Benchmarking in Health Informatics The Health Informatics Review - from words to deeds

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

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 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?