1. NW Chief Clinical Officer for Informatics January 2007: A Strategic Role

2. Ipsos MORI 2005 A Baseline Study on the National Programme for IT Summary Report Research Study Conducted for NHS Connecting for Health June 2005

3. Connecting for Health and the National Programme: Enabling Healthcare &Engaging Clinicians A N Coley 2005

4. The purpose of this document is to ask the question; can the products of CfH and the National Programme become embedded into everyday clinical situations and will we see this enhance the consultation between the patient and clinician? Jan 2006 Connecting for Health and the National Programme: Enabling Healthcare & Engaging Clinicians 1

5. “The overriding problem with failed IT projects in general, and particularly in clinical culture, is Department of Health. Delivering benefit from the National Programme for Information Technology (NPfIT): A strategy for engaging front line staff and patients lack of attention to the human elements of changing behaviour among professionals”

6. The overriding problem with failed IT projects in general, and particularly in clinical culture, is lack of attention to the human elements of changing behaviour among professionals 2 Professor Aiden Halligan 2005

7. Success with clinical computing depends on far more than automation and attention to hardware, software and networks. It requires the simultaneous navigation of important socio-cultural pathways, each dependant on the other and all aimed at the transformation of the ways in which staff function as team-based professionals.

10. What is Clinical Engagement ? Does it become a tick box exercise in a project plan? Or is it a transformational path?

11. “The overriding problem with failed IT projects in general, and particularly in clinical culture, is Department of Health. Delivering benefit from the National Programme for Information Technology (NPfIT): A strategy for engaging front line staff and patients lack of attention to the human elements of changing behaviour among professionals”

12. Engaging grass root clinicians? H2OH2O How often do they need more encouragement to drink?

13. Advise to Establish the Culture and Beliefs to Deliver Clinical Engagement

14. Seven key beliefs 1.Genuine engagement occurs most effectively following debate at a local level 2.Place the patient at the centre of a cultural move towards a new pathway

15. 3.Evidence & benefits realisation are compelling and need to be framed with relevance Rogers & Plsek 4.Local clinical leaders are essential, they often have legitimacy with their colleagues and are seen as “honest brokers” 5.When a new system has been applied successfully in a local context, this “strength of evidence” is very persuasive

16. 6.Align roles and responsibilities between clinical leaders and managerial directors 7.The request for a clinician to change their working process will produce dissonance

17. Disengagement Engagement Dissonance Behavioural management And transformational change

18. Clinical Advisors GP’s Nurses AHP’s Consultants Nurses AHP’s Historical NHS Policy Implementation The driver Of line management Clinical advise Clinical engagement

19. New Double Helix Approach Patients Pathway Driver Value Belief Engagement

20. Clinical Leadership Clinical engagement and developing clinical leadership are very much complementary to each other. Without clinical leadership, there can be no effective leaders to clinically engage with.

21. Clinicians & Myers Briggs Clinical Experts Quality and Governance Change Leaders

22. Clinical Leaders Network

23. The Health Informatics Clinical Advisory Team Dr. Amir Hannan General Practitioner Haughton Thornley Medical Centres, Hyde Mr. Bibhas Roy Consultant Orthopaedic Surgeon Trafford Hospital Dr. Asad Sadiq Consultant Psychiatrist Pennine Care Mental Health Trust Dr. Sydney Schneidman Consultant A & E Morecambe Bay Health Trust Dr. Rhidian Bramley Consultant Radiologist Christie Hospital, Manchester Dr. Andrew Coley General Practitioner Senior Medical Advisor NHS North West

24. Health Informatics Clinical Advisory Team (HICAT) HICAT MISSION STATEMENT The Health Informatics Clinical Advisory Team works across the complete healthcare spectrum ensuring that the people of the North West enjoy better care, better health and a better life, through the innovative and efficient use of Information Technology.

25. Chief Clinical Officer Clinical Advisor Acute Care Clinical Advisor Mental Health Clinical Advisor Primary/Community Clinicians for Product DevelopmentMultidisciplinary clinical design advisors Clinicians for Product TestingMultidisciplinary clinical governance advisors Members of Clinical Implementation Support Team working with CSCA The National Program enabling healthcare through enabling clinicians.

26. Chief Clinical Officer Clinical Advisor Acute Care Clinical Advisor Mental Health Clinical Advisor Primary/Community Clinicians for Product DevelopmentMultidisciplinary clinical design advisors Clinicians for Product TestingMultidisciplinary clinical governance advisors Clinical Champions to bring about Clinical Engagement and Imbedding Multidisciplinary strategic clinical leaders

27. Chief Clinical Officer Clinical Advisor Acute Care Clinical Advisor Mental Health Clinical Advisor Primary/Community Clinicians for Product DevelopmentMultidisciplinary clinical design advisors Clinicians for Product TestingMultidisciplinary clinical governance advisors Multidisciplinary strategic clinical leaders Clinical Champion to bring about Clinical Engagement and imbedding Awareness-raising Clinical volunteers Early implementers Dissemination Acceptance and implementation Embedding Clinical Engagement Escalator Clinicians for Product Testing Clinicians for Product Development

28. HICAT Workstreams NameOccupationHICAT Lead Role Main Responsible Strategic Programme HICAT Strategic Programmes Dr Asad SadiqConsultant PsychiatristMental HealthVoice Recognition & Digital Dictation Clinical engagement & Implementation strategies. Social Movement for valuing HI. Helping trusts/health communities’ dev HI Strategies. Use of knowledge tools ie MoM,CKS etc. Interoperability Capabilities. Local Health Care Records ie SCR, EMIS Web Teleheath/care/presence Spread of IT Innovation Future Solutions Evaluations ie Amalga, Care FX etc GPCC Informatics Strategies Liaising with Undergraduate & Post Graduate education bodies Etc (many more) Dr Amir HannanGeneral PractitionerPrimary carePatient Access to Records/New Realtionship Mr Bibhas RoyConsultant Orthopaedic Surgeon Secondary care PROMS 2.0 and patient empowerment Dr Rhidian Bramley Consultant RadiologistDiagnosticsPACS Dr Sydney Schneidman Consultant in Accident and Emergency Lorenzo

29. Clinical Health Informatics Leads CHIL

31. Delivering Improvement through Clinical Engagement Delivering Improvement through Clinical Engagement HICAT & CHIL HICAT & CHIL Enabling Health Informatics NW GP Consortia NW GP Consortia Clinical Expertise Quality, Design, Governance North West SHA Healthier Horizons North West SHA Healthier Horizons NHS (commissioning) Board NHS (commissioning) Board National Leadership Council QIPP The Networks are part of the SHA clinical engagement strategy. It builds clinical leadership and engagement capability with a focus on leading change and delivering service improvement at a local level. V1 Draft 091109 CLN Focussed Briefings Strategy- aligned ALS Clinicians, AHPs, & Managers An ethos of implementation at LHC level Leadership Academy Med Directors Cardiac Network DoN’s LPC Cancer Mental Health Urgent Care NW Clinical Networks Ethos AQuA Health & Wellbeing PEC Chairs PEC Chairs Stroke AHP BMA

32. 2011 Business Case

33. Lack of user involvement (lack of clinical engagement) Long or unrealistic timeframes Poor or no requirements Scope creep- the scope increases insidiously as the project progresses No change control system- especially in consideration of changing requirements as the project progresses Poor testing- testing is not done by those on the front-line, but by contract workers