Kathy Adams

Please note this page was last updated in 2019. Contact us for more information.

Kathy has a clinical background as an Emergency Department Senior Sister, but over the last 4 years she has been transforming systems and managing digital change, including implementing an enhanced clinical EPR and a voice recognition solution across a whole acute Trust.

Digital Pioneer Fellowship project: Implementing an updated global PAS solution

Problem: Kathy is currently working on Outpatients Transformation, looking at all parts of the Outpatient journey in the Trust from referral to discharge. This project applies to all Adult and Paediatric Outpatient services and affects all Clinicians and Admin staff who work in our Outpatients environments, as well as impacting all patients who attend Outpatients.

Solution: Kathy has led a team that successfully worked on the implementation of NHS e-Referral Service (e-RS). Homerton University Hospital NHS Foundation Trust now does not receive paper referrals and is completely compliant with eRS. Before the national ‘paper switch off’ Homerton University Hospital NHS Foundation Trust was the highest performing Trust in London and have continued this success. This part of the project is now in the optimisation and return to BAU phase.

Scale: Kathy is leading on implementing an updated global PAS solution to improve reception flows alongside a kiosk solution. Global PAS has been implemented and her team are now in the post implementation review stage. Kiosks will be implemented later this year, Kathy is currently leading on workflow mapping to ensure kiosks integrate smoothly with the Trusts EPR system and work optimally with their administrative teams. In addition, Kathy has led a team who have implemented an EPR flow for documenting in Adult Outpatients settings (including new clinical views and eOutcomes), this has been built, tested and implemented using co-design principles with clinicians and her EPR team. This has also included implementing Voice Recognition and reducing the need for secretarial support by 30% and improving the letter turnaround time from 17.7 days to 2.2 days.

Desired impact: The desired impact of this project is to save time, money and unnecessary administrative steps whilst ensuring that there is an improvement in quality and access to information required to treat patients. This will also enable the building blocks to ensure that we can supply all relevant information to a future patient portal.

Progress to date: The project is now completed and live for deteriorating patients. They have received good feedback and it has influenced the IT team in becoming a little more agile in approach. They received £10K from UCLPartners and have achieved 100% useage where it is being used. The incumbent, alternative solution has been taken away. They are now doing time series data tracking to generate some data in order to evaluate the impact of the intervention.