QUIZ: IM&T Strategies we have known and loved : a framework for information systems – the next steps Getting Better with Information – an IM&T Strategy for the NHS in England Implementing the NHS Plan National Strategic Programme 6.How many associated education, training and development strategies?

QUIZ: IM&T Strategies we have known and loved Working for Patients: a framework for information systems – the next steps Getting Better with Information – an IM&T Strategy for the NHS in England Information for Health Building the Information Core - Implementing the NHS Plan Delivering 21 st Century IT Support for the NHS. National Strategic Programme 6.1 IM&T training strategy in 2002: Making Information Count

The Challenge

Future Forum Report “The Future Forum is acutely aware that information technology is only part of the story about data sharing, and not the main part. Time and time again it was put to us that the effectiveness with which information is shared is primarily a matter of culture and behaviour”.....and that.... “many health professionals do not always display the behaviours, skills and attitudes that are conducive to good communication, information sharing and shared decision-making”

Future Forum Report Recommendation 13 “The kind of cultural change we to see needs to be championed at every level. A clinician who is responsible for organising information in support of better patient care should be identified in every organisation. Organisations should support the development of professional informatics skills and behaviours, including accreditation of informatics professionals across the sector In order to ensure all staff – including general management and social care staff – understand and use informatics in daily lives, informatics needs to be fully included in training and continued development programmes”.

And..... “Strengthening the status of the informatics profession is needed across health, public health, care and support to ensure we recruit and then retain the very best information and IT specialists. One way to do this would be to encourage the development of career pathways and professional accreditation as well as leadership development and other opportunities for informatics specialists to realise their full potential as top leaders ”. “The Power of Information” 2012, para

The Context

Structural Change

UNCLASSIFIED 1010 Text World Class Data Open Outcomes Patient Voice and Insight Customer Choice and Control Transparen cy Participation Knowledge for all 10 Cornerstones to delivering transformation

Paperless by 2015

Addressing the Challenge

With thanks to Mike Sinclair13 “The soft stuff is the hard stuff” 42% 27% 23% 4% LeadershipOrganisation and Culture People Issues Technology "Organisation Dynamics" - Jim Markowsky

Hard – but not impossible For clinicians –Education and training at all stages of careers –Winning hearts and minds –Legitimising careers in informatics –Drive up interest in data quality, standards, information transferability and re- usability Pre-registration training prepares clinicians for the transformed NHS All clinicians must be able to demonstrate up to date, high levels of knowledge, skill and understanding in record keeping, managing, using and sharing information (inc data quality issues) Clinicians sign off activity data at local level Clinical informatics career pathways established – and more CCIOs in post Consultant JDs/person specifications include informatics content

Hard but not impossible For managers & organisations –Increased levels of knowledge at Board level –More CEOs from an informatics background –Informatics mature organisations –Informatics leadership is strong and valued –Informatics is mainstreamed (just the way we do things) Continue to support the Informatics Graduate Training Scheme Influence content of the Leadership Academy programmes Tackle data quality issues Weave expectations into quality and performance standards Fame not shame – exemplify best practice Benchmarking and accreditation

Hard but not impossible For informatics specialists –Strong professional leadership –Focus on driving up capability –Become an invaluable asset to every organisation –Professional accreditation is the norm and adopted by regulators as indicators of good practice Seek professional alliances Active and visible professional leadership at all levels of the system Build a single profession across health and social care Champion professional accreditation Influence priorities of HEE & LETBs Engage with AHSNs Support leadership development at all levels inc Graduate Scheme

Annex A, “Power of Information” “Providers are encouraged to contribute to the ongoing development of the informatics profession across health and care and support by delivering and implementing clear plans and strategies as part of their mainstream business planning, drawing on available best practice and support” (page 97) 17

Help is at Hand! Much already in place (more needed) –For clinicians and specialists; managers and organisations –Informatics Skills Development Network Multi-professional partnerships needed Strong, visible, professional leadership essential

Building a Movement Informatics Development Needs YOU!

Conclusion Culture and behaviour change take time Leadership is key There will be no national strategy to guide/inform; and little support Collaboration and partnerships will be needed Investment is essential Everything’s possible