|Project name: ||NHS e-Referral Service - there are 6 reports for this project: 2014, 2015, 2016, 2017, 2018, 2019 |
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|Organisation: ||DOH (D12) - see all reports for this organisation |
|Report year: ||2017 (data is from Sept 2016) |
|Category: ||ICT - see all reports for this category |
|Description: ||Deliver NHS e-Referral Service to support paperless referrals and a paperless NHS by 2018, as a centrepiece of NHS Englands response to the Governments Digital First and transparency initiatives. |
|DCA (RAG): ||Amber |
|DCA text: ||Following the last formal review in July 2016 the programme is in the process of reviewing its overall implementation approach in relation to both milestone achievability and its commitments. To address these concerns in Q2 2016 the programme was in the process of developing and agreeing a multi-strand approach to implementation, enhancement and rollout of the e-Referral Service including:
1) Contractual Leverage: NHS England driven three part enhancements to standard contracts over a three year period to leverage use. a) The Standard Contract for 2018/19 requires the full use of the NHS e-Referral Service for all consultant led first outpatient appointments by the end of September 2018. b) The Quality Premium for 2016/17 includes a payment to Clinical Commissioning Groups (CCGs) for achieving 80% of first outpatient appointments via NHS e-Referral Service, or a 20% point uplift in year. c) The NHS e-Referral Service and Advice and Guidance CQUINs offer incentives to use the NHS e-Referral Service to secure improvements in the quality of services and better outcomes for patients.
2) Research: NHS D undertook an intensive research project to investigate non-use of the system and feed into a revised strategic roadmap to ensure enhancements to the service aligned with user needs.
3) System Enhancements: A clear view of the enhancements and functional changes planned to March 2018 and required to support rollout to be developed and agreed through ERAB (Electronic Referral Advisory Board) and published to stakeholder groups providing the NHS with a clear view of the strategic direction and capability of the service.
4) Revised Implementation strategy: A revised strategy, with collaborative effort from NHS England regional teams and NHS Digital Implementation and Business Change function is proposed and in the process of agreement.
This is not straightforward given the interplay between imminent controls (November 2016), the business case through to March 2018 and the definition of digital referrals. The challenge to achieve clarity of purpose and priority between maintaining live service, increasing take-up, and further digital development requires clear and careful management. Further domain-level assurance will pick up these themes over the second half of the year. |
|Start date: ||2012-03-29 |
|End date: ||2018-03-31 |
|Schedule text: ||The delivery of strategic change to the core e-Referral Service project is now the aligned with the Paperless 2020 agenda. A revised strategic programme of change for the next five years has been submitted to NIB in March 2016 and approved. Future development of the service will sit within the NIB framework.
Live service is stable with transition to BAU planned for 2017/18. OBC scope completion remains on target to complete at the end of 2017/18, although the delay in go live in June 2015 now means that the full project benefits will not be realised until after this date (from September 2018). |
|Baseline: ||£27.86m |
|Forecast: ||£20.60m |
|Variance: ||-26.00% |
|Variance text: ||The costs are actual to August 2016 and forecast of the overall programme spend.
The baseline represents the original OBC to Mar-18. An FBC to Nov-16 has now been approved. The Programme is continuing to report against original OBC until full FBC approval is obtained to the end of the original OBC period (Mar-18). A continuation FBC covering this period is going through the approval process.
The underspend in revenue and capital Pre 2016/17 reflects the delay in go live for the eRS service and the agreement of the Infrastructure as a Service FBC at a lower rate than budgeted. |
|Whole Life Cost: ||£131.17m |
|WLCost text: ||At Q2 2016/17 the forecast expenditure to 2017/8 remains £22m below baseline (at £109m compared to OBC figure of £131m). £10m of these forecast savings are in revenue, with £4m in 2016/17, these are accredited to the delay in go live, with additional savings made in the contracts for IaaS and TAL.
At Q2 2016/17 Capital is ??forecast to be £12m under forecast to 2017/18, with the bulk of this saving to be within 2016/17 and 2017/18. This estimate is subject to decisions on the subsequent transformation of eRS and has a key dependency on wider NIB strategy work streams which are yet to be confirmed. |
|Notes1: || |
|Notes2: || |
|Sourcefile: ||IPA_2017.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.