Summary of our projects in Healthcare

This document provides a summary of engagements that Brightive has successfully led.

Brightive is the new name for EHS Consulting Ltd.

Table of Contents

UK National Health Service (NHS)............................................................................................................................................................................................... 3

North London Partners in Health and Care Programme.........................................................................................................................................................3

UCLH Digital Transformation Partner Programme..................................................................................................................................................................4

NHS Health & Social Care Information Centre (HSCIC): General Practice Extraction Service (GPES)......................................................................................5

NHS Connecting for Health (CfH): National Programme for IT (NPfIT)...................................................................................................................................6

BT London NHS Local Service Provider (LSP)..........................................................................................................................................................................7

National Electronic Referrals solution: “Choose and Book”...................................................................................................................................................8

NHS Cheshire & Wirral and Mid-Cheshire NHS Foundation Trust..........................................................................................................................................9

IN4HEALTH........................................................................................................................................................................................................................... 10

Hamad Medical Corporation (HMC), Qatar..............................................................................................................................................................................11

Business Information Systems Programme..........................................................................................................................................................................11

Sidra Sidra Medical and Research Center, Qatar......................................................................................................................................................................12

New Build Hospital and Healthcare Facility IT Integration Programme................................................................................................................................12

Cleveland Clinic Abu Dhabi (CCAD)........................................................................................................................................................................................... 13

New Build Hospital and Healthcare Facility..........................................................................................................................................................................13

2

UK National Health Service (NHS)

London Healthcare Organisations Partnership: Sustainability and Transition Plan Programme

22 Healthcare Organisations

6 Care Settings:

Primary CareAcute CareSpecialist CareMental HealthCommunity CareSocial Care

£200m savings

In 2016, Brightive engaged in a consulting project for a partnership of healthcare organisations from five London boroughs delivering services to a population of around 1,000,000 patients.

The client embarked on developing a “Sustainability and Transition Plan (STP)” to bring together the 22 different organizations under its umbrella and radically re-design services to deliver improved services at materially lower cost, primarily through more integrated care services.

Supported with our Sofia-based ProjectSMART services, Brightive worked with all the integrated clinical entities to map out their change initiatives and identify where process and digital enablers were required to support transformation. We then overlaid projected financial benefits to produce a clear set of transformation priorities. The work identified almost £200m of monetary benefit (over 4 years) that could be released by focussed investment in digital technologies and related organisation and process change. Key areas addressed were:

Integrated urgent care; Provision of care closer to home (particularly chronic conditions); Planned care optimisation; and Remote and assistive care.

3

Major UK Hospital: Digital Transformation Partner Programme

One of the most complex NHS trusts in the UK serving a large and diverse population selected Brightive as its partner to help it become a digital organisation. The client provides academically led acute and specialist services to people from the local area, from throughout the United Kingdom and overseas. It has a turnover of approximately £900 million and contracts with more than 70 primary care trust commissioning bodies to provide its services. It sees over 950,000 outpatients and admits over 156,000 patients each year.

With Brightive, the client redesigned its Digital Transformation capability and ran a programme to implement a 10-year £130m "Digital Transformation Partnership" to enable the Trust to "enhance its unified ICT service model so that it fully supports the Trust's business objectives." Its goal is to "create a digitally enabled organisation that provides staff and patients with access to the right systems, at the right place, at the right time to enable the delivery of efficient and effective patient cares.".

The programme transformed client’s digital services with 21st century infrastructure and platforms, significantly improving service and responsiveness while saving 20% annual IT costs (£3m per year).

Brightive ran the programme utilising our Sofia-based ProjectSMART services, we developed the strategic design, managed the procurement of other partners providers and ran the programme to transition to the new model. As part of this, the client successfully utilised Brightive’s Sofia-based ProcessSMART services to document the Digital Services business processes with the aim of supporting the re-engineering of these processes and migration to the future state of the organisation.

1m Patients per Year

2 Care Settings:

Acute CareSpecialist Care

£30m savings

4

NHS General Practice Extraction Service (GPES) Programme

9,000 Organisations

1 Care Setting:Primary Care

£45m Contact Value

The General Practice Extraction Service (GPES) is a centrally managed primary care data extraction service that extracts relevant patient information from GP IT systems for a range of purposes at a national level, with the aim of improving health outcomes. It also forms part of new process to provide payments to GPs and clinical commissioning groups (CCGs). GPES is of vital strategic importance and plays an essential role in the NHS's information needs. Its first major deliverable was data for the Quality Outcomes Framework from August 2013 onwards. Another customer for GPES is the care.data programme led by NHS England.

Brightive was asked to fulfil NHS Programme Management during the delivery stage of the programme, responsible for all aspects of the technical and business preparation. The GPES business case value was in the order of £45 million over the contract period. Brightive leveraged its considerable programme management and healthcare expertise to immediately make an impact and add value. Additionally, Brightive supported the following wider programme activities:

Programme Management Clinical Engagement; Contract management; Stakeholder Management; Change Management; Healthcare Business Analysis Programme Dependency Management; and Project Management Office (PMO).

5

NHS National Programme for IT (NPfIT)

The NHS National Programme for IT (NPfIT) was an initiative by the UK Government’s Department of Health to move the National Health Service (NHS) towards a single, centrally mandated electronic care record for patients. The programme aimed to connect 30,000 General Practitioners to 300 hospitals, providing secure and audited access to these records by authorised health professionals.

Brightive was asked to support the NPfIT Intervention Programme, as it performed a number of functions and completed a number of intervention projects aimed at recovering struggling projects, including:

Strategic reviews of program scope and structure for major digital healthcare implementation programmes, and the development of plans to address major issues and deliver benefit.

Deployment of skills to help devise and implement a robust and efficient compliance and safety management process and integrate disparate healthcare applications.

A full review and rectification of a programme designed to implement digital healthcare across London in primary care, secondary care, mental health and community services.

Complete of Digital Healthcare market reviews and development of strategic software and digital transformation plans.

Brightive brought a significant added value to the programme by developing strategic plans and materially improving delivery processes and quality.

£12bn

National Investment

5 Care Settings:

Primary CareAcute Care

Specialist CareMental Health

Community Care

50m Citizens

6

London NHS Local Service Provider (LSP) Programme

£10m Cost Savings

5 Care Settings:Primary CareAcute CareSpecialist CareMental HealthCommunity Care

£1.2bn Contact Value

The London NHS Local Service Provider contract has a value of £1.2bn over 10 years, it was designed to provide a wide range of IT solutions to the NHS across London. The contract provided applications to local care setting locations, e.g. Hospitals and GP Surgeries, from world class data centres providing fully resilient service provision. It also provisioned for bespoke integration solutions to support the joining up of healthcare processes across multiple NHS organisations and to digitally enable clinical practice. The contract works across primary and secondary care, mental health, community health and digital imaging.

In October 2008 Brightive was asked to lead the efforts to secure new business in the South of England. Shortly after, in November 2008, Brightive was asked to take the lead for the entire £1.2bn London LSP Programme and help recover the programme from severe financial and operational issues. Brightive took full operational responsibility for the LSP activities.

As part of the engagement the Brightive’s consultants:

Completed an organisational restructure to integrate all LSP activities to better achieve operational synergies;

Led the effort to secure a £500m contract extension which covered hospitals across Southern England;

Concluded negotiations with major clinical applications providers to improve delivery and reduce programme costs and risk by £10m;

Worked with the customer to restructure the joint organisation and governance; Defined a new delivery model to work more closely with clinical staff for increased success; and Oversaw a relocation of offices for approximately 500 staff.

7

National Electronic Referrals solution: “Choose and Book”

Choose and Book was one the first major deliverables of the National Programme for IT (NPfIT). Choose and Book is a national system for real-time electronic booking of hospital appointments and electronic transfer of referral information between General Practitioners and hospital consultants, it has been deployed to over 8,800 GP practices and around 175 hospital trusts throughout England.

Brightive was engaged at the start of the Choose and Book programme to develop the business processes required to support the digital transformation of the way patients are referred by their General Practitioner to their outpatient’s appointment in secondary care. This business process changed dramatically towards a patient-focused paradigm (i.e. patients can choose which hospital they would like to go to and then choose the date and time, when they would like to be seen). This removed the uncertainty and worry associated with waiting lists and made the whole process convenient to the patients’ needs. These process changes have been enabled by digital technologies, moving from paper based driven processes to digital processes, increasing efficiency and improving patient engagement and attendance.

9,000 Organisations

2 Care Settings:Primary Care

Acute Care

15m Referrals / Year

8

IN4HEALTH Channel ProgrammeIn4Health is a national information channel created exclusively for NHS patients waiting to be seen in doctors’ surgeries, health centres and hospitals. The In4Health channel consists of two elements working in tandem: wall-mounted LCD screens and interactive kiosks for individual patients’ use. Both elements are fully automated. Wall-mounted LCD screens display a compelling, continually updated programme of health-related topics, sponsored local and world news, weather, and public information videos. Interactive units allow patients to access more detailed information related to conditions, treatments and current health campaigns. Patients can use the interactive unit to respond to surveys and give feedback.

In one month:90,000 Page Hits

9

NHS Foundation Trust ICT Service Delivery Programme

>1m Patients

4 Care Settings:Acute CareSpecialist CareMental HealthCommunity Care

3,400 Staff

Brightive was asked to tender for the role of strategic advisor to undertake a review of ICT Service Delivery in a NHS foundation trust. Brightive tendered competitively against several “big firms” winning the contest and then leading the engagement.

The Brightive team developed a tailored stakeholder engagement, best-practice governance & process assessment, and IT Value/Costing metrics across the 5 participating organisations to create a data-driven options appraisal process. This led to a clear recommendation on future structure, savings and implementation approach that was fully accepted and endorsed by the Chief Executive sponsors.

Brightive was then asked to develop the ICT Strategy for the specific NHS foundation trust. The team addressed:

• Governance/Organisation/Performance Management; • Sourcing Strategy including joint ventures/outsourcing/right-sourcing options; • Architecture Roadmap including application, infrastructure and integrationarchitecture models and

sequencing/high-level logical roadmap; • Organisational Boundary: GPs, local commissioners, partners, providers; IT strategy scope to

consider the necessary business interactions; and• Identification of, and IT Strategy impacts on, emerging technologies such as cloud computing,

Software as a Service (SaaS), Virtualisation, Convergence, Social Networking, etc.

Brightive led the In4Health project from product concept, through establishment of the joint venture, product development and successful installation in trial sites across two NHS healthcare institutions.

The In4Health solution was valuable in enhancing the NHS-patient relationship, providing tools to efficiently capture patient feedback, engaging the patient in key public health messages and enabling immediate and direct fulfilment (e.g. immediate Organ Donor signup).

450 Patient Surveys

400 Language Translations

260 Donor Registrations

10

A Major Medical and Research Centre in Qatar

11

A Premier Healthcare Provider in Qatar

Business Information Systems Programme

10 Hospitals

3 Care Settings: Acute CareSpecialist CareCommunity Health

1 Academic Health System

Another major client of Brightive was a premier non-profit healthcare provider in Qatar, which is the main provider of secondary and tertiary healthcare in Qatar and one of the leading hospital providers in the Middle East. It manages 10 hospitals – seven specialist hospitals and three community hospitals – as well as the National Ambulance Service and home and residential care services.

In 2011, the client embarked on an ambitious programme to transform its clinical and non-clinical operations supported by a wide-ranging digital programme. Brightive was engaged in designing the Business Information Systems Programme. The consulting team provided the Programme Management, Programme Management Office and some Project Management functions for the Business Information Systems Implementation Programme. This programme was responsible for the implementation of all non-clinical IT and business systems, including extensive clinical interfacing. To be able to design, plan and manage the implementation programme for the Business Information Systems Programme of the client, Brightive prepared the following deliverables:

Project status review; Business Information Systems Programme structure; Programme and project planning; Programme management; Risk management plans and function; and Change management plans and function.

New Build Hospital and Healthcare Facility IT Integration ProgrammeBrightive worked with a medical and research centre based in Qatar that is an ultramodern, all-digital academic healthcare facility. It sets new standards in patient care for women and children in Qatar, the Gulf region and internationally.

This medical centre will be ranked among the most advanced research hospitals in the world with cutting-edge technology, state-of-the-art medical equipment and sophisticated laboratories to nurture innovation and clinical advancement. Doctors and clinicians benefit from a fully digital facility, as it allows them to access a patient’s comprehensive medical record, provides immediate decision support, and permits a streamlined process for consulting best clinical practices.

Brightive worked alongside the prime Systems Integrator for the implementation of the full suite of digital solutions. Brightive provided project and programme management expertise in the implementation of this $200m systems integration programme. In particular, the Brightive consultants focused on programme planning, risk management, change management, technical integration design and management. The Brightive team delivered high quality and high value project programme management services and systems integration expertise and was responsible for the following deliverables:

Programme reviews; Programme and project planning; Programme and project management; Risk management plans and function; Change management plans and function; and Systems Interface & Integration design.

$200m Systems

integration

950 Hospital beds

3 Care Settings:Acute Care

Specialist CareMental Health

12

A Major Clinic in Abu Dhabi

New Build Hospital and Healthcare Facility

5 Centres of Excellence

490 Hospital Beds

>30 Specialties

Brightive had as a client a major clinic in Abu Dhabi that is part of Mubadala's network of world-class healthcare facilities. It is a multi-specialty hospital on Al Maryah Island in Abu Dhabi, UAE. The hospital is a unique and unparalleled extension of US-based Cleveland Clinic’s model of care, specifically designed to address a range of complex and critical care requirements unique to the Abu Dhabi population.

The facilities at the clinic combine state-of-the-art amenities and world-class service standards. The hospital is a 364 (expandable to 490) bed facility, with five clinical floors, three diagnostic and treatment levels, and 13 floors of critical and acute inpatient units. It is a physician-led medical facility served by North American board certified (or equivalent) physicians. The hospital provides patients in the region direct access to the world’s best healthcare providers and Cleveland Clinic’s unique model of care, reducing their need to travel abroad for treatment.

Brightive worked with the client in early stages of the new build programme to:

Refine multiple IT Strategy(s) into one coherent, sustainable IT Strategy;• Manage the procurement process for the Enterprise and Departmental Systems;• Merge best practices and create the IT-related policies and procedures including: Change

Management, Software Development, ITIL Services, Project Management;• Deploy Communication and Project Management Tools; and• Establish overall Program Management and Programme/Project Controls.

13