Integrated Care Record Portal Business Case v0democracy.rochdale.gov.uk › documents › s41012 › HMR IDCR Busine… · Business Case v0.2 Revision History Date of this revision:

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Integrated Care Record Portal

Business Case v0.2

Revision History

Date of this revision: 12th August 2015

Revision Date Reason for Change Author Version

8th October2015 Basic draft Paul Chadwick Draft 0.112th October 2015 Social Care Integration Costs Scott Moseley Draft 0.2

Organisations represented by this Business Case:

Organisation Abbreviation

NHS Acute/Community - The Pennine Acute Hospitals NHS Trust Pennine Acute - PATNHS Mental Health/Community - Pennine Care NHS Foundation Trust Pennine Care - PCClinical Commissioning Group – CCG Bury Bury CCGClinical Commissioning Group – Heywood, Middleton, Rochdale CCG HMR CCGClinical Commissioning Group – Oldham CCG Oldham CCGLocal Authority - Bury Council BCLocal Authority - Oldham Council OCLocal Authority - Rochdale Council RC NHS Ambulance – North West Ambulance Service NHS Trust NWASOut-of-Hours Services - BARDOC BARDOCOut-of-Hours Services - Go To Doc GTD

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1 Purpose of this document

The purpose of this document is to provide a full view of the Integrated Care Programme (ICP) project as it relates to provision of the Integrated Care Record (ICR) via direct integration into end user systems or a web portal and to allow the respective Stakeholder Boards to decide whether or not to proceed with the project.

An Executive Summary is provided and the Office of Government Commerce’s ‘5 case’ model (Strategic, Economic, Commercial, Management, Financial) is used to describe the business requirements, present the options analysed and the preferred option, describe the affordability of the preferred option and demonstrate how it will be delivered.

During the course of the project, the full business case will be reviewed at each of the project stage boundaries to ensure that the benefits are still relevant and achievable under the project. Any changes to the outcomes or content of the business case will be subject to approval of the Project Board.

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2 Strategic Case

2.1 National ContextIn January 2011, the Government set out its plans to modernise the National Health Service in the Health and Social Care Bill. It describes a health system in which patients and the public have a stronger voice and more control:

“no decision about me without me.”

Effective technology is needed to enable this change to take place. High quality information must be communicated efficiently and integrated successfully and safely across organisational boundaries.

In November 2012, the NHS Mandate set out the ambitions for the health service for the next two years. It reaffirmed the Government’s commitment to an NHS that remains comprehensive and universal – available to all, based on clinical need and not ability to pay – and able to meet patients’ needs and expectations, both now and in the future.

The NHS Mandate is structured around five key areas where the Government expects the NHS Commissioning Board to make improvements:

Preventing people from dying prematurely;

Enhancing quality of life for people with long-term conditions;

Helping people to recover from episodes of ill health or following injury;

Ensuring that people have a positive experience of care;

Treating and caring for people in a safe environment and protecting them from avoidable harm.

In December 2012, the NHS Commissioning Board released its new planning framework ‘Everyone Counts: planning for patients’. This framework continues the vision of a modern, patient-centred NHS, where improvements are driven by the clinically-led, local commissioning system.

This framework focuses on information in its broadest sense, including the support people need to navigate and understand the information available. This is about ensuring that information reduces inequalities and benefits all.

The principles behind the new approach to planning clinically led commissioning are:

Empowered local clinicians [including GPs] delivering better outcomes;

Increased information for patients to make choices;

Greater accountability to the communities the NHS serves;

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New incentives, awards and sanctions available to commissioners to drive improvements in care quality.

Underpinning these principles is the expectation that IM&T will make accurate and timely information available whenever and wherever it is required.

Also, in December 2012, the NHS Trust Development Authority published its Planning Guidance 2013/14 which sets out clear expectations on:

Quality – that agreed CQUIN schemes are delivered in full and basic standards on quality are adhered to;

Delivery – that all the core standards set out in the planning guidance are met and that all contracts are delivered in full;

Sustainability – that all NHS Trusts show an improvement trajectory for surpluses and Financial Risk Ratings for 2013/14 linked to their overall financial plans.

In a speech to the Policy Exchange in January 2013, Jeremy Hunt, the Health Secretary, made it clear that one of the biggest challenges facing the NHS is the Francis Report on the issues and causes of patient suffering at Stafford Hospital. He emphasised that the NHS must respond by getting its culture and values right. Although technology is not the answer to all these issues, it does have a key role to play in allowing clinician’s the time, space and information to deliver the standard of care expected of them. To this end, he announced that he wanted electronic records and communications in place across health and social care by 2018. In order to achieve the 2018 goal, the Health Secretary wants to see:

by March 2015 :

Everyone who wishes will be able to get online access to their own health records held by their GP;

Adoption of paperless referrals – instead of sending a letter to the hospital when referring a patient to hospital, the GP can send an email instead;

Clear plans in place to enable secure linking of these electronic health and care records wherever they are held, so there is as complete a record as possible of the care someone receives;

Clear plans in place for those records to be able to follow individuals, with their consent, to any part of the NHS or social care system;

by April 2018 :

Digital information to be fully available across NHS and social care services .

by 2021

In October 2014, NHS England produced The NHS Five Year Forward View (FYFV) that articulates why change is needed, what change might look like and how to achieve it. It indicates that the estimated £30 billion gap in NHS funding, predicted to appear by 2020-21, could be closed completely if the health service receives additional funding to

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develop new, more efficient care models such as the portal proposed in this Business Case.

o The Five Year Forward View (FYFV) states that the biggest challenges the NHS is facing remains;

o Changes in patient health needs and personal preferences;

o Changes in treatments, technology and care delivery and the need to provide care that is genuinely co-ordinated around what people need and want;

o Changes to funding/ continued decline in funding growth.

The National Information Board (NIB) has subsequently published a framework outlining proposals to transform outcomes for patients and wider population. The Board plans to issue a set of road maps which will provide a more detailed approach to transforming digital care. This strategy will be reviewed and revised in light of these roadmaps once they are published.

2.2 Local ContextThe local healthcare economy in the North East Sector of Greater Manchester (NES GM) includes:

a) Clinical Commissioning Groups – the three CCGs commission services for GP practices to plan, develop and commission healthcare services for local people.

b) Local Authority/Council – the three councils; Rochdale Council, Oldham Council and Bury Council provide a broad range of services that may be involved in the broad category of ‘care’ including Social Care & Support , Benefits & Support, Transport. The most immediately relevant category, Social Care & Support, includes liaison and support for carers, Children’s Services, Health & Wellbeing, and Care Homes; all of which will benefit through more timely information being available in the ICR Portal.

c) Pennine Acute Hospitals NHS Trust - the four main hospitals of the Trust together have an annual operating budget of over half a billion pounds; North Manchester General Hospital, The Royal Oldham Hospital, Fairfield General Hospital in Bury and Rochdale Infirmary, and services at Birch Hill Hospital. There are more discharges than at any other time taking place from hospital into the community in England, with more than 88,000 from Pennine Acute alone. Discharge planning may therefore be one of the services that will benefit from enhancing communications via the ICR Portal.

d) Pennine Care NHS Foundation Trust - the mental health and community trust provides mental health and community services to people living in the boroughs of Bury, Oldham and Rochdale as well as other areas of Manchester such as community services in Trafford. Community-based care often involves liaison with other services and will be made more timely and effective through use of the ICR Portal.

e) Ambulance Services – the single regional ambulance service, North West Ambulance, provides 111 Services, Urgent Care and Emergency Response. The 111 Service will greatly benefited through having access to the ICP Portal as the range of services is diverse; the 111 doctors, nurses and paramedics will use the context of the information in the portal to assess symptoms, give appropriate healthcare advice and directly engage relevant local services that could be A&E, an out-of-hours doctor, an urgent care centre or a walk-in centre, a community nurse, an emergency dentist or a late-opening chemist.

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f) Out-of-Hours Services – BARDOC and gtd (GoToDoc) operate in the NES GM. Both provide medical and dental services outside of core hours that augment local general practitioner and dental services. Similarly to 111, the service provided to the individual citizen will be made quicker and more effective.

2.3 The Case for ChangeThis section summarises the case for business and technical change.

The Business Case for Change includes:

The objective of reducing costs, to be achieved through new integrated methods of working such that the £30 billion gap in NHS funding, predicted to appear by 2020-21, is reduced. The 2014 Five Year Forward View estimated that the gap could be closed completely if the health service receives additional funding to develop new, more efficient integrated care models such as those using the portal proposed in this Business Case.;

The Technical Case for Change includes:

The Consortium requires, as a minimum, an ICR Portal that is capable of easily accepting and presenting data that originates with existing feeder systems embedded within Consortium members’ organisations, particularly from Pennine Acute, Pennine Care, GP systems and the local authorities;

All the IM&T strategies aim to reduce the need for paper so that paper is produced, managed, transported and stored only at an absolute minimum level. This is not achievable through integration with the current IT systems. Conversely, that all communications contain comprehensive information that reaches its intended destination securely, thereby meeting information governance and security controls; this is not possible with existing part-manual methods of communication;

The current mixed paper and electronic systems of duplicate record-keeping adds costs and creates significant inefficiencies through a lack of cohesion and no “one-place-to-look” for a complete view of a patient/citizen’s clinical history and situational information;

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3 Management Case

3.1 Project Scope

The project will integrate data derived from disparate Consortium feeder systems and present it as information to Consortium users in the ICR Portal. The ICR Portal will be accessible from the normal place of work of those Consortium employees who are authorised to access the ICR Portal, as well as remotely.

Phase 1 is the subject of this business case and will provide:

Read-only access, based on role, to an agreed minimum dataset from Consortium member systems.

In-context launch of ICR Portal from the Consortium members own main care system.

Phase 2 is the subject of additional business cases and will provide:

Write-back capability of data to Consortium members own care systems. Increasing functional richness of the ICR Portal

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3.2 Implementation

Healthcare Gateway connects information between healthcare systems. The Medical Interoperability Gateway (MIG) enables clinicians to securely share up-to-date patient data – whatever system they use and wherever they work in the UK.

The MIG is a national interoperability solution delivered locally, connecting any healthcare system within a healthcare economy. Uniquely, the MIG provides connectivity to virtually all UK primary care systems. This gives Healthcare Gateway’s customers unparalleled, secure access to the whole-life health records of nearly all of the UK’s population. By mobilising this data via the MIG, healthcare providers are able to deliver safer, more efficient care.

The MIG is a fully managed service which removes the need for local infrastructure, separate licencing and support. The system also meets NHS Interoperability Toolkit (ITK) and HL7 interoperability standards. Data is provided in real time and draws direct from connected systems. As a result, this is no need for a central data repository.

3.3 Project ResourcesThere will be a need to provide the following resources:

End-user training

Training materials

Local business process change

Provide business analysis input into configuration

Data quality assurance and testing resources

Technical input for interface development and integration into end systems

Additional on-site IT equipment (if any)

Local Help Desk support, local super-users and local infrastructure support for network and desktop

3.4 GovernanceThe project will be governed by an established NES Project Board that will lead, manage and direct the project

The Project Board also includes representatives of each organisation making up the Consortium at senior managerial level. Additional invitees attend the Project Board in response to the particular phase of the project. The Project Board is responsible for the detailed direction, management and success of the project. Please refer to the main body of this Business Case (Section 6.6 - Management Case, Governance) for the organisation chart of the overall project team.

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The NE Sector IT SubGroup Project Board is accountable for ensuring that the project is delivered to specification, time and budget.

3.4.1 Customer and StakeholdersCustomers

All members of the Consortium-wide multidisciplinary team Staff from all Consortium member organisations

Stakeholders Patients Health care providers in GM Academic Health Sciences Network (AHSN) Greater Manchester Healthier Together team Living Longer, Living Better team.

3.4.2 Shared vision among stakeholders‘Integrated Patient Care’ refers to advanced arrangements for organisations, teams and professionals from across the entire care environment working together to provide high quality co-ordinated care.

Integrated care arrangements are intended to put patients at the centre of their own care and provide them with improved experience and outcomes. They are also designed to reduce avoidable use of hospital and other services, especially local authority and emergency services.

Implementing a new ICR Portal system will therefore provide a platform for driving forward improvements in two primary areas:

Any activity that involves the care of a patient/citizen moving between Consortium organisations e.g. during discharge planning from an acute location or where a patient is receiving services delivered into the community, such as with long term health conditions or social care dependencies.

Any activity that is dependent on a complete picture of a patient/citizen’s circumstances; whether health-related or circumstantial; specifically including local authority and emergency services.

In both cases above, a real-time view of the full dataset showing the healthcare and dependency status of the patient/citizen and their current circumstances will greatly facilitate provision of timely and appropriate support.

3.4.3 Business as usualThe Service caters for the retrieval and display of patient record detailed information.

It provides integrated access to Primary Care patient records from both In Practice Systems Limited (INPS) Egton Medical Information Systems Limited (EMIS) and TPP SystmOne GP practices for trusted third party applications.

Based on the appropriate sharing agreements being in place and patient consent being confirmed data can be presented within the common DCR view that will consist of:

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Summary view including Current Problems, Current Medication, Allergies and Recent tests

Problem view Diagnosis View Medication including Current, Past and Issues Risks and Warnings Procedures Investigations (in the last 2 years) Examination (Blood Pressure Only) Events consisting of Encounters, Admissions and Referrals Patient Demographics

3.5 RisksCurrent known risks are identified within the project risk log and these are to be expanded on during the initial phase of the ICR Portal implementation. At the time of distribution, the main risks are:

Risk Control

Information Governance & patient consent not suitably robust

A suitable consent model has been agreed in principle with development of draft Information Sharing Agreements and draft Data Controller Agreements. Controls have been identified to ensure that patient can restrict all or part of their record.

High number of IG-related administration requests

Information Governance administration resources have been identified and included in the resource profile of the project to ensure that patient details are visible only to authorised users.

Size of implementation A dedicated central delivery team has been costed-in to this business case.

High number of systems/ interfaces.

Third party suppliers have been consulted and costs built in for all components of interface development.

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3.6 Benefits

Fewer wasted appointments across GP Practices, Pennine Care and Pennine Acute Trust. Wasted appointments for Social Care Teams have already been estimated and included in the figures above. For example, Rochdale Council has estimated they lose around 300 hours a month due to patients being admitted to hospital without their knowledge. This roughly equates to £50,000 per Council per year.

Fewer unnecessary admissions to A&E through better access to information and management of patients’ conditions from their own homes.

Fewer telephone calls across organisations by staff at Pennine Care NHS Foundation Trust, Social Care, GP Practices and Pennine Acute Trust to find out information relevant to patients’ treatment and care through better access to up-to-date information.

Potential to release short stay, respite or care home rooms to patients requiring temporary access when their occupants are admitted for a relatively short period of time. This may reduce the pressure on hospital beds and support GP and Community Teams in moving patients nearer to their homes.

A reduction in the number of diagnostic tests ordered across the Sector. Greater Glasgow and Clyde provides healthcare to 1.2 million people and saw a 10% reduction following the implementation of a regional clinical Portal. Through better visibility of test results already available and what orders are in progress it is believed further savings can be made here over and above the Order Communications Project currently underway.

An increase in avoided services due to better co-ordination of care and reduction in duplication of patient records when patients see several providers and receive care in more than one community or care setting. The Stockport Integrated Health and Social Care Project review identified that a large proportion of patients with complex needs in the cohort did not need treatment specifically but care, education and co-ordinated services.

A reduction in the number of hospital referrals from primary care. Walsall Primary Care Trust (now Walsall CCG) hosts 134 GP practices and raised 14,600 fewer referrals to hospital per year with the introduction of an integrated clinical Portal.

Faster, more efficient referral process to Social Services. For example, the Trust has 4,000 delayed discharges per year. Some of this delay is due to the communication process between Hospitals and Social Care as it relies heavily on paper at both ends. By managing this process electronically through a single system the process would be sped up and patients could leave hospital more quickly.

Improved patient outcomes for the overall course of treatment Improved information for GPs and Social Care Workers Less delay in responding to urgent patient needs More patients on the end of life pathway would have their personal preferences fulfilled Greater safety for lone workers in the community.

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Description Quality Innovation Productivity PreventionPercentage Cost Saving Benefit

Fewer GP telephone enquiries by community

and social care services, as the patients’ medical

history will be available when needed.

Accurate patient information available through the ICR Portal

to Health and Social care members

providing better quality of care for the

patient

The ICR Portal allows Health

and Social care members access

to real-time information to

treat the patient effectively

Fewer telephone enquiries required to

the patient's GP

Accurate patient history information presented at

the point of care

75% Users expected to confirm that time is

saved due to not having to call GP during Pilot

Period

Reduce hospital use, including non-elective

medical and nursing home admissions for diabetic

and older patients



providing better quality of care for the

patient



to real-time information to

treat the patient effectively

Reduction of admissions would allow

more time for healthcare

professionals to treat patients effectively

Other benefits include GPs gaining a better

understanding of diabetes treatment,

increased coordination with social care, and

fewer outpatient referrals


the point of care

Non-elective medical admissions among the

28,000 patients aged 75 and over, fell by 6.6%

compared with the same period in 2010-11

Fewer duplicate patient Accurate patient The ICR Portal Fewer duplicate Accurate patient history

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assessments and diagnostic tests carried out

as previous assessments and test results will be

available at the point of care

information available through the ICR Portal


providing better quality data of patient

history

allows Health and Social care

members access to real-time

information to treat the patient

effectively

assessments on patients, will ensure patients are treated

sooner and can increase the time

treating a patient in an appointment.

information presented at the point of care, this will

indicate an assessment has already been completed,

so reducing duplicate patient assessments

0.5% of outpatient attendances

Faster, more efficient referral process to Social

Services, by estimated discharge dates will be

communicated early in a patients care and the

patients progress will be visible to social services.




and Social care member’s

accesses to real-time information

assess the patient

effectively and pro-actively plan

care. The ICR Portal will send emails and SMS

messages as required to

notify services of pre-configured

alerts

Social Services can be notified of expected dates of discharge to

help plan for the patients care once they

have left the hospital


the point of careA quarter day reduction in bed days on 30% of emergency admissions

Improved patient outcomes for the overall

course of treatment,



and Social care

Fewer duplicate diagnostic tests on

patients till allow more


the point of care

non-elective medical and nursing home

admissions reduced the

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through coordinated care driven by shared and

accessible information at the point of care.



history

members access to real-time

information to treat the patient

effectively

time for genuine tests to be carried out

annual cost of services for diabetic and older

patients

Minimum of 10% expected

More patients on the End-of-Life pathway would

have their personal preferences fulfilled




history



to real-time information to treat and view

the patients preferences

Co-ordinated patient pathway reduces

duplication

Accurate patient preferences and history information presented at

the point of care

Patient care benefit

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4 Financial Case

4.1 System Costs over 3 years

Item Year 1 Cost Year 2 Cost Year 3 CostHG Implementation Cost

£7,800

MIG Licence (based on population of 215k people)

£21,350 £21,350 £21,350

Shared Record Viewer (200 users)

£12,000 £12,000 £12,000

End of Life Data set £4,617 £4,617 £4,617COPD Data Set £4,617 £4,617 £4,617Liquid Logic Data set (available Summer 2016)

£4,617 £4,617

EMIS Integration Adapter

£25,000 £0,000 £0,000

Liquidlogic Implementation Services

£17,000 £0,000 £0,000

Liquidlogic Support and Maintenance

£7,500 £7,500 £7,500

Total £99,884 £54,701 £54,701

4.2 Infrastructure CostsNone. All hosted by Healthcare Gateway. No data is stored in a central repository. All data is passed and called for in real time from end systems.

4.3 Local Costs A project resource to run the project. An Information Governance resource to produce data sharing agreements and have practices

sign. DSCRO will be required to make data available to the data warehouse. This data will be

pseudonymised prior to usage A system administration resource to manage accounts and undertake UAT of new release A support resource to provide training, accompanying documentation and point of contact for

incident resolution

A Business Intelligence resource to use the data for CCG and local authority reporting

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Appendix A – Glossary of Terms

Name Definition

‘Concurrent User’

A user who, when logged on and actively using the portal, consumes a user licence until such time as they log off the portal or when the portal session times out due to user inactivity.

‘Consortium’, ‘The Consortium’The group of NHS and non-NHS organisations that are led by Pennine Acute Hospitals NHS Trust in specifying, evaluating, implementing and supporting the ICR Portal.

‘ICR Portal’ Integrated Care Record Portal

‘ICP’ Integrated Care Programme

‘ICR’ Integrated Care Record

‘EPaCCS’Electronic Palliative Care Co-ordination Systems – a product of those improvement initiatives related to systems and process that support end-of-life and palliative care.

‘Lead Partner’

The single legal entity that will be responsible for delivering the ICR Portal. The Lead Partner is Pennine Acute Hospitals NHS Trust in the context of the Full Business Case. The Lead Partner will agree a contract with the Supplier for delivery of their services. The Lead Partner will put in place back-to-back agreements with the Consortium members that are mutually agreeable between the Lead Partner and the Consortium members and that guarantees a continuing funding stream that matches the financial obligations of the contract Agreement throughout the term of the Agreement.

‘MIG’

Messaging Interface Gateway – the existing technical service provided by Healthcare Gateway that acts as a transaction broker between ‘consumer’ systems and the primary care systems present in General Practitioner practices. Consumer systems include existing NHS organisations in the local healthcare economy and also new systems such as the Integrated Care Portal which is the subject of this Business Case.

NESoGM North-East sector of Greater Manchester

‘NWAS’ North West Ambulance Service

‘OBS’

Output Based Specification – a set of requirements that outlines the desired outcome although is not specific, by design, as to the means in which it is achieved. This is a frequently employed practice where a purchaser does not wish to constrain themselves only to the solutions of which they are aware.

‘The Consortium’ The NHS project team organisation, led by Pennine Acute Hospitals NHS Trust, charged with specification, evaluation,

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build, delivery and support of the NE Sector Integrated Care Record Portal

‘SPV’, ‘Special Purpose Vehicle’

A dedicated organisation set up to delivery specific outputs and outcomes. In the context of the Integrated Care Programme this would comprise those individuals and resources shown in Appendix B of this Full Business Case.

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Appendix C – Benefits

Expected Benefits

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Description Quality Innovation Productivity Prevention Percentage of Cost Releasing benefit

Fewer GP telephone enquiries by community and social care services, as the patients’ medical history will be available when needed.

Accurate patient information available through the ICR Portal to Health and Social care members providing better quality of care for the patient

The ICR Portal allows Health and Social care members access to real-time information to treat the patient effectively

Fewer telephone enquiries required to the patient's GP

Accurate patient history information presented at the point of care

75% of Users expected to confirm that time is saved due to not having to call GP during Pilot Period

Fewer unnecessary admissions to A&E, as community and social care services will have access to more information to treat the patient in the community and coordinate care, rather than being admitted or re-admitted to A&E.

Accurate patient information available through the ICR Portal to Health and Social care members providing better quality of care for the patient


Fewer A&E admissions would allow more time for A&E Doctors and Nurses to treat patients


Through more integrated discharge management and better information availability for community staff There is an expected

1% reduction in those patients who are re-admitted within 30 days was achieved

Through availability of comprehensive clinical information and collaboration between care teams and patients, using a shared primary/secondary care

Accurate patient information available through the ICR Portal to Health and Social care members providing better quality data of

Even a moderate reduction in these appointments would lead to significant cash releasing savings to

Co-ordinated care for patients, enabling timely patient care


The case study has indicated reduction of 5% after first OP and elective admissions

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record and discussion between GP and Consultants, this would lead to a reduction in follow-up outpatient appointments, both after 1st OP appointment and after elective admission.

patient history commissioners.

Fewer duplicate patient assessments carried out by community workers including AHP’s as previous assessments will be available at the point of care

Accurate patient information available through the ICR Portal to Health and Social care members providing better quality data of patient history


Fewer duplicate assessments on patients, will ensure patients are treated sooner and can increase the time treating a patient in an appointment.

Accurate patient history information presented at the point of care, this will indicate an assessment has already been completed, so reducing duplicate patient assessments

10-15% expected

Faster, more efficient referral process to Social Services, by estimated discharge dates will be communicated early in a patients care and the patients progress will be visible to social

Accurate patient information available through the ICR Portal to Health and Social care members

The ICR Portal allows Health and Social care members access to real-time information assess the patient effectively and pro-actively plan care. The ICR Portal will

Social Services can be notified of expected dates of discharge to help plan for the patients care once they have left the hospital


5% Expected

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services. send emails and SMS messages as required to notify services of pre-configured alers

Fewer diagnostic tests ordered across the Sector, due to each healthcare professional having access to previous pathology and radiology results.



Fewer duplicate diagnostic tests on patients till allow more time for genuine tests to be carried out

Accurate patient history information presented at the point of care, this will indicate an diagnostic test has already been completed, so reducing duplicate patient diagnostic tests

0.5% of outpatient attendances

Improved patient outcomes for the overall course of treatment, through coordinated care driven by shared and accessible information at the point of care.



Fewer duplicate diagnostic tests on patients till allow more time for genuine tests to be carried out


Enabling faster and more accurate decisions relating to patient care, would lead to significant cash releasing savings, a conservative 3 minute saving of nurse time

More patients on the End-of-Life pathway would have their personal preferences

Accurate patient information available through the ICR Portal to Health and

The ICR Portal allows Health and Social care members access to real-time

Co-ordinated patient pathway reduces duplication

Accurate patient preferences and history information presented at the

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fulfilled Social care members providing better quality data of patient history

information to treat and view the patients preferences

point of care

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Documents

Integrated Care Record Portal Business Case v0democracy.rochdale.gov.uk › documents › s41012 › HMR IDCR Busine… · Business Case v0.2 Revision History Date of this revision: