Presentation on theme: "The RCP Health Research Support Service (HRSS) The approach to transitioning the HRSS Governance Framework : Presentation for the National Information."— Presentation transcript:
The RCP Health Research Support Service (HRSS) The approach to transitioning the HRSS Governance Framework : Presentation for the National Information Governance Board
Contents i.Background and current status ii.Meeting the Governance requirements (current and future state) iii.Transition activities: high-level list
Background The Research Capability Programme vision is to: – Enable better health outcomes for the public and patients achieved at best value for the taxpayer – Support the ambition to make the UK the preferred place to carry out medical research, by building a nationwide health data and information platform that will enable research to achieve its maximum potential benefit. The RCP has piloted the Health Research Support Service (HRSS): – Proving feasibility – Identifying Lessons Learned to de-risk future delivery – Delivering interim benefits to RCP stakeholders The RCP has worked with external governance stakeholders, to build a consensus on the governance requirements and framework required for its Honest Broker Service The RCP is now ready to transition the capability it has created (create a fully operational, business as usual service) placing into a medium/long- term hosting organisation
Current Status It is agreed that the HRSS and GPRD capabilities will be combined to form a new Service: The Clinical Practice Research Data link. The CPRD will be hosted within the MHRA, and be operational from April 2012 RCP capabilities, assets and collateral to transition to the MHRA Nov 11- Mar 12 This presentation: Overview of the approach to governance arrangements- pre, peri and post transition. (Gap analysis between current and future state).
Governance Requirements An integrated governance framework, which promotes effective cross-disciplinary working, to allow for quality, timely decision-making and eliminates unnecessary bureaucracy An integrated assurance and approvals framework for the programme delivery aspects of the work Ensure that good governance is designed into the Programme and Service from the outset (For example: new IT products, other project outputs, programme capabilities, benefits, delivery organisations, and business processes and procedures, audit and assurance activities etc) Ensure due checks and balances on governance matters, through external validation Work as a Learning Organisation with respect to Programme and Service Governance: seeking to continually monitor and improve performance Building a governance organisation with the appropriate corporate and governance accountabilities Embed the DH Protecting Information requirements into the operations of the Service and the Programme Ensure the timely provision of governance related-management information to stakeholders, to inform service and programme decision-making, communications and stakeholder engagement To ensure Patient and Public Involvement activities are embedded throughout the governance functions of the Service and Programme, and that the agreed PPI strategy is implemented successfully Ensure staff and other, appropriate stakeholders are appropriately trained and aware regarding the governance requirements of their roles (service / programme, wider corporate organisation) These requirements are met through the governance functions and activities designed into current and future governance organisation, framework, policies, procedures and tools.
Meeting Governance Requirements: Planned future state (draft)
Approach to transition: Activities list (Next Steps) Work with external governance bodies (inc. NIGB, ECC and REC) to gain input to transition approach Finalise the future state governance organisation with the MHRA Complete update work for PIA and EQIA Create, submit new MHRA CPRD overarching applications to ECC and REC (based on existing consensus and HRSS framework) Detailed planning of transition of all items on assets and collateral register (includes governance of assets pre, peri and post transition, agreeing of quality acceptance criteria) Gain appropriate approvals from ECC and REC before commencing CPRD operations Commence governance reporting to internal and external stakeholders, according to standard operating procedures