Showing posts with label NHS. Show all posts
Showing posts with label NHS. Show all posts
Tuesday, February 3, 2009
Information Project Manager - Current Vacancy
Our client (a mental health NHS organisation) requires an Information Management professional with proven Project Management experience. You will have technical knowledge on Data Warehousing, Business Intelligence, Data Management, Data Migrations and preferably have worked with RiO before. This role will involve providing expert Data Management advice to the organisation as part of their Datawarehouse project and provide high level Project Management support (Prince 2 environment). Due to the nature of the role and the timescale involved the role would initially be part time (circa 2 days a week), would become full time and then become part time (circa 2 days a week) again. The client would consider taking two people, 1 Data Management expert and 1 Project Manager. This is an excellent project opportunity, so please do send through a technically detailed CV ASAP. G & G Recruitment are working as an Employment Business.
Thursday, September 4, 2008
TPP Systmone
We are currently looking for candidates who have had experience with TPP Systmone for our NHS client. We have Business / Change Analyst, IT Trainer, Project Coordinator and Data Entry positions going.
The Business / Change Analyst, IT Trainer and Project Coordinator roles are all 7 month contracts. There are 2 Data Entry position, with each being about 24 days ad hoc work.
These are good opportunities to get involved in a NHS project, so please do send through technically detailed CVs asap.
G & G Recruitment are working as an Employment Business.
Any questions, do give us a call.
The Business / Change Analyst, IT Trainer and Project Coordinator roles are all 7 month contracts. There are 2 Data Entry position, with each being about 24 days ad hoc work.
These are good opportunities to get involved in a NHS project, so please do send through technically detailed CVs asap.
G & G Recruitment are working as an Employment Business.
Any questions, do give us a call.
Tuesday, September 2, 2008
Barts underestimated impact of IT system
Barts and The London NHS Trust said today [1 September 2008] it had underestimated the impact of going live with a new system under the NHS's £12.7bn National Programme for IT [NPfIT].
Difficulties in scheduling patients for appointments have led to operating theatres and clinics being unused at times, despite high demand for them.
The trust is funding nearly £1m for extra temporary staff relating to the NPfIT go-live from its reserves. And it faces a further £1.5m shortfall in income because it may not be able to bill its local primary care trust for the patients it sees and treats.
A spokesman for Barts and The London NHS Trust told Computer Weekly an "intensive programme of measures is in place" which "will allow us to return to our previous performance levels as quickly as possible".
The trust has "apologised publicly to patients, GPs and staff for the difficulties they have experienced," he said.
The spokesman was responding to Computer Weekly's questions after the trust published board papers on its website describing "significant" ongoing problems after the implementation of the Care Records Service,
The trust has had difficulty maintaining an overview of which patients have been treated for what following roll-out of the system. It is paid according to the information it provides to the local primary care trust on the patients it sees and treats. But the trust warns in its latest board papers that income may be much less due to difficulties gathering accurate information on who has been seen for what and when.
A financial paper to the board on the first quarter of the trust's 2008/9 year says:
"There remain significant data quality issues with the Trust's activity and patient activity and income information due to the implementation of the Care Records Service.
"To reflect the high risk around income the trust has provided £1.5m against the first quarter's income."
The paper adds: "There are also known system errors where data which has been entered into CRS [the Cerner Care Records Service system] has not been reflected in the data warehouse and therefore is missing from SLAM [Service Level Agreement and Monitoring system]. These issues have caused [a] significant understatement of both inpatient and outpatient activity and income".
The trust says that BT and Cerner are "working on solutions to stop further errors". With fewer than expected patients being booked clinics and operating theatres have been under-used.
"There is some evidence that April activity was reduced due to the implementation issues of CRS. Clinics were reduced in some areas and issues with bookings meant that in some areas the clinics and operating theatres were not operating their usual capacity".
The trust has directed nearly £1m from central reserves nearly £1m to ICT to "fund additional temporary staff costs relating to the implementation and subsequent validation of CRS".
Bart's and the London Care Records System is based on a patient administration system from US supplier Cerner and BT, London's NPfIT local service provider.
Two other London trusts, Barnet and Chase Farm and the Royal Free Hampstead have also had significant and protracted problems after going live with the Cerner system. There have difficulties at go-lives of trusts outside London too. But the government and the Department of Health want trusts to accelerate plans for trusts to deploy NPfIT systems.
A spokesman for Barts and The London said: "The Trust anticipated that there would be a greater degree of fluctuation in activity levels in the period before and after the CRS [Care Records Service] go-live in April, but we underestimated the level of impact that CRS would have on our operations."
* - Article from Computer Weekly.
As a point of interest, i was at the Royal Free Hampstead only a few weeks ago as my Girlfriend unfortunately had to go into A & E and stay in Hospital for a few days. There was no obvious sign of the significant and protracted problems with the speed of the service or the treatment she received. However, there were signs everywhere explaining that the new system had been installed and that there may be some teething issues.
Good luck to them, sometimes change isn't easy but has to happen!!! If they need a hand with their recruitment of temporary ICT staff they could always contact us.
Difficulties in scheduling patients for appointments have led to operating theatres and clinics being unused at times, despite high demand for them.
The trust is funding nearly £1m for extra temporary staff relating to the NPfIT go-live from its reserves. And it faces a further £1.5m shortfall in income because it may not be able to bill its local primary care trust for the patients it sees and treats.
A spokesman for Barts and The London NHS Trust told Computer Weekly an "intensive programme of measures is in place" which "will allow us to return to our previous performance levels as quickly as possible".
The trust has "apologised publicly to patients, GPs and staff for the difficulties they have experienced," he said.
The spokesman was responding to Computer Weekly's questions after the trust published board papers on its website describing "significant" ongoing problems after the implementation of the Care Records Service,
The trust has had difficulty maintaining an overview of which patients have been treated for what following roll-out of the system. It is paid according to the information it provides to the local primary care trust on the patients it sees and treats. But the trust warns in its latest board papers that income may be much less due to difficulties gathering accurate information on who has been seen for what and when.
A financial paper to the board on the first quarter of the trust's 2008/9 year says:
"There remain significant data quality issues with the Trust's activity and patient activity and income information due to the implementation of the Care Records Service.
"To reflect the high risk around income the trust has provided £1.5m against the first quarter's income."
The paper adds: "There are also known system errors where data which has been entered into CRS [the Cerner Care Records Service system] has not been reflected in the data warehouse and therefore is missing from SLAM [Service Level Agreement and Monitoring system]. These issues have caused [a] significant understatement of both inpatient and outpatient activity and income".
The trust says that BT and Cerner are "working on solutions to stop further errors". With fewer than expected patients being booked clinics and operating theatres have been under-used.
"There is some evidence that April activity was reduced due to the implementation issues of CRS. Clinics were reduced in some areas and issues with bookings meant that in some areas the clinics and operating theatres were not operating their usual capacity".
The trust has directed nearly £1m from central reserves nearly £1m to ICT to "fund additional temporary staff costs relating to the implementation and subsequent validation of CRS".
Bart's and the London Care Records System is based on a patient administration system from US supplier Cerner and BT, London's NPfIT local service provider.
Two other London trusts, Barnet and Chase Farm and the Royal Free Hampstead have also had significant and protracted problems after going live with the Cerner system. There have difficulties at go-lives of trusts outside London too. But the government and the Department of Health want trusts to accelerate plans for trusts to deploy NPfIT systems.
A spokesman for Barts and The London said: "The Trust anticipated that there would be a greater degree of fluctuation in activity levels in the period before and after the CRS [Care Records Service] go-live in April, but we underestimated the level of impact that CRS would have on our operations."
* - Article from Computer Weekly.
As a point of interest, i was at the Royal Free Hampstead only a few weeks ago as my Girlfriend unfortunately had to go into A & E and stay in Hospital for a few days. There was no obvious sign of the significant and protracted problems with the speed of the service or the treatment she received. However, there were signs everywhere explaining that the new system had been installed and that there may be some teething issues.
Good luck to them, sometimes change isn't easy but has to happen!!! If they need a hand with their recruitment of temporary ICT staff they could always contact us.
Friday, August 29, 2008
IT Recruitment - whats the market like?
We thought we would give you all a quick update on how the current IT and Information Management recruitment market is looking within the Public and Not-For-Profit sector.
Well. So far this year, as mentioned in a previous post all has looked fine, not much change to mention. However, we did notice a drop in July. Maybe it was because everyone was on Summer Holiday or maybe it was the current economic climate taking hold. The good news is that it appears to have been a one off. August has been very busy on both the permanent and temporary side. We have received positions from within the NHS, Education, Charity and Housing sector.
In terms of the number of applications we are seeing we believe the number has generally been consistent, however, we have noticed a slight rise in the number of people looking for permanent work. Perhaps this is because they wish to ensure stability and financial security during these uncertain financial times.
If you would like to chat to us about IT and Information recruitment please do give us a call on 0844 800 4984 or e-mail us at info@ggrecruitment.co.uk
Well. So far this year, as mentioned in a previous post all has looked fine, not much change to mention. However, we did notice a drop in July. Maybe it was because everyone was on Summer Holiday or maybe it was the current economic climate taking hold. The good news is that it appears to have been a one off. August has been very busy on both the permanent and temporary side. We have received positions from within the NHS, Education, Charity and Housing sector.
In terms of the number of applications we are seeing we believe the number has generally been consistent, however, we have noticed a slight rise in the number of people looking for permanent work. Perhaps this is because they wish to ensure stability and financial security during these uncertain financial times.
If you would like to chat to us about IT and Information recruitment please do give us a call on 0844 800 4984 or e-mail us at info@ggrecruitment.co.uk
Friday, August 15, 2008
PACS Project Manager - Prince 2, NHS
PACS Project Manager with a track record of success is urgently required.You will have experience of working in the NHS delivering Picture, Archiving and Communication systems (PACS) projects. You will be delivering the Film-less aspect of our AGFA 6.3 PACS programme. This is a difficult and demanding role where only a highly experienced PACS Project Manager will be considered. This is a fast moving role, so please do send through a detailed CV as soon as it is possible.
G & G Recruitment are working as an Employment Business.
G & G Recruitment are working as an Employment Business.
Wednesday, August 13, 2008
Patients left untreated at Barnet and Chase Farm Hospitals NHS Trust
Dozens of patients at a north London hospital went untreated for at least six months after the hospital introduced IT systems under the NHS's £12.7 billion National Programme for IT, Computer Weekly has learned.
Barnet and Chase Farm Hospitals NHS Trust did not see or treat patients within government-imposed 26 week limits following difficulties with its roll-out of the Cerner Millennium Care Records Service.
The trust was the first in the capital to go live with the system under the National Programme for IT [NPFiT].
Staff at Barnet and Chase Farm Hospitals NHS Trust were unaware of the problem for up to five months. This was because the trust could not produce monthly information on patients who had been waiting too long for treatment following the roll-out.
A trust board paper said: "The introduction of a new Patient Administration System meant the [Barnet and Chase Farm Hospitals NHS] Trust was unable to produce monthly waiting time data between July 2007 and January 2008."
"The production of the waiting time data in February revealed a significant number of waiting time breaches which had occurred there were 63 inpatient breaches."
Barnet and Chase Farm hospitals had 8,500 extra complaints from patients, largely because of delays in making follow-on appoinments after introducing the Cerner Millenium Care Records Service.
The hospital did not re-admit patients whose operations were cancelled at the last minute, within 28 days, as required by government guidelines.
Computer Weekly has learned that a surveillance system - for tracking patients whose operations were cancelled at the last minute by the hospital for non-clinical reasons - was not working in the Cerner Care Records Service.
As a result, at least 18 patients were not re-admitted within a month of the hospital cancelling their operations. The government has set a target that patients should be re-admitted within 28 days of their operations being cancelled.
The trust has sent an explanation of the problems with the patient administration system, and its effect on targets, to the Healthcare Commission, the NHS's regulator.
The trust has also contacted the patients who had been waiting more than 26 weeks. The trust has reported that many of the affected patients have now been treated. And it has given its local primary care trust, at Enfield, an assurance that it now has a system for tracking patients to ensure they are seen within the target waiting times.
Despite the delays in treating patients, Barnet and Chase Farm hospitals had under-used capacity - which is likely to mean under-used operating theatres and wards - in April and May this year, according to a paper to the trust's board last month.
It said: "The ongoing technical patient administration issues have caused problems with scheduling and admission of patients. In April and May the Trust had unutilised capacity arising from this issue."
Implementations in London and the south of England of the US Cerner system - which is only partially modified for use in the UK - has caused disruption at several trusts including the Royal Free at Hampstead, Barts, where some cancer appointments were delayed.
Geoff Martin of London Health Emergency, a group which campaigns on NHS matters, said: "You cannot have operations cancelled at the last minute in these kinds of numbers."
Richard Harrison, Consultant Gastro-intestinal Surgeon and Medical Director at Barnet and Chase Farm Hopsitals NHS Trust said: "You can test the system but you will only find out some of the complexities of operating it when you put it into real life."
Barnet and Chase Farm executives say the Cerner system requires staff to change the way they work. They said they have found it can take much longer to do things that were straightforward before.
There have also been problems with the system. They said many of the problems have been solved and extra staff have been brought in which has helped to ensure that processes run quicker.
NHS Connecting for Health which runs part of the NPfIT said: "Teething problems are to be expected. However, it is clear that the patients and clinicians are beginning to see the potential benefits of the system."
Some officials will regard the patients affected at Barnet and Chase Farm Hospitals NHS Trust as the unfortunate few victims of an IT-based strategy which will eventually help to improve safety, care and health. But others will say that the Department of Health should not embark on go-lives when they know there is a likelihood the health of some patients could suffer as a result.
* - Article from Computer Weekly
Barnet and Chase Farm Hospitals NHS Trust did not see or treat patients within government-imposed 26 week limits following difficulties with its roll-out of the Cerner Millennium Care Records Service.
The trust was the first in the capital to go live with the system under the National Programme for IT [NPFiT].
Staff at Barnet and Chase Farm Hospitals NHS Trust were unaware of the problem for up to five months. This was because the trust could not produce monthly information on patients who had been waiting too long for treatment following the roll-out.
A trust board paper said: "The introduction of a new Patient Administration System meant the [Barnet and Chase Farm Hospitals NHS] Trust was unable to produce monthly waiting time data between July 2007 and January 2008."
"The production of the waiting time data in February revealed a significant number of waiting time breaches which had occurred there were 63 inpatient breaches."
Barnet and Chase Farm hospitals had 8,500 extra complaints from patients, largely because of delays in making follow-on appoinments after introducing the Cerner Millenium Care Records Service.
The hospital did not re-admit patients whose operations were cancelled at the last minute, within 28 days, as required by government guidelines.
Computer Weekly has learned that a surveillance system - for tracking patients whose operations were cancelled at the last minute by the hospital for non-clinical reasons - was not working in the Cerner Care Records Service.
As a result, at least 18 patients were not re-admitted within a month of the hospital cancelling their operations. The government has set a target that patients should be re-admitted within 28 days of their operations being cancelled.
The trust has sent an explanation of the problems with the patient administration system, and its effect on targets, to the Healthcare Commission, the NHS's regulator.
The trust has also contacted the patients who had been waiting more than 26 weeks. The trust has reported that many of the affected patients have now been treated. And it has given its local primary care trust, at Enfield, an assurance that it now has a system for tracking patients to ensure they are seen within the target waiting times.
Despite the delays in treating patients, Barnet and Chase Farm hospitals had under-used capacity - which is likely to mean under-used operating theatres and wards - in April and May this year, according to a paper to the trust's board last month.
It said: "The ongoing technical patient administration issues have caused problems with scheduling and admission of patients. In April and May the Trust had unutilised capacity arising from this issue."
Implementations in London and the south of England of the US Cerner system - which is only partially modified for use in the UK - has caused disruption at several trusts including the Royal Free at Hampstead, Barts, where some cancer appointments were delayed.
Geoff Martin of London Health Emergency, a group which campaigns on NHS matters, said: "You cannot have operations cancelled at the last minute in these kinds of numbers."
Richard Harrison, Consultant Gastro-intestinal Surgeon and Medical Director at Barnet and Chase Farm Hopsitals NHS Trust said: "You can test the system but you will only find out some of the complexities of operating it when you put it into real life."
Barnet and Chase Farm executives say the Cerner system requires staff to change the way they work. They said they have found it can take much longer to do things that were straightforward before.
There have also been problems with the system. They said many of the problems have been solved and extra staff have been brought in which has helped to ensure that processes run quicker.
NHS Connecting for Health which runs part of the NPfIT said: "Teething problems are to be expected. However, it is clear that the patients and clinicians are beginning to see the potential benefits of the system."
Some officials will regard the patients affected at Barnet and Chase Farm Hospitals NHS Trust as the unfortunate few victims of an IT-based strategy which will eventually help to improve safety, care and health. But others will say that the Department of Health should not embark on go-lives when they know there is a likelihood the health of some patients could suffer as a result.
* - Article from Computer Weekly
Friday, July 11, 2008
Selling Public Services
A government document has been leaked to me which may come to be seen as the last gasp of Blairite New Labour.
It has the unappetising title of "Understanding the Public Services Industry: How big, how good, where next?" and it was commissioned by John Hutton, the Secretary of State for Business - who once-upon-a-time was a Blairite ultra and is now, apparently, an enthusiastic Brownite.
The paper, written by Deanne Julius - the head of Chatham House and a former member of the Monetary Policy Committee - claims that this administration's controversial outsourcing and contracting-out of public services has created a world-leading industry for the UK with great export opportunities.
Julius is brainy. So her argument shouldn't be dismissed lightly. But trade unions on the left and Tories on the right are both likely to argue that her paper is consultant-backed spin, or a clever public-relations campaign deficient in real economic meat.
So what exactly is "public services industry"? Well, it's those private and "third sector" enterprises that provide services to the government or to the public on behalf of government. So it includes hospital cleaners, and suppliers of IT to Her Majesty's Revenue and Customs, and trainers of military pilots and managers of private-sector prisons, inter alia.
It's true they all have one big thing in common, which is that they are in receipt of public money. Which means that if they have a shared, valuable, highly developed skill it is in persuading ministers, or local councillors or civil servants to hand them our precious tax wonga.
But arguably what differentiates the hospital cleaner from the software engineer working in HMRC is more significant than the fact that they are both in receipt of public money. Call me unimaginative, but a provider of IT services seems to me to be an IT company, not a "public service" company, even if those IT services are bought by the NHS.
So the attempt by both Julius and Hutton to claim that the public services industry represents a huge homogenous industry seems a trifle ambitious. Others might say it's pretentious and absurd.
But for the record, Julius claims that the contribution to our economy made by the public services industry is £45bn, way greater than food, beverages and tobacco (£23bn), communication (£28bn), electricity, gas and water supply (£32bn) and "hotels and restaurants" (£36bn).
However all that really means is that the government has been handing vast and growing amounts of our tax revenues to private-sector providers of many and varied services.
In fact, the most interesting statistic in the report, perhaps, is that growth in revenues for these recipients of our tax dosh was an impressive 6.8% per year in real terms from 1995/6 to 2003/4. Interestingly, as we elided from the Blair era to the Brown months, the rate of growth slowed very significantly - to 2.9% per annum since 2004.
Which perhaps indicates that the current prime minister isn't quite as enthusiastic about outsourcing, contestability and all that as his predecessor.
To give Julius and Hutton their due, there is a plausible patriotic case for cheerleading on behalf of this slightly nebulous industry - which is that other countries seem to be following the UK's lead in handing over increasing amounts of public service provision to commercial firms, such that there may be a substantial export opportunity for British service providers.
Hutton, in fact, seems to be reinventing himself as the Thatcher of our time: she exported privatisation to the rest of the world; he wants to convert the citizens of other countries to the notion that their public services should be provided by our private sector firms.
It's a worthy ambition. And there is a good case to be put that promoting competition for public service contracts and also between public-service providers reduces the cost of those services while sometimes improving the quality of those services (though there are also plenty of examples of the public purse being handsomely ripped off by private sector bunglers and incompetents, especially when it comes to IT).
But to be clear, it's the competition or bidding contest that tends to yield those benefits, rather than the identity of the provider as from the private, voluntary or public sector.
* - Article from www.bbc.co.uk
It has the unappetising title of "Understanding the Public Services Industry: How big, how good, where next?" and it was commissioned by John Hutton, the Secretary of State for Business - who once-upon-a-time was a Blairite ultra and is now, apparently, an enthusiastic Brownite.
The paper, written by Deanne Julius - the head of Chatham House and a former member of the Monetary Policy Committee - claims that this administration's controversial outsourcing and contracting-out of public services has created a world-leading industry for the UK with great export opportunities.
Julius is brainy. So her argument shouldn't be dismissed lightly. But trade unions on the left and Tories on the right are both likely to argue that her paper is consultant-backed spin, or a clever public-relations campaign deficient in real economic meat.
So what exactly is "public services industry"? Well, it's those private and "third sector" enterprises that provide services to the government or to the public on behalf of government. So it includes hospital cleaners, and suppliers of IT to Her Majesty's Revenue and Customs, and trainers of military pilots and managers of private-sector prisons, inter alia.
It's true they all have one big thing in common, which is that they are in receipt of public money. Which means that if they have a shared, valuable, highly developed skill it is in persuading ministers, or local councillors or civil servants to hand them our precious tax wonga.
But arguably what differentiates the hospital cleaner from the software engineer working in HMRC is more significant than the fact that they are both in receipt of public money. Call me unimaginative, but a provider of IT services seems to me to be an IT company, not a "public service" company, even if those IT services are bought by the NHS.
So the attempt by both Julius and Hutton to claim that the public services industry represents a huge homogenous industry seems a trifle ambitious. Others might say it's pretentious and absurd.
But for the record, Julius claims that the contribution to our economy made by the public services industry is £45bn, way greater than food, beverages and tobacco (£23bn), communication (£28bn), electricity, gas and water supply (£32bn) and "hotels and restaurants" (£36bn).
However all that really means is that the government has been handing vast and growing amounts of our tax revenues to private-sector providers of many and varied services.
In fact, the most interesting statistic in the report, perhaps, is that growth in revenues for these recipients of our tax dosh was an impressive 6.8% per year in real terms from 1995/6 to 2003/4. Interestingly, as we elided from the Blair era to the Brown months, the rate of growth slowed very significantly - to 2.9% per annum since 2004.
Which perhaps indicates that the current prime minister isn't quite as enthusiastic about outsourcing, contestability and all that as his predecessor.
To give Julius and Hutton their due, there is a plausible patriotic case for cheerleading on behalf of this slightly nebulous industry - which is that other countries seem to be following the UK's lead in handing over increasing amounts of public service provision to commercial firms, such that there may be a substantial export opportunity for British service providers.
Hutton, in fact, seems to be reinventing himself as the Thatcher of our time: she exported privatisation to the rest of the world; he wants to convert the citizens of other countries to the notion that their public services should be provided by our private sector firms.
It's a worthy ambition. And there is a good case to be put that promoting competition for public service contracts and also between public-service providers reduces the cost of those services while sometimes improving the quality of those services (though there are also plenty of examples of the public purse being handsomely ripped off by private sector bunglers and incompetents, especially when it comes to IT).
But to be clear, it's the competition or bidding contest that tends to yield those benefits, rather than the identity of the provider as from the private, voluntary or public sector.
* - Article from www.bbc.co.uk
Friday, June 27, 2008
Information Analyst - SQL Server, SSRS, SSAS, SSIS
Information Analyst skilled with SQL Server (and preferably OLAP reporting) is urgently required. You will have experience of specifying and creating complex reports using a range of tools accessing SQL databases. You will have both current programming and scripting development skills and have worked in an environment where huge volumes of data have required data cleansing.
You will work as part of a small team to improve the quality of data imported onto the client's database, turn raw data into relevant usable, high quality information and deliver planned and ad hoc reports.Any experience within the NHS or political awareness of issues around Fertility would be highly desirable. This is an excellent 6 month fixed term contract opportunity, so please do send through a technically detailed CV asap.
G & G Recruitment are working as an Employment Agency.
Tuesday, May 27, 2008
Information Analyst (Governance, Quality) - Access, Excel, SQL, NHS
Information Governance Analyst skilled with SQL, Access (as a query tool), Excel, Business Objects and a familiarity with functions of PAS & EPR is being sought by our NHS client.
You will provide routine support & cover for data quality reporting, especially for PbR, plus audit of data flows & casenote audit under Information Governance. You will provide expertise in at least 2 of the following areas: - Registration Authority, Information Security, Data Standards, Data Protection & Confidentiality.
This is an excellent 6 month contract, so please do send through a detailed CV asap.
G & G Recruitment are working as an Employment Business.
You will provide routine support & cover for data quality reporting, especially for PbR, plus audit of data flows & casenote audit under Information Governance. You will provide expertise in at least 2 of the following areas: - Registration Authority, Information Security, Data Standards, Data Protection & Confidentiality.
This is an excellent 6 month contract, so please do send through a detailed CV asap.
G & G Recruitment are working as an Employment Business.
Friday, May 16, 2008
NPFiT - Making Progress?
Delivering the NHS Connecting For Health National Programme for IT is proving to be an enormous challenge, says the National Audit Office.
All elements of the Programme are advancing and some are complete, but the original timescales for the electronic Care Records Service, one of the central elements of the Programme, turned out to be unachievable, raised unrealistic expectations and put confidence in the Programme at risk. Today’s progress report on the Programme by the National Audit Office concludes that the original vision remains intact and still appears feasible. However, it is likely to take until 2014-15 before every NHS Trust in England has fully deployed the care records systems, four years later than planned. In the North, Midlands and East area, the software has taken much longer to develop than planned, so some Trusts have had to take an interim system. Completing the development of the system and introducing it in this area are significant challenges still to be addressed.The estimated cost of the Programme is £12.7 billion. The costs of the main contracts have remained broadly unchanged, aside from the purchase of increased functionality. Because of the delay in deployments, actual expenditure to date (£3.6 billion by 31 March 2008) has been much lower than expected. Planned ‘go live’ dates were missed for many of the first Trusts to take the new care records systems and the NHS and suppliers are now increasing their emphasis on establishing realistic timelines for deployments, reflecting the circumstances of each individual Trust.According to today’s report, the success of the Programme will depend on the commitment of NHS staff. The Department’s latest survey, conducted in spring 2007, showed that 67 per cent of nurses and 62 per cent of doctors expected the new systems to improve patient care. Identifying and realising the benefits of the systems are essential to raising confidence further and convincing all staff of the value of the Programme. The Department reported on the benefits of the Programme for the first time in March 2008.Tim Burr, head of the National Audit Office, said today:"The scale of the challenge involved in delivering the National Programme for IT has proved to be far greater than envisaged at the start, with serious delays in delivering the new care records systems. Progress is being made, however, and financial savings and other benefits are beginning to emerge. The priority now is to finish developing and deploying care records systems that will help NHS Trusts to achieve the Programme’s intended benefits of improved services and better patient care."
* Article from http://www.publictechnology.net/
All elements of the Programme are advancing and some are complete, but the original timescales for the electronic Care Records Service, one of the central elements of the Programme, turned out to be unachievable, raised unrealistic expectations and put confidence in the Programme at risk. Today’s progress report on the Programme by the National Audit Office concludes that the original vision remains intact and still appears feasible. However, it is likely to take until 2014-15 before every NHS Trust in England has fully deployed the care records systems, four years later than planned. In the North, Midlands and East area, the software has taken much longer to develop than planned, so some Trusts have had to take an interim system. Completing the development of the system and introducing it in this area are significant challenges still to be addressed.The estimated cost of the Programme is £12.7 billion. The costs of the main contracts have remained broadly unchanged, aside from the purchase of increased functionality. Because of the delay in deployments, actual expenditure to date (£3.6 billion by 31 March 2008) has been much lower than expected. Planned ‘go live’ dates were missed for many of the first Trusts to take the new care records systems and the NHS and suppliers are now increasing their emphasis on establishing realistic timelines for deployments, reflecting the circumstances of each individual Trust.According to today’s report, the success of the Programme will depend on the commitment of NHS staff. The Department’s latest survey, conducted in spring 2007, showed that 67 per cent of nurses and 62 per cent of doctors expected the new systems to improve patient care. Identifying and realising the benefits of the systems are essential to raising confidence further and convincing all staff of the value of the Programme. The Department reported on the benefits of the Programme for the first time in March 2008.Tim Burr, head of the National Audit Office, said today:"The scale of the challenge involved in delivering the National Programme for IT has proved to be far greater than envisaged at the start, with serious delays in delivering the new care records systems. Progress is being made, however, and financial savings and other benefits are beginning to emerge. The priority now is to finish developing and deploying care records systems that will help NHS Trusts to achieve the Programme’s intended benefits of improved services and better patient care."
* Article from http://www.publictechnology.net/
Tuesday, May 6, 2008
Project Manager - Prince 2, NHS, ICT, MS Project
Project Manager with solid Prince 2 knowledge (Preferably qualified), over 3 years experience of managing IT projects is urgently required and experience of handling budgets is urgently required. You will be running projects for our client across a number of differing organisations across Essex. In charge of the full Project Life cycle you will ensure project best practice is adhered to and projects are delivered to cost and in time. The role is initially for 3 months. Any experience of Project Managing IT Projects within the NHS would be highly desirable. Please do send through detailed CVs asap. G & G Recruitment are working as an employment business.
Tuesday, April 15, 2008
Helpdesk Support Analyst - Contract role
Helpdesk Support Analyst with 1 years experience of working on a Helpdesk providing support via the telephone using SMS is required.
You will be required to work on the helpdesk taking between 70-100 calls a day. The will be dealing with peoples IT Problems and you will be expected to resolve calls using the SMS application (remote access into people's pc). You will also be available to assist the junior members of staff with training
This role is within the NHS, so any experience within the NHS would be highly desirable. Please do send through a technically detailed CV asap.
You will be required to work on the helpdesk taking between 70-100 calls a day. The will be dealing with peoples IT Problems and you will be expected to resolve calls using the SMS application (remote access into people's pc). You will also be available to assist the junior members of staff with training
This role is within the NHS, so any experience within the NHS would be highly desirable. Please do send through a technically detailed CV asap.
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