Pamela Cook

Pushing Forward: Our Next Steps & Five-Year Vision for EPR at Humber Welcome to the final instalment of our blog series on the 2024 KLASS net EPR usability results for Humber Teaching NHS Foundation Trust. We've celebrated significant progress, with our Overall EPR Experience Score now at 27.5 (Grade C), a marked improvement from -13.6 (Grade F) in 2021. Now, we look to the future, focusing on continuous enhancement.   Our Immediate Next Steps: Building on Success The 2024 results highlight key areas for development. We are committed to: Elevating Training and Education: While our Education Score rose to 3.3 (Grade D), feedback indicates a need for more role-specific and ongoing training. We'll refine our programmes to ensure they are impactful and directly relevant to diverse clinical workflows.   Streamlining Documentation and Workflows: Clinicians have noted that the "Organization makes regular improvements to documentation" (1st Percentile) and the "EHR inhibits efficiency" (19th Percentile) are areas for improvement. We will target reducing bureaucratic tasks, minimising clicks, and optimising templates based on user input.   Enhancing System Functionality and Personalisation: We aim to improve areas like "Personalized EHR" (17th Percentile). This includes addressing feedback on system speed, integration capabilities, and developing more intuitive, tailored features.   Amplifying Clinician Voice and Communication: Ensuring staff "Have a voice" (3rd Percentile) and that "Changes [are] well communicated" (5th Percentile) are crucial. We will strengthen feedback loops and transparently communicate developments.   Our Five-Year Vision: An EPR That Empowers Looking ahead, our vision for the next five years is an EPR that is: Seamlessly Intuitive: A system so responsive and easy to navigate it feels like a natural extension of clinical practice. Fully Interoperable: Enabling effortless and secure information sharing across all relevant health and care settings, providing a truly unified view of patient care.    Intelligently Personalised: Adapting to individual user needs and workflows, potentially offering proactive support and data-driven insights. Co-Created with Users: Continuously evolving through active collaboration with our clinicians, ensuring the EPR truly meets their needs and supports their invaluable work. A Catalyst for Excellence: An EPR that not only enhances usability but demonstrably contributes to superior patient outcomes, increased staff satisfaction, and greater operational efficiency. Thank you for following our journey through the 2024 KLASS results. We are excited about the path ahead and remain dedicated to making our EPR a powerful tool for everyone at Humber. Humber Teaching NHS Foundation Trust NHS Humber and North Yorkshire Integrated Care Board (ICB) KLAS Research TPP CHIME BCS Faculty of Health and Care The Federation for Informatics Professionals techUK HTN - Health Tech News Digital Health

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It has been a busy few weeks speaking at three fantastic events.    I have been discussing the future of digital health records at a BCS Panel with Lee Rickles; speaking at HETT with a brilliant panel on Unlocking the Power of a Single Patient Record; and joining Private Healthcare Information Network (PHIN) to talk about Transforming patient outcomes through data and analytics.   A few takeaways from me: 1️⃣ Patients and public trust have to stay front and centre – we can only get this right if people are genuinely part of the conversation. As Ming Tang wrote on this - https://lnkd.in/eu94e4Pj - 'it always comes back to one thing: people'. 2️⃣ The Single Patient Record remains the most exciting opportunity in digital health – but it needs to sit within a wider ecosystem alongside the NHS App, HDRS, and local systems. 3️⃣ Partnership with industry is essential – we won’t deliver the scale or innovation needed without it. Some of the ideas across the ecosystem are brilliant, and we need to take learnings from other countries where we can.    I’ve loved hearing so many perspectives and am genuinely energised by the debate - let me know what you think! Exciting times ahead for digital health.

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I had the privilege of joining a thought-provoking discussion alongside other senior leaders from the NHS, MOD and Rackspace, exploring whether our public sector data and infrastructure is truly ready to deliver on AI's transformative potential. 💡 Key insights from our discussion: "AI is not a universal solvent. Treating it as such risks wasted efforts and disillusionment." - My perspective on the need for targeted AI implementation. "Federated overlays, not unified systems, should be the goal—to reduce cyber risk and maintain data trust." - My take on avoiding the "cyber honeypot" problem with centralised data. "Don't just buy what's easiest, because generally whatever is easiest is the wrong answer." - Nick Roberts on smart procurement decisions. "Start small but smart - improve data capture at source. There's only so much magic we can do in our transforms." - My practical advice on building solid data foundations. 🔑 Key themes discussed: ✅ Data sovereignty and the implications of US cloud legislation ✅ Building trust for health data sharing and single patient records ✅ The challenge of legacy systems and API integration ✅ Cost control in cloud adoption and the risk of vendor lock-in ✅ Importance of metadata, semantic standards, and data governance ✅ Cultural change needed for effective data sharing Particularly meaningful to me: The consensus that we must solve real, measurable problems rather than implement AI for its own sake, and the importance of collaborative approaches across NHS trusts and government departments - something we're actively pursuing in the Midlands region. Grateful for the opportunity to contribute to this important conversation about the future of public sector digital transformation. I also used the opportunity to plug the Chief Data and Analytical Officers Network https://lnkd.in/ePuDWWjF #AI #NHS #DigitalTransformation #DataGovernance #PublicSector #Healthcare #CloudComputing #DataSovereignty #ChiefDataOfficer

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Remote Monitoring is no longer a pilot, it’s a proven, scalable solution. Aligned with NHS priorities for digital transformation, elective recovery, and sustainability, this model is ready for wider adoption. Find out why now is the time to act. Watch the full video and learn more: https://ow.ly/zG5C50Y5ZBN #HeartMonth #DigitalTransformation #NHSInnovation #VBHC

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NHS EPR Market Faces Crossroads as Structural Reforms Fuel Uncertainty, Black Book UK Survey (Financial Content UK) https://lnkd.in/eStp4HNY England;s NHS Hospital IT Leaders Cite Delayed Procurement, Interoperability Concerns, and Vendor Reevaluation as System Restructuring Looms #NHS #UK #NHSEngland #BlackBookResearch #EPR

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Our MPFT Digital (NHS) Digital Fair is underway, learning how GP Connect has reduced calls and emails to primary care with 88% of clinical staff saving time with the system #MPFTDigitalFair #NHS #Digital #DigitalTransformation Midlands Partnership University NHS Foundation Trust

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Beyond interoperability: why data management is the true digital foundation for the NHS - great guest article on UKAuthority from Rowland Agidee MSc CHCIO CITP FEDIPAdvPra PC.dp, Chief Data & Analytics Offier at University Hospitals of Derby and Burton NHS Foundation Trust He is spot on - we need to get the #data #foundations right: "Everyone talks about interoperability, about #AI, about shared care records and #digital maturity. But none of these will deliver lasting, system-wide impact until we fix what lies beneath: our foundation: our data; our management of it." He is writing about the #NHS and pegs data as the 'strategic enabler' of the 10-year plan. But the principle applies to all parts of the public sector and ambitions for AI. https://lnkd.in/eD6tEUiS

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Some insightful webinars coming up from the top performers of the 2024 EPR usability survey⬇️ The Frontline Digitisation Programme are sharing best practice from NHS trusts who have shown impressive results or significant improvement in areas like training, user satisfaction and IT responsiveness. They will share how they have approached these changes, so others can benefit from learning and build a network to support similar successes in their own organisations. Sessions offered (all at 3pm to 4.15pm): Thu 29 May 2025 - EPR IT Responsiveness and Fixes (NHS Informatics Merseyside and Kent Community Health NHS Foundation Trust): https://lnkd.in/exkM_SKM Thu 5 June 2025 - EPR User Satisfaction (Royal United Hospitals Bath NHS Foundation Trust and The Rotherham NHS Foundation Trust): https://lnkd.in/ec4ciNTb Thu 12 June 2025 - EPR Training (University of Southampton NHS Foundation Trust and Cambridge University Hospitals NHS Foundation Trust): https://lnkd.in/ehHAEQtt Sessions will be presented alongside KLAS Research, talking about how the NHS benchmarks against global averages. (Please repost and tag/share with anyone you think might be interested!)

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How can high-quality data transform NHS community services and drive productivity? Chris Giles ChMC explains how community trusts and integrated care boards can improve data quality and leverage their data to elevate clinical services and deliver on the Government's 'Change NHS' consultation. Learn more: https://okt.to/BsxziA #NHS #CommunityServices #DataQuality

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𝐓𝐡𝐞 𝐍𝐇𝐒 𝐌𝐨𝐝𝐞𝐥 𝐑𝐞𝐠𝐢𝐨𝐧 𝐁𝐥𝐮𝐞𝐩𝐫𝐢𝐧𝐭 has now been published, which alongside the Model ICB Blueprint (published in May 2025), sets out the new NHS operating model to deliver the 10 Year Plan. It sets out the role for the seven regions as… '𝑡ℎ𝑒 𝑙𝑒𝑎𝑑𝑒𝑟𝑠ℎ𝑖𝑝 𝑖𝑛𝑡𝑒𝑟𝑓𝑎𝑐𝑒 𝑏𝑒𝑡𝑤𝑒𝑒𝑛 𝑡ℎ𝑒 𝑐𝑒𝑛𝑡𝑟𝑒 𝑎𝑛𝑑 𝑙𝑜𝑐𝑎𝑙 ℎ𝑒𝑎𝑙𝑡ℎ 𝑠𝑦𝑠𝑡𝑒𝑚𝑠, 𝑜𝑣𝑒𝑟𝑠𝑒𝑒𝑖𝑛𝑔 𝑠𝑡𝑟𝑎𝑡𝑒𝑔𝑦, 𝑚𝑎𝑛𝑎𝑔𝑖𝑛𝑔 𝑝𝑒𝑟𝑓𝑜𝑟𝑚𝑎𝑛𝑐𝑒 𝑎𝑛𝑑 𝑐𝑜𝑜𝑟𝑑𝑖𝑛𝑎𝑡𝑖𝑛𝑔 𝑖𝑚𝑝𝑟𝑜𝑣𝑒𝑚𝑒𝑛𝑡 𝑎𝑛𝑑 𝑖𝑛𝑡𝑒𝑟𝑣𝑒𝑛𝑡𝑖𝑜𝑛' From an analytics perspective, there is not a lot of detail here. Data and analytics are referenced once as a leadership/oversight function of the Model Region and once as an enabler. One of the 𝒄𝒐𝒓𝒆 𝒇𝒖𝒏𝒄𝒕𝒊𝒐𝒏𝒔 of the Model region will be ‘𝐿𝑒𝑎𝑑𝑖𝑛𝑔 𝑟𝑒𝑔𝑖𝑜𝑛𝑎𝑙 𝑑𝑖𝑔𝑖𝑡𝑎𝑙 𝑡𝑟𝑎𝑛𝑠𝑓𝑜𝑟𝑚𝑎𝑡𝑖𝑜𝑛; 𝑒𝑛𝑠𝑢𝑟𝑖𝑛𝑔 𝑒𝑓𝑓𝑒𝑐𝑡𝑖𝑣𝑒 𝑑𝑎𝑡𝑎 𝑎𝑛𝑑 𝑎𝑛𝑎𝑙𝑦𝑡𝑖𝑐𝑠 𝑐𝑎𝑝𝑎𝑏𝑖𝑙𝑖𝑡𝑦... 𝑬𝒏𝒔𝒖𝒓𝒊𝒏𝒈 𝑰𝑪𝑩 𝒔 𝒂𝒓𝒆 𝒆𝒇𝒇𝒆𝒄𝒕𝒊𝒗𝒆𝒍𝒚 𝒅𝒆𝒑𝒍𝒐𝒚𝒊𝒏𝒈 𝒂𝒏𝒂𝒍𝒚𝒕𝒊𝒄𝒔 𝒕𝒐 𝒊𝒏𝒇𝒐𝒓𝒎 𝒄𝒐𝒎𝒎𝒊𝒔𝒔𝒊𝒐𝒏𝒊𝒏𝒈 𝒔𝒕𝒓𝒂𝒕𝒆𝒈𝒊𝒆𝒔 𝒊𝒏 𝒍𝒊𝒏𝒆 𝒘𝒊𝒕𝒉 𝒕𝒉𝒆 𝑴𝒐𝒅𝒆𝒍 𝑰𝑪𝑩 (𝒇𝒐𝒓 𝒆𝒙𝒂𝒎𝒑𝒍𝒆, 𝒑𝒓𝒆𝒅𝒊𝒄𝒕𝒊𝒗𝒆 𝒎𝒐𝒅𝒆𝒍𝒍𝒊𝒏𝒈, 𝒓𝒊𝒔𝒌 𝒔𝒕𝒓𝒂𝒕𝒊𝒇𝒊𝒄𝒂𝒕𝒊𝒐𝒏). Regional enabling functions:  𝑇ℎ𝑒 𝑟𝑒𝑔𝑖𝑜𝑛𝑠 𝑤𝑖𝑙𝑙 𝑛𝑒𝑒𝑑 𝑎 𝑠𝑒𝑡 𝑜𝑓 𝒄𝒐𝒓𝒑𝒐𝒓𝒂𝒕𝒆 𝒆𝒏𝒂𝒃𝒍𝒊𝒏𝒈 𝒇𝒖𝒏𝒄𝒕𝒊𝒐𝒏𝒔 𝑡𝑜 𝑏𝑒 𝑠𝑢𝑐𝑐𝑒𝑠𝑠𝑓𝑢𝑙, 𝑖𝑛𝑐𝑙𝑢𝑑𝑖𝑛𝑔 𝑐𝑜𝑚𝑚𝑢𝑛𝑖𝑐𝑎𝑡𝑖𝑜𝑛𝑠 𝑎𝑛𝑑 𝑒𝑛𝑔𝑎𝑔𝑒𝑚𝑒𝑛𝑡 𝑒𝑥𝑝𝑒𝑟𝑡𝑖𝑠𝑒 𝑎𝑛𝑑 𝑎𝑐𝑐𝑒𝑠𝑠 𝑡𝑜 𝒅𝒂𝒕𝒂 𝒂𝒏𝒅 𝒂𝒏𝒂𝒍𝒚𝒕𝒊𝒄𝒔 – 𝑡ℎ𝑒𝑠𝑒 𝑤𝑖𝑙𝑙 𝑏𝑒 𝑑𝑒𝑣𝑒𝑙𝑜𝑝𝑒𝑑 𝑡ℎ𝑟𝑜𝑢𝑔ℎ 𝑡ℎ𝑒 𝑛𝑒𝑥𝑡 𝑝ℎ𝑎𝑠𝑒 𝑜𝑓 𝑑𝑒𝑠𝑖𝑔𝑛.  There are some obvious quick wins for the aforementioned design of regional enabling functions for data and analytics: ✅ Identify and 𝐫𝐞𝐝𝐞𝐩𝐥𝐨𝐲 𝐞𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐞𝐱𝐩𝐞𝐫𝐭𝐢𝐬𝐞 around data, analytics, performance management, PHM, health inequalities and neighbourhoods from existing CSU, NHSE and ICB staff before they are made redundant.  (It will be a lot cheaper than making them redundant and then rehiring them in 6mths.) ✅ 𝐑𝐞-𝐟𝐨𝐜𝐮𝐬 𝐞𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐚𝐭-𝐬𝐜𝐚𝐥𝐞 𝐚𝐧𝐚𝐥𝐲𝐭𝐢𝐜𝐚𝐥 𝐩𝐫𝐨𝐯𝐢𝐬𝐢𝐨𝐧 to support Model Regions and Model ICBs. For example, SCW CSUs excellent Geospatial Analytics Team, ML CSUs Health Economics Unit, etc. ✅ 𝐌𝐚𝐤𝐞 𝐅𝐃𝐏 𝐰𝐨𝐫𝐤 for all the at scale stuff it should be doing and stop over-selling its reach and supporting that which is better done outside of FDP and/or locally. ✅ Use the 𝐍𝐇𝐒𝐄 𝐍𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐂𝐨𝐦𝐩𝐞𝐭𝐞𝐧𝐜𝐲 𝐅𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 and work with membership bodies such as AphA and FEDIP to promote capability and capacity: 𝐬𝐭𝐞𝐩 𝐨𝐧𝐞 - 𝐢𝐧𝐜𝐥𝐮𝐝𝐞 𝐝𝐚𝐭𝐚 𝐚𝐧𝐝 𝐚𝐧𝐚𝐥𝐲𝐭𝐢𝐜𝐬 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐟𝐨𝐫𝐭𝐡𝐜𝐨𝐦𝐢𝐧𝐠 𝟏𝟎 𝐘𝐞𝐚𝐫 𝐖𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞 𝐏𝐥𝐚𝐧! #NHS #NHSAnalytics #Analytics #CSUs #NHSEngland #NHSRegions #ModelRegionBlueprint

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Why does the NHS spend millions on external consultants for data analysis we could do ourselves? Time and again, I've seen NHS teams tasked with working with external company to produce expensive reports and then tell us what we already know our they do not fully understand NHS data nuance. What's frustrating is that the data and expertise to generate those same insights often exist right within our own trusts. Even more, we still have to do the hard part of the work. We're the ones who gather, clean, and provide all the complex data to these companies. They're essentially paid to put a shiny veneer on the analysis of information we've already prepared. This isn't just about money. It's about building long-term capability and empowering our own staff. The NHS has brilliant analysts, statisticians, and clinicians with deep domain knowledge. Instead of outsourcing, we should be investing in our people, creating internal analytics hubs, and building a culture where we trust and empower our own experts to lead this work.

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I’m excited to share that Civica has acquired OLM Systems, bringing their market-leading ECLIPSE social care platform into our local authority portfolio.       Social care is the largest and most complex area of council expenditure. With ECLIPSE, we now offer the UK’s most modern, cloud-native solution for adult and children’s services, helping councils manage caseloads, automate processes and improve outcomes for vulnerable people.       This acquisition enhances our ability to deliver more connected, citizen-focused services across all key council functions at a time of rising demand.       A warm welcome to the OLM team. Together, we’ll shape the future of local government services.  📄 Read the full announcement: https://ow.ly/yGev50WWCtP   #Civica #GovTechChampion #OLMSystems #GovTech #SocialCare #DigitalTransformation #PublicSector #ECLIPSE #CitizenOutcomes

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Are you an NHS procurement professional wondering how AI can enhance strategic procurement activities and improve operational efficiency? In this article, our NHS London Procurement Partnership team explores a selection of AI tools which have the potential to support strategic procurement activities and streamline general administrative tasks within NHS procurement departments and back-office functions. Read more here: https://lnkd.in/eGfVaW_a #AI #NHSProcurement 

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With the Digital Maturity Assessment (DMA) now live for 2025, Sonia Patel, Chief Technology Officer at NHS England, is sharing her thanks to all involved… “I am grateful to colleagues across the NHS for their continued engagement with the annual Digital Maturity Assessment, now live for 2025. Understanding digital maturity at organisational, system, and national levels is critical for identifying progress and gaps, enabling targeted investment in digital transformation, and developing an inclusive, equitable, and sustainable digital health architecture for patients. The DMA is our baseline for understanding where we are on our journey to shift from analogue to digital, increasing productivity and quality of care for our patients and our staff.” About the DMA: ➡️An annual online assessment, measuring the digital capabilities of the NHS in England ➡️Aligned with the ‘What Good Looks Like’ framework for digital transformation and measures NHS organisations across the framework's seven success measures. ➡️Delivered by the Transformation Directorate’s DMA programme, which has been developed to create an assessment that will provide NHS leaders with a credible evidence base for data-led planning and investment through an annual cycle.  Findings are expected later this year.

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