1. Future Informatics Vision Update for Yorkshire and the Humber Trevor Wright Deputy CIO, NHS Yorkshire and the Humber 22 nd September 2011

2. Agenda Design Principles What does this imply for the future? What does the future look like? Challenges Designing the ‘Future State’ – the approach What does it mean for Local Informatics Breaking News!

3. Breaking News

4. A Briefing from Katie Davis, MD (1) What should we be thinking? –No one want to throw away good work to date –Recognise the need to change – and work in a very different way –Need to learn from previous experience; develop what is working and stop what isn’t –5 thoughts for the future: NPfIT brand isn’t helping us and needs to be dropped –Failures masking our successes; Programme Bd scrapped Value for Money needs to be a core value supported by clear accountability and SROs Need to deliver benefits. This will need us to develop strong, strategic partnerships and relationships with suppliers and customers Need to be radical and innovative ; need to use our experience to do things differently – need to challenge ourselves. “need to take ownership, if we don’t do it, someone will do it to us”

5. A Briefing from Katie Davis, MD (2) Need to remember the NHS is what it is! “We all need to look for opportunities to improve the system and service” “We are all patients, and we should be expecting change leading to a more effective NHS” SLT seeking views and ideas from big suppliers as well as other key stakeholders Recognition that early focus will be to support new Commissioning system, but very cognisant of the need to develop effective relationships with Provider sector KD conscious the old terminology will have to be with us for a while, but not in a position to announce ‘future state’ until Nov/Dec

6. Design Principles 1.Patients, the public and health and social care organisations will have access to innovative, ‘best in class’ IT systems and services that meet their needs at the lowest possible cost. 2.There will be a clear policy owner (in the DH or the NHS CB) for all IT systems and services which we deliver. 3.Value for money will underpin decision making and we will be open and transparent about costs and benefits. 4.Decisions will only be taken centrally where there is a single, clear need across the NHS. Where this is not the case, decisions will be taken locally. 5.There will be a wide, varied and dynamic market of capable and engaged suppliers of healthcare systems and services. 6.The NHS will be an excellent customer of IT systems and services. 7.Standards will ensure consistency across business, technical and service boundaries and support clinical safety. 8.Non-IT professionals and clinicians will recognise the value of having a strong IT capability at an individual and organisational level. 9.There will be an active community of IT specialists across health and care. We will not create a separate national informatics organisation unless there is a compelling need and business case.

7. What does this imply for the future? All providers have a choice of systems There is a vibrant marketplace in accredited IT solutions Local Systems (GP, Acute etc) NHS Wide Systems Delivered once where there is a single, clear requirement Opportunities to make information widely available Information is made available and others provide the solutions (apps or systems)

8. What does the future look like? NHS Informatics Strategy Health & Social Care Policy DH & NHS CB NHS CB Information Centre for Health & Social Care Programme Delivery Service Delivery/ Operations Assurance & Accreditation Finance & Commercial Systems Delivery NHS Intelligent Customers CCGsProviders Local Authorities Strategic delivery model Standards Strategic supplier management Enterprise Architecture Capability & skills Best practice & innovation IG strategy Informatics delivery strategy Delivery

9. Challenges We need to: present the vision for informatics as our own – not driven by PAC or MPA recommendations improve control of our financial and commercial baseline and ensure that our future delivery model provides best value for money develop a radically different approach to the way in which we engage with suppliers in future, particularly in terms of the delivery of local services work through how we will help commissioners and providers in the modern NHS to be customers of informatics services in the future

10. Approach: SLT accountabilities Alan Perkins: Overall implementation and transition plan. How we get from A to B, including the processes that will support us (e.g. HR) Paul Jones: Overall strategy and vision – design of the future ‘system’ Tim Donohoe: Design of the ‘delivery system’ – how we will deliver systems in future – ownership of the portfolio of programmes and projects Camilla Taylor: Finance and commercial – establishing a clear and open baseline and processes for the future A small core team led by Katie Davis will drive the work:

11. Stakeholder Engagement: Objectives To shape the development of the future strategy To make it clear that there is a need for change (“do nothing” is not an option) To generate support for the change from stakeholders To be transparent and open with stakeholders about the challenges o be addressed To engender positive thinking amongst stakeholders The outputs will be one of the key building blocks to the future strategy

12. Engagement: Subject Areas IM&T Profession, Leadership & Best Practice National Infrastructure & Applications Finance & Commercial Design of ‘System’ Lever s and Incentives Strategy & Policy Engagement Standards Information Governance Local IT Provision Supplier & Market Management Innovation Portfolio Management Assurance & Accreditation Service Delivery/ Operations

13. Local Informatics - High-Level Project Objectives To effectively engage with stakeholders to ensure that new arrangements meet expectations are consistent with other reforms and are ‘fit for purpose’ To help ensure the local organisations have effective Informatics capability and capacity to support NHS reforms and the vision set out in the Information Revolution and supporting strategies To support and advise local organisations relevant to the design and establishment of effective Informatics Service delivery models To assist the SHA and PCT Transition teams in ensuring that (new) accountable organisations have effective, efficient and capable Informatics provision To help enhance the capability of Informatics to enable local organisations to exploit technology enabled change through the sharing of best practice To help ensure that local Informatics has the opportunity to contribute effectively to the QIPP programme through enable efficiency savings and the delivery of effective service that offers value for money whilst improving safety and quality standards

14. Project Workstreams Workstream 1 - Baseline Assessment: This workstream will have a short life span and will focus on engaging with the (current) NHS Informatics service providers to establish a more comprehensive understanding of how services are currently being delivered Workstream 2 - LSSO Organisational Development: This workstream will support (new) local organisations to develop effective local Informatics Shared Services. Workstream 3 - Development of Local Organisation Capability : This workstream will support (new) local organisations to develop effective local ‘Intelligent Customer’ capabilities Workstream 4 - Benchmarking and Accreditation of Informatics Services: This workstream will review, develop and deploy a range of national tools to support local organisations to assess the suitability and value of their Informatics provision locally

15. Stakeholder Engagement DIs Reference Group CIOs/DCIOs Forum(s) Intelligent Commissioner Programme Leads Future State Programme Subject Area Leads SHA Cluster Executive Team Representatives CCG/PCT Commissioner Cluster Leads Business Intelligence and Programme Commissioning Support Unit Development Programme Quality Observatories ( via existing national forum) Suppliers and the Market Place

16. Local Informatics – Key Issues Principles: Deliver service in an efficient and effective way to meet the requirements and expectations of the ‘customer’ Value added contribution to local QIPP Programmes Need to support integrated services and service redesign – supported by standards Working with strategic partners to energise the marketplace Operational Models? Responsive to ‘Intelligent Customer’ requirements Cooperation and collaboration Shared Services Joint Ventures

17. Questions Trevor Wright, Programme Lead (Local Informatics) Informatics Transition Programme trevorwright@nhs.net