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HBL ICT Shared Services

Annual Report—2016/17

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I have great pleasure in completing this, our

second report at the end of a year which has

focused on delivering a capital investment pro-

gramme to transform our ageing core infra-

structure from ‘fragile to agile’, so that it is not

only fit for purpose for the demands of ‘now’,

but scalable to deliver the digital strategies for

the HBL ICT Partnership and potentially those

of the two STP’s in which HBL ICT are includ-

ed.

The £3m investment programme includes the

commissioning of a new Data Centre solution

across two resilient sites. The Data Centre

has growth capacity in its design to provide a

platform to generate new business opportuni-

ties for the HBL Partnership, and thereby of-

fers opportunity of reducing the cost of IT ser-

vices to our six partner organisations.

The realisation of the new investment has not

come without its challenges and costs. During

the year we have experienced a number of

major incidents due to legacy infrastructure

struggling to cope with the increasing de-

mands of the service, and many components

not being fit for purpose. This in turn has tak-

en its toll on the service, to the relationships

with our six partner organisations, and to staff

morale within HBLICT.

On a positive note, this year has demonstrated

that we have the resilience and resolve to col-

lectively work through these challenges whilst

still delivering our core digital strategies which

we set-out with at the start of the year.

This year all ICT Services within the NHS and

indeed the IT industry has had to deal with and

manage the ever increasing cyber security

threats which are very much an everyday as-

pect of ICT service provision. It has been rec-

ognised and appreciated by our partners that

we have been very successful in managing

and protecting the HBL service against these

national threats due to our internal defences,

the skill of our staff and the investments we

have made.

Finally, I would like to personally thank our

staff, partners and stakeholders who have con-

tributed to transitioning through this challeng-

ing year, in which we have successfully over-

come the problems that we have been faced

with and we have now laid the foundations to

transform the ICT service for the future.

Yours sincerely

Phil Turnock

ICT Shared Services Director

Welcome…... from Phil Turnock

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Table of Contents

1) Our Organisa%on

2) Our Vision & Our Strategic Principles

3) Defining the HBL ICT Culture

4) Our Finances at a Glance 2016/17

5) Our Opera%ng Model

6) Resilient Data Centre Services

7) Focus on Technology

8) Cyber Security & Data Protec%on

9) Managing your Primary Care IT

10) Engaging with our Regional STPs

11) A Year in Numbers

12) Our Unique Selling Point

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Our Organisation

HBL ICT Shared Services was established to provide comprehensive ICT services to six partner

organisations, with all partner organisations having an equal say in the strategic direction of the

ICT service. HBL ICT is not a legal entity and therefore is hosted by East & North Herts CCG

who in turn are one of the six partnering organisations.

We are a self-funding organisation with an operational turnover of circa £10m per annum, which

is derived from income from six partner organisations, plus other NHS clients within the local

health economy of Hertfordshire & Bedfordshire.

HBL ICT fosters an ITIL compliant organisational structure designed to ensure that services meet

our partner organisations expectation from an operational delivery perspective, whilst providing

industry expertise to design and deliver new services and solutions to meet their digital strategic

ambitions.

All clients of HBL ICT Shared Services have individual comprehensive service level agreements

detailing the specific ICT contractual relationship with our clients, this includes a financial sched-

ule of charges for the fiscal year. Inclusive of the service level agreement are service schedules

which detail the specific services being provided through the service level agreement and the

agreed service performance outcomes of the agreement.

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Our Strategic Principles— “IT Just Works”

I. Patient outcomes at the centre of strategic decisions

II. Promote a consumer like experience

III. Promote equality throughout the partnership

IV. Create an environment that encourages innovation

V. Be socially aware and mindful of the impact of technology can have on our

environment.

VI. Provide an environment that ensures information is easily accessible to

meet the demands of healthcare provision

Our Vision….

To become the ICT provider of choice, by delivering without

boundaries, cost effective, cohesive and innovative solutions

that improve patient outcomes.

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De�ining the HBL ICT Culture

Key to the success of the HBL ICT Partnership is to define its ability to work with the partner or-

ganisations and to be more aligned to their organisation culture. To achieve this, HBL ICT is fo-

cusing on eight key areas in which it will change its approach to support partnership working.

The cultural change will be an iterative process built on the concept of ‘continual service im-

provement’ and underpinned by our values.

1. Strategic Alignment: We are working towards the development of a unified digital strategy

across the partnership this will ensure that we are working to a common goal and ICT business

objectives.

2. Knowledge Sharing: Horizon scanning across the IT industry is fundamental to developing

and accessing technological development opportunities. Over the past two years, HBL ICT has

built up excellent strategic partnerships with 3rd party supplier organisations including: Microsoft,

Cisco and ANS.

3. Service Standards: We are focusing on governance and compliance within the whole of HBL

ICT and building a framework for GDPR compliance. Longer term, our ambition is to seek ac-

creditation for Security (ISO27001)

4. Cultural Change: Building on our values and strategic principles, we are going to engage on

a cultural change programme in which we are establishing a small focus group made up from

representation from all the HBL ICT functional areas, plus with delegation from representatives

from our two Provider Partners. Fostering a ‘can-do’ attitude.

5. Innovation: HBL ICT will introduce two Solutions Architects roles to work alongside our Tech-

nical Architect. This team will work closely with clinicians and support staff to garner a better

understanding of workflow within their respective roles and recommend innovative technology to

improve efficiencies.

6. Relationship Management: Redefining and embedding relationship management into our

partner organisations so that we can understand the operational needs of the Providers and the

pressured environment in which they deliver services.

7. Staff Development: Linking with appraisals and personal development plans, we will ensure

that our staff have the right recipe of skills and capabilities to deliver services and innovate for

the future

8. HBL ICT Values - As part of this review, we in HBL ICT have defined six key values which we

will introduce into the partnership for which our staff will aspire to and be measured against.

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Our Finances at a Glance 2016/17

During 2016/17, HBL ICT achieved a financial breakeven point and thereby hitting the control

total as defined by the Partnership Board, which included the 2% national efficiency target.

Due to the capital investment programme, HBL ICT had an increase on operating costs of £546k

which has been absorbed by ridged financial and operational controls therefore retaining income

streams from the Partnership at the same level of 2015/16.

The additional operating costs were for: Capital asset depreciation and for the migration costs

for NHSMail 2 (unarchiving of Enterprise Vault for circa 10,000 email accounts)

Therefore in real terms, HBL ICT Shared Services delivered 9% in cost efficiencies to the Part-

nership, which equates to 7% above the national efficiency target.

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Our Operating Model

• Comprehensive, ITIL 365 Days Support Model

• Extended Service Desk Support Hours, outside core hours

• All service events managed at the most appropriate level

• Rapid Response Service for Severity 2 Incidents

• Integrated Business Change & Business Analyst services

• Responsive Registra%on and Applica%on Support service

• Specialised IT Procurement service

Headlines

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Resilient Data Centre Services

This commercial Data Centre boasts the

highest security rated facility. It hosts a

large number of Government, NHS and oth-

er public sector organisations and the facility

is procured on a power consumption based

operating model.

This new Data Centre facility provides the

partnership with a highly secure and flexible

solution which complements the new on-

premises Data Centre at Charter House.

Robust Disaster Recovery

A key feature of the new Data Centre solu-

tion is to provide high availability and resili-

ence which will be achieved by dual network

connectivity via 10gb network links. Further

to this, we are introducing new data replica-

tion software (Zerto) for all our virtual com-

pute infrastructure, this means that we are

be able to provision services at pace and at

scale for greater agility, plus failover be-

tween each data centre will be in minutes

resulting in increased service availability up-

time.

A further exciting feature of the replication

software means that HBL will be able to lev-

erage its Data Centre service to offer

‘Disaster Recovery as a Service (DRaaS) to

other NHS organisations within the com-

bined Hertfordshire and Bedfordshire STPs.

The existing two infrastructure hubs which

were located at Waverley Road, St. Albans

and Parkway, Welwyn Garden City have been

replaced by two new Data Centres located at

Charter House and in Cody Park, Farnbor-

ough.

The new data centre solution is load balanced

in its design which means that services will be

equally divided between the two sites but each

data centre has the capability and capacity to

fail-over and host the full service if required.

New Charter House Data Centre

The new Data Centre at Charter House is a

highly resilient solution with contingency for

loss of power to the building, loss of cooling

and any power interruptions. Its secure loca-

tion is protected from fire, with further resili-

ence in the form of a back-up generator capa-

ble of taking the ‘full data centre’ load for 72

hours with continuous fuel. The data centre is

modular in its design which means that it can

be expanded upon to meet the demands of

the services. The data centre benefits from

adiabatic air condition crack units which are

more efficient in that they maximise the use of

ambient temperatures making them more en-

vironment friendly.

New Farnborough Data Centre

The current infrastructure hub at Waverley

Road has been replaced with new infrastruc-

ture technology hosted in a Crown Hosting

Data Centre in Cody Park, Farnborough.

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Focus on Technology

Technology Foundations

HBL ICT has invested in a new technical reference architecture which will be the core of its

infrastructure. The new converged technology brings together compute, storage and virtualisa-

tion software into a single integrated platform, and will be enable the provision of services at

scale and pace meeting the industry standards. Resilience has been at the forefront for the

design, and for this reason, the technology is metro-clustered with copies of the data replicat-

ed in each data centre.

Readiness for HSCN (N3 Replacement)

HBL ICT is leading the collaborative procurement activity for the BLMK STP to manage the

selection of a framework supplier from which to procure HSCN services, these will replace the

legacy N3 services into the HBL ICT COIN together with the 249 GP Practices across Hert-

fordshire and Bedfordshire.

We have now completed a programme of work to upgrade our HBL ICT COIN (Community of

Interest Network) to a more resilient network service which was on the critical path for the

pending migration to HSCN.

Innovation is at the forefront of the HBL ICT digital strategy and working in partnership with

our IT colleagues within the partnership, the ICT Strategic Steering Group are in the process of

developing the following programme of works for 2017/18, which can be realised from the

foundation of our highly secure Data Centre service. We are now on an exciting customer jour-

ney to deliver technical strategies and solutions that will enable our clinicians on the front line.

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Cyber Security & Data Protection

General Data Protection Regulation 2018

Working with our Partner organisations,

HBL ICT are currently in the process of

planning for the new General Data Protec-

tion Regulations which will come into force

on the 25th May 2018, replacing the Data

Protection Act of 1998.

We have developed a comprehensive ac-

tion plan to enable us to prepare for each

of the 12 steps as set-out by the ICO

(Information Commissioners Office) to facil-

itate our collective compliance to the new

regulation.

An intrinsic aspect of this will be the intro-

duction of a Data Protection Officer who

will be responsible for ensuring our compli-

ance to the new regulation as a data pro-

cessor and respective interfaces with our

Partner organisations Data Controllers.

The new DPO role includes the develop-

ment of prescriptive privacy notices, sys-

tem data protection impact assessments,

and resolution of any data breaches.

Cyber Security

We in HBL ICT proactively manage the con-

stant threat of cyber security to our environ-

ment, which includes adherence to the 10

steps cyber security.

The WannaCry ransomware attack demon-

strated that no one is immune from cyber crime

and a single attack can have wide reaching

global implications across all sectors.

As a public facing NHS ICT Service Provider

hosting critical infrastructure it has never been

more important to have robust cyber controls

and defences in place.

To this end, we in HBL ICT have established a

strong Governance function that will police and

proactively manage our defences to cyber

crime through:

♦ Employee education and awareness

♦ Physical network and firewall manage-

ment

♦ Identity & access controls

♦ Proactive patching

In addition, working with colleagues in neigh-

bouring NHS Organisations within the STPs,

we have developed a comprehensive frame-

work for managing security and cyber related

incidents, focusing on four distinct phases of

the event life-cycle.

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Managing your Primary Care IT

• Facilitate the development and imple-

mentation of digital technology capable

of supporting and enabling new models

of care

• Ensure local digital primary care ser-

vices can respond to service and organ-

isational change and can enable inno-

vation.

During 2016-17, the team was actively in-

volved in supporting the development of Lo-

cal Digital Roadmaps, demonstrating how a

health and social care economy moves to-

wards paperless at the point of care by 2020

and delivers efficiency and quality improve-

ments through technology.

Operating paper-free at the point of care is

about ensuring health and care professionals

have access to digital information that is

more comprehensive, more timely and of bet-

ter quality, both within and across care set-

tings.

To achieve the ‘paperless at the point of care’

objective, the team has put in place a digital

capabilities delivery plan, aligning all primary

care activity to the universal capabilities that

underpin the roadmap ambition.

Our Primary Care ICT Team manages GP IT

services on behalf of Herts, Beds and Luton

CCGs, delivering high quality core and mandat-

ed GP IT services. We provide:-

• Reliable, responsive and efficient IT sys-

tems, support services and equipment

• Effective support to utilise national strate-

gic systems and applications, including

Summary Care Record, NHS e-Referrals

System, Electronic Prescription Service,

GP2GP and Patient Online Services

• GP clinical system support, including

training, configuration and utilisation

• Management of GP clinical system moves

and mergers

The team also provides guidance and expertise

to CCGs on investment in enhanced primary

care IT services. These services are developed

and agreed locally to support commissioners

to:

• Deliver Local Digital Roadmaps (LDRs)

and Sustainability and Transformation

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Engaging with Our Regional STP’s

The strategic vision of the STP, from a digital perspective, is to provide health and social care professionals with an infrastructure that enables access to a shared patient record at

the point of contact.

HBL ICT are in the enviable position of having influence over two STP footprints as they pro-vide ICT services to a number of partner organ-

isations across Hertfordshire and Bedfordshire.

Increased use of technology is seen as a criti-cal enabler to provide service transformation and is crucial to deliver both the clinical and financial benefits to the NHS system. HBL ICT are actively engaged within the Bedfordshire, Luton & Milton Keynes (BLMK) and the Hert-fordshire & West Essex STP and provide a

number of services across our service portfolio

◊ Programme Management

◊ Project Management

◊ Business Change

◊ Technical Services

◊ Procurement Services

◊ Primary Care Utilisation

We are engaged with a review of the existing services and have already developed a work programme within BLMK which will provide im-mediate patient benefit with tactical work streams. An example is the implementation of EHR Core into the three acute trusts within the footprint which provided acute care with read only access to the full SystmOne patient record

when patients present.

The utilisation of existing systems is also key to allow the health and social care system to gain benefits from technology being used by part-

ners across the geographical area.

For example, the use of Summary Care Rec-ord to provide high level information for pa-

tients who attend urgent care settings.

In addition, within both STP’s we are an in-clusive part of the infrastructure provision work-streams and subsequently leading on a number of key initiatives working closely with our ICT colleagues in other NHS organisa-

tions.

These initiatives includes the development of an integrated wifi service, and leading the joint procurement of the new HSCN service which will provide the foundation for integrat-ed working across the STP’s that will enable our clinicians to work across existing NHS

and local Authority boundaries.

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A year in numbers

Our Customer Services team managed over

57,700 telephone contacts & 22,200 emails

During the year we have been busy managing services for our partners, with the following giving

a broad representation of that:

We successfully delivered 130 projects

Our Procurement team managed over

1,400 ICT orders and led ICT tenders in ex-

cess of £1.6m in value

We store over 65 Terabytes

of data for our Partners

We manage over 11,000

connected devices

We successfully blocked over 278,000 vi-

ruses /malware infections from attacking our

network

Our Partners have sent & received

over 11.4 million emails

We managed 345 Business

Change requests for clinical

systems

We manage in excess of

17,800 NHS Smartcards

We delivered 1,737 training

sessions to our customers

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Our Unique Selling Point

We in HBL ICT Shared Services are working hard to define an ICT Service Portfolio that meets

the demands of our Partners across Hertfordshire, Bedfordshire and Luton, working with strate-

gic suppliers within the industry, which collectively makes our unique recipe for ICT Services.

We have the understanding and knowledge of IT systems in context of the health & social care

industry, operating within an NHS organisation. We believe that we understand your business

and will bring information to the hands of those that need it at the point at which they need it.

This reflects the change that all of our health customers are facing, the change in technology

from fixed devices to mobile, the ability to take in large amounts of data, make sense of it and

utilise it to good effect on safe excellent healthcare for patients. Additionally, the ability to use

that data to pro-actively manage the services provided is the key to the future. We anticipate

that it will only be successful by standing alongside our customers facing these challenges; to-

gether will we be successful in our chosen market.

We understand cost pressures and have demonstrated our own ability to deal with them and the

drive to improve productivity whilst maintaining and indeed, improving service offers to our part-

ners. We believe that puts us in the position of having the ability to support our clients effectively.