Working Smarter with NHSmail SCIMP Conference November 2009.
Post on 30-Mar-2015
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NHSmail – Enabling Clinical & Business Communications
• Provides information governance assurance• Provides security assurance• Reduces the risk to clinical & business communications• Opens up collaborative working across the NHS and beyond• Provides access from any connected location and media
(e.g. home PC, mobile etc.)• Provides value-added service to support the service locally
and nationally
NHSmail Service
Shared Resources
NHSmail provides staff with the ability to use shared functional services. These include:
• Shared calendars• Shared generic mailboxes• Shared contact lists• Shared Distribution Lists
NHSmail Service – Shared Resources
Calendars
Shared calendars can be used for:
• Appointment bookings• Room bookings• Leave management• Training management• Equipment management
NHSmail Service – Shared Resources
Generic Mailboxes (GMs)
GMs can be used to support operational clinical/business functions:
• Acute/Primary care referrals• Managed clinical consultation points• Functional GMs e.g. Helpdesk• Multidisciplinary Team GMs• National collaboration points e.g. eHealth clinical leads• Interagency collaboration points e.g. Social services and
Child Health
NHSmail Service – Shared Resources
Contacts
• Share access to main contact lists within a GM• Contacts can be split into functional areas by folders e.g.
Social Services contacts
NHSmail Service – Shared Resources
Mobile Working
Can access the service from:
• Work• Home• Mobile phone• Other work places• Internet
NHSmail Service – Mobile Working
Mobile Working 2
Particularly good for mobile staff:
• Community Nurses• Allied Health Professionals• Consultants• Trainee Doctors
NHSmail Service – Mobile Working
SMS & Fax
• Enables sending of patient reminders• Enables the sending of system alerts• Fax – Sending drug alerts to GP Practice
Value Added Services
Collaborative Working
• Enables working outside as well as within the Board boundary:• Enables CHP working• Working with local government• Enables working within Managed Clinical Networks• Enables working with non-NHS partners
Value Added Services
Distribution Lists (DLs)
DLs determined by directory data:
• Organisation – ‘All NHS Forth Valley’• Site – ‘All staff Raigmore Hospital’• GP Practice – ‘All Gilmour Street GP Practice’• Role – ‘All GP Practice Managers’• Specialty – ‘All Paediatrics’• Department – ‘All staff in Community Nursing’
Value Added Services
Distribution List Uses
• Faxing drug alerts to GP and Pharmacy practices• Avoid manual time consuming processes• 2 email sent only
• Intensive Care – available shifts, notifications sent to mobiles• H1N1 National Communications• Targeted communications – GPs, all Practice Managers
Value Added Services
Strategic Benefits
• “Access to right info,….right place,…right time” (eHealth Strategy)• Increased clinical assurance• Improved clinical/business efficiency• Communications with health partners• Increased speed of communications• Facilitates collaborative working• Facilitates email coverage to sectors previously under-
represented
NHSmail Service
Impact of Direct Electronic Referrals to a Hospital Eye Service
Value Added Services
NHS Fife – Case Study
Case Study – Aims and Methods
Aim:• A study to assess the feasibility, safety and clinical
effectiveness of electronic referral of patients directly from optometrists in primary care to the hospital eye service (HES) in contrast to the paper-based referral through the GP.
Method:• 3 Practices sent electronic referrals• Same 3 practices compared for paper referrals• Supported by ECCI and funded• Clinical processes redesigned
Added Value Example - Impact of Direct Electronic Referrals to a Hospital Eye Service
Case Study – Referral Pathway
Old Pathway (2 – 32 weeks)
• Optometrist appointment• Letter to GP• GP’s letter to hospital• Hospital records• Consultant referral file• Await further info
(e.g. case notes)• HES appointment
New Pathway (1 – 6 weeks)
• Optometrist appointment• Electronic referral to HES• Consultant review• HES appointment
Added Value Example - Impact of Direct Electronic Referrals to a Hospital Eye Service
0
200
400
600
800
1000
1200
May 2006 Original May 2007 Best traditional May 2008 Electronicreferrals
Waiting List & Waiting Times
>12 wks
5-12 wks
0-4 wks
Added Value Example - Impact of Direct Electronic Referrals to a Hospital Eye Service
Case Study – Benefits
• Speedier clinical decision making for patients• Avoidance of unnecessary hospital appointments• Higher level of interpersonal communication and feedback to
optometrists• Patient satisfaction with the process• Saving:
• 37% of patients not requiring appointment, sending images reduces a further 22%
• O/P costs between £108 - £307 per appointment, savings could run into £100Ks per Board
• Majority of referrals now sent electronically within Fife
Added Value Example - Impact of Direct Electronic Referrals to a Hospital Eye Service
Contacts
Ziggy Iwaniec, Programme Manager: ziggy.iwaniec@nhs.netMaggie Young, Senior Project Manager: maggie.young@nhs.netEmma Crawford, Programme Officer: emma.crawford@nhs.net
Programme Mailbox: nhsmail.scotland@nhs.net
Programme Website: www.directory.scot.nhs.ukUsing Information Improving Healthcare: www.usinginfo.org
NHSmail Service
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