developed. The NES Digital Group has also worked with NES directorates to define standards for the development of digital content. We have also incorporated Corporate Communications into NES Digital and are working to review and to reduce the number of sub-brands in use across the organisation in order to strengthen the NES brand. We have created a single NES Digital Group which brings together all our digital staff resources into a single management structure with one point of leadership and a clear strategic direction. This has led to a reduction in expenditure on contractor staff to support the eporfolio of 309k per annum.

6 Issues There are elements of digital functionality that are distributed across NES and should be consolidated to improve the architecture, management; and capabilities There is no strategic direction for, and management of, NES digital resources Progress Delivered As above, we have also invested in an assessment of skills and training requirements (via Skills for the Information Age) and have provided identified development requirements. We appointed to the post of Director of Digital Transformation in August 2014 to provide leadership and strategic direction for NES Digital. We have defined a clear strategic direction: the development of a single platform which is user centric, which holds data once, which is accessible from any device, regardless of employer, and which enables the development of applications to interact with the data Delivery against the elements identified as required to support the vision Issues Providing access to education for the entire NHSScotland workforce, whenever and wherever it is needed Creating intuitive and personalised services for all its users, with non digital alternatives wherever needed Progress delivered The Turas digital platform is hosted in a commercial cloud (Microsoft Azure) and is therefore accessible from anywhere, and from any device. It is accessible to all NHSScotland staff, and also to staff working for other employers. The Turas digital platform has been designed to create a personalised experience with the ability to push content at users dependent on their roles, stage in their training and development and by their identified and preferred learning pathway. NES will still continue to provide non-digital content where this is assessed to be required.

7 Issues Providing advice and support on exploiting the latest digital and technical learning innovations; Providing access to the right skills, training, suppliers and partners Ensuring staff and patient safety, security and privacy are never compromised; Collaborating with educational partners, NHSScotland services, social care services, industry and academia Progress delivered The consolidation of technical skills into NES Digital combined with the formal skills mapping facilitated through the Skills for the Information Age (SFIA) framework has created a centre of excellence from which all NES staff can now draw to ensure the most up to date and assured technology and services. This service is a core responsibility of each NES Digital work stream. NES has adopted formal agile methodology and provided full training to staff and product owners in the use of this. We have set up procurement arrangements to allow speedy call off of contractor developer staff when required and have entered into a formal partnership with PA consulting to commercially exploit the developing platform. This is combined with the formal skills mapping facilitated through the Skills for the Information Age (SFIA) framework to ensure the correct current and future skills in the group. The NES Information Governance function has also moved into Digital. This already excellent service has now refocussed on Information Governance in the cloud and is collaborating with SG on leading the NHS training and development in this new requirement. In addition, NES Digital are working through the formal ISO27001 standard through 2016 to attain full certification by NES Digital has seconded staff from NSS to support the testing function for the Turas platform and is now engaged in more secondments for coding services. This enables us to benefit from additional capacity whilst we are also involved in knowledge and skills transfer to secondees. There has been direct consultation with SSSC regarding the potential for social services use of Turas as well with SG for potential use in SG itself and the wider public sector. The development of the Turas

8 Ensuring records are always up to date and accessible to those with the authority to do so Learn application will have direct product owner input from NHS territorial boards. Turas Training Programme Management (TPM) has been rolled out to all NHS boards who now have direct access to trainee records. Trainees themselves also have direct access to their details. Both these developments assist in ensuring that data is accurate and up to date. 4 Delivery against the Strategic Outcome to date (2 years into a 5 year timeframe) Improved and consistent use of technology with measureable outcomes for learning, user satisfaction, accessibility and impact Delivery element Outcomes achieved The platform architecture The NES Digital vision as delivered through the Turas platform had at its inception the requirement to deliver qualitative data about the activities and behaviours of the leaners and users of the platform, in order to support measureable outcomes. Turas captures all the activity data on the platform and stores it in a data warehouse designed to support complex reporting and analytics. NES Digital are working directly with directorates on building these data functions in support of current and anticipated future areas of knowledge and insight. The rigorous application of agile methodology with its emphasis on business functions leading the design and build of the software (Product Owners) directly empowers the end users in the formation and delivery of software that is fit for their

9 Turas Training Programme Management purposes. Levels of satisfaction in the look and feel as well as functional delivery are constantly assessed and maintained through 2/3 week sprint cycles. We have delivered a single consistent system to be used for the management of all trainees in NES. Currently trainee doctors, dentists and healthcare scientists are on the system with plans to migrate the clinical psychologists, and pharmacists. We have delivered improved technology which has brought about the following changes to business processes: o All 4 regions now working to centralised process with no requirement for off system working (consistent) o Programme rotation reports run in seconds as opposed to 15 minutes (measurable improvement) o WTE for any training programme calculated automatically used to take hours to work out from multiple sources (measurable improvement) o ARCP outcome processing takes 3 seconds as opposed to 3 days (measurable improvement) o Historic, current, and future training activity displayed visually rather than requiring a sift through multiple data (measureable improvement) o Ability for the first time for trainees to access and update their own records (user satisfaction) o Ability for the first time for trainees to make study leave applications on line (user satisfaction, measurable improvement) Turas Portfolio The NES Digital Learning Management work stream has been developing two Turas Portfolios: The Scottish Foundation school will move from version 2 NES e-portfolio to Turas Portfolio (v3) in August This will be fully integrated into Turas allowing Foundation doctors full access to a new, fit for purpose Portfolio, which has included opportunities for them to provide feedback at the development stage; together with one-stop access to all the other applications on the platform (TPM & Learn). This provides a holistic experience and aligns to the outcome of a single user experience for users of NES services.

10 The NMAHP Portfolio will go live in September 2016 and supports Nurse revalidation that commenced in April This delivers this service for the first time in addition to all the other advantages already identified as part of Turas. Turas - Learn NHS boards are being brought directly into the development of Turas Learn. Users in the Boards will be involved in providing feedback at all stages in the development in order to ensure user satisfaction with the end product. The extended functionality which will be developed in 2016/17 will allow employers to directly manage the training and development of their staff in a unified and consistent way across the service; which will in turn be aligned with social care integration. Turas Learn will be the point of entry through which NES user-centric, personalised, unified and consistent services will be delivered. As the Turas platform matures (Turas Learn will go live in Boards in 2017) NES Digital will start a formal process of seeking feedback around functional and service level satisfaction to inform the continued development of the application. O365 The implementation of O365 in NES and the move to the Cloud has enhanced our ability to support agile working and opens up the potential for direct collaboration with staff in other NHSBoards as NHSScotland starts to roll out O Financial implications Strategic outcome 7 did not define any financial outcomes, but in the current climate we need to ensure that we drive financial efficiencies through improved and consistent (unified) technology. The outcome must be a more efficient and effective return on expenditure as compared to the previous technical delivery of NES services. Staff Costs Headcount across NES has not increased as a result of NES Digital. All NES Digital were either working in NES before the Transformation or new individuals have been recruited to existing posts. This is aligned with the Scottish Government 2012 Digital

11 Strategy requiring the retraining and upskilling of existing workforce. There has been an increase in training spend to support the reskilling of NES Digital staff in the new technologies required by Turas and other cloud based services (Office 365 / Service Now). Investment in staff training during 2015/16 was approximately 40k greater than in previous years. TURAS Platform To achieve the unified objective of the Transformation a significant investment has been required in Turas. This has been on a nonrecurring basis with resource targeted at specific components of the architecture and the applications within it (especially TPM & Portfolio(s)) underpinned by budgets moved from Directorates to support continuity (legacy) services. As the number of developers in NES Digital is relatively few, and all development has been delivered in-house, the funding has been targeted at Agency and contractor staff. The application of formal Agile methodology has allowed the Principle Leads of the two main NES Digital work streams (Learning Management & Virtual Learning) flexibility to deploy resources as and when they are required in the intensive building period in the first two years of the Transformation. Expenditure on Agency and IT Contractors over the period of the transformation is set out below: Actual 2014/15 Actual 2015/16 Budget 2016/17 Agency and Contractor staff 1,093 1, Continued investment through this model will be necessary in the year as the remaining functionality delivered by NES legacy applications (most notably NES Portal) is moved into the Turas platform. Savings Delivered The TPM application has been live since November 2014 and as such represents the aspect of Turas that has had the longest to deliver efficiencies. The Medical Directorate have identified a 6.5 WTE reduction in necessary resource (equivalent to 195,000

12 recurrently) as a direct result of the introduction of TPM. Dental are now using TPM and similar efficiencies will be possible as their use of TPM fully impacts. Savings have also been achieved in the support and maintenance of the v2 e-portfolio service (the legacy system). This has resulted from our having a stronger technical grip on what is required which has enabled us to reduce the cost associated with staff, agency staff and contractors for e-portfolio by 309k in 2 years from a total of 1,132k in 2013/14 to 822k in 15/16. This means that v2 e-porfolio is now self supporting from the fees generated for the use of it outside Scotland. The introduction of the Cloud first strategy at the commencement of the Transformation has also significantly reduced the current and future infrastructure hardware requirements. This is directly related to Office 365 and Service Now. Investment has been reduced significantly over the last 4 years (see table), and although some future investment will be required we will avoid the cost of future replacement of Storage Area Networks (SANS) and significantly reduce future investment required in network switches. 2012/ / / /16 SANS 60,339 8,092 24,614 0 Switches 325, VC Equipment 47,781 71,866 11,946 19,508 VOIP 273,648 50, Firewall 8,208 8, SWAN Circuits 0 10, ,036 Total 707, ,964 36,560 19,508

13 6 Conclusion We are now 20 months into our Digital Transformation and we believe that we can successfully demonstrate tangible outcomes against the objectives that were set at the outset. We are also confident that the platform that we have developed has the potential to deliver our initial objective plus a range of other benefits, to NES, to NHS Scotland and to wider public services.