1. The Health Informatics Review -
Benchmarking in Health Informatics
The Health Informatics Review -
from words to deeds
ASSIST South West
8 October 2008
Brian Derry

2. Summary HIR key messages Building an informatics-literate NHS
Next steps

3. Key messages - 1 Information and IT are central to:
improving health and social care services
empowering service users and staff
Investment in IT allows a leap forwards in the scope, availability & use of information – but focusing on IT alone will not meet the needs of the NHS
Emphasis on information about the quality of care, for patients, the public and staff
Actions to update information standards & fill information gaps
Renewed focus on delivering systems now to meet clinical priorities

4. Key messages - 2
New CIO for Health: reporting to NHS CEO & on NHS Management Board - underlines importance of informatics & provides a model for the NHS
Recognition of the importance of informatics skills & new impetus to developing the informatics profession and workforce
NHS Connecting for Health:
Centre of IT expertise for NHS, not just implementers of NPfIT
Embrace private & voluntary healthcare providers, & Social Care
Information Centre for health and social care:
Maximise the value of data collected
Improve data quality
Encourage data re-use through a ‘syndication service’,
Promote access through information signposting service
Encourage innovation in the information and data analysis markets
Be the source of data for DH, CQC and other official statistics.

5. Informatics-literate NHS
Strong informatics governance
Sound leadership
Skilled staff
Good processes
Within DH & NHS
Outside DH & NHS
Standards governance
Policy integration
Investment assessment
Informatics staff
Other staff

6. Sound leadership
New CIO for Health has formal responsibility for providing professional leadership to the major informatics organisations inside and outside the Department of Health
Expectation that SHA, trust and PCT boards include a “credible, capable CIO able to contribute fully to strategic leadership and Board decisions”
National informatics leadership to:
develop the profession
co-ordinate the existing expertise
build the informatics capability of the NHS workforce

7. Good processes
Improved arrangements for early assessment of the central and local informatics implications of new policy – “Policy and Business Informatics Support”
Ensure that IM&T priority and funding is given to the most appropriate requirements
Mainstream IM&T planning - NHS Operating Framework, IM&T planning guidance

8. Skilled staff
Creation of a health informatics career framework, mapping to the wider NHS career framework, to guide the development of staff who wish to progress
Health Service leadership to address the skills needed in the NHS needed to deliver large scale IT-enabled change and to develop the Informatics Profession.
Informatics content - to agreed national standards - in core training & professional development programmes for NHS clinicians and managers
Supplier capability - to help ensure that planned milestones are met & products are fit for purpose.

9. Developing the informatics workforce
Embed health informatics into NHS Careers Framework
Clearly define standardised pathways & criteria for advancement
Provide skills & training modules linked to each career level
Create options for different paths to support different individual skills & aspirations
Career pathways and development
Encourage the development of a skilled talent pool with relevant qualifications, through partnership with educational institutions
Strengthen long term planning of Informatics workforce requirements, & expand recruitment sources
Confirm professional leadership arrangements
Workforce development and planning

10. Developing the informatics workforce
Generate excitement around a rewarding Informatics career in health & social care
Ensure management commitment to supporting Informatics staff
Strengthen competitive position of critical informatics roles
Local consideration of recruitment and retention premia, consistent with Agenda for Change
Attract and develop more individuals through the existing graduate training scheme
Develop informatics apprenticeship and talent management schemes
Attraction, motivation and retention
Reinforce expectations & accountability for individual performance
Introduce strong performance feedback systems to promote personal growth
Develop mechanisms for providing assurance about informatics services, processes & people
Performance management

11. ? Who sets Standards (S) & Runs Assurance (A) Standards
Assurance Processes
Evidenced self assessment based on: Processes” & “People” outcomes, benchmarking metrics of efficiency & service levels, customer satisfaction, staff development ?
Services
S: DH? Regulators?
A: ?
Prince, MSP,
ITIL, CNST, Information Governance, Healthcare Commission
Processes
Evidenced self assessment, e.g. Information Governance Toolkit, Strategy Documents, CIO on Board, Data Quality Audits, Internal Audits, HELICON…
Qualifications, Training,
Experience, CPD, NOS, KSF, SFIA
Registration, CPD portfolio, eKSF, Clinical Coder audits
People
S: UKCHIP (& BCS/DH)
A: ?

12. HIR next steps
Specific action plans – business cases, procurement, implementation etc
Implementation by the autumn, aimed more at informatics specialists, with detailed update & plans
Continued stakeholder engagement
Embed as “business as usual”

13. Questions?