Weston Area Health TrustNCRS – Training Lessons Learned

Stephanie Wilson

Head of PCT IM&T Training

Avon IM&T Consortium

Preparation and planning

1. Capacity

2. Planning for Go Live date

3. Resources provided by Fujitsu

4. Readiness of staff

5. Incorporation of changes to work processes

6. Post Go-Live training

1. Capacity

Required for training of around 1300 staff• Training suites set up (4 rooms with 12

PCs)• 10.5 trainers for NCRS training plus• Trainer resources for basic computer skills• Training 5 days a week• Database for recording attendance• Booking & administration systems

Trainer Capacity

• Initial expectation to supplement training team with internal secondment

• Internal secondments not viable – risk• Contract trainers

• Short lead-in time – contract trainers• Lack knowledge of local trust or

established working rel’ships or patient flows

2. Planning for Go Live

• Training effort counts backwards from Go Live date :T minus16 weeks

• Final build not available at T minus16 wks• Recruit trainers• Train the Trainer 16 weeks prior to Go

Live date• Allow time to localise training• N3 & links to datacentre

3. Resources provided by Fujitsu - Weston R0 deployment(1)

• 2 week Train the Trainer course (now 3 weeks long)

• Generic Hospital - training database (at datacentre)

• 6 patient datasets (R0) per login• 50 logins to training database• Web based learning content

3. Resources provided by Fujitsu – Weston R0 Deployment(2)

• Fujitsu training manager• High level training plans• Spreadsheet calculator for

resources• Curriculum builder for lesson plans• Training materials

4. Readiness of staff to engage

• Staff need to see: • Patient system to provide focus for decisions

about new working processes• Computers on wards

• Staff need basic computer skills training (25% needed basic skills training)

• Champions• Communication and Chief Exec sponsor• Managers must understand and accept position on

backfill• History (IT support, systems, investment)• Impact of history on culture

5.Changes to work processes

• Process versus functionality?• Staff need to be trained in the new

working processes• Dependent on:

• Change and training workstreams work closely together

• Sufficient resource allocation to support close working

6. Post Go-Live training

• Retention of training expertise• Contract and temporary trainers• Budget• Slippage in Go Live dates• Bedding down of processes

Issues

• Slippage in Go Live date - replanning• Recruitment/ retention of trainers• Basic IT Skills of staff needs to be raised

as a high priority• Train Domain unstable during end user

training• Web based training only used as

contingency resource (when train database unavailable)

• More champions needed• Web based training

Impact of Slippage in Go Live date

Negatives• Increase in DNA's due to cancellation of Go Live date• Early training – skills/knowledge fade• Cynicism regarding actual Go Live date by staff• Last minute panic for training when realism of Go Live

happened – impacted on Champion/Zone trainingPositives• Top Up training and 1:1 training available • More ‘hands on’ training available• Mentor training for Champions• Day in the Life Guides developed by Change/Training Team

Champion Users

• Line Managers to be Champions by default• Drop out due to work pressures, confidence

to fulfil role• Champion profile to be raised• Champions unable to underpin knowledge of

system due to work pressures.• Line Managers to be given responsibility of

ensuring Champions available at Go Live

Issues

Web based training• Not tailorable /editable locally• Generic hospital only• Does not reflect site specific build• Flavour of functionality only• Need to use training database to

train in process• No standard solution offered by FJ

Workarounds

Workarounds address gaps

Not ideal

Contract reset

Questions and Answers