NW Chief Clinical Officer for Informatics

1. NW Chief Clinical Officer for Informatics January 2007: A Strategic Role

2. Ipsos MORI 2005 A Baseline Study on the National Programme for IT Summary Report Research Study Conducted for NHS Connecting for Health June 2005

3. Connecting for Health and the National Programme: Enabling Healthcare &Engaging Clinicians A N Coley 2005

4. Connecting for Health and the National Programme: Enabling Healthcare & Engaging Clinicians 1 The purpose of this document is to ask the question; can the products of CfH and the National Programme become embedded into everyday clinical situations and will we see this enhance the consultation between the patient and clinician? Jan 2006

5. “The overriding problem with failed IT projects in general, and particularly in clinical culture, is lack of attention to the human elements of changing behaviour among professionals” Department of Health. Delivering benefit from the National Programme for Information Technology (NPfIT): A strategy for engaging front line staff and patients

6. Success with clinical computing depends on far more than automation and attention to hardware, software and networks. It requires the simultaneous navigation of important socio-cultural pathways, each dependant on the other and all aimed at the transformation of the ways in which staff function as team-based professionals.

9. What is Clinical Engagement? Does it become a tick box exercise in a project plan? Or is it a transformational path?

10. Engaging grass root clinicians? H2O How often do they need more encouragement to drink?

11. Advise to Establish the Culture and Beliefs to Deliver Clinical Engagement

12. Seven key beliefs Genuine engagement occurs most effectively following debate at a local level Place the patient at the centre of a cultural move towards a new pathway

13. Evidence & benefits realisation are compelling and need to be framed with relevance Rogers & Plsek Local clinical leaders are essential, they often have legitimacy with their colleagues and are seen as “honest brokers” When a new system has been applied successfully in a local context, this “strength of evidence” is very persuasive

14. Align roles and responsibilities between clinical leaders and managerial directors The request for a clinician to change their working process will produce dissonance

15. Disengagement Dissonance Behavioural management And transformational change Engagement

16. Historical NHS Policy Implementation DH Clinical Advisors SHA The driver Of line management GP’s Nurses AHP’s PCT Clinical advise Clinical engagement Consultants Nurses AHP’s Trust

17. New Double Helix Approach DH & CfH Clinical Advisors SHA Value Belief Engagement GP's Patients Pathway Driver Nurses PCT Consultants Trust AHP's

18. Clinical Leadership Clinical engagement and developing clinical leadership are very much complementary to each other. Without clinical leadership, there can be no effective leaders to clinically engage with.

19. Clinicians & Myers Briggs • Clinical Experts • Quality and Governance • Change Leaders

20. Clinical Leaders Network

21. The Health Informatics Clinical Advisory Team Dr. Andrew Coley General Practitioner Senior Medical Advisor NHS North West Dr. Amir Hannan General Practitioner Haughton Thornley Medical Centres, Hyde Mr. Bibhas Roy Consultant Orthopaedic Surgeon Trafford Hospital Dr. Asad Sadiq Consultant Psychiatrist Pennine Care Mental Health Trust Dr. Sydney Schneidman Consultant A & E Morecambe Bay Health Trust Dr. Rhidian Bramley Consultant Radiologist Christie Hospital, Manchester

22. Health Informatics Clinical Advisory Team (HICAT) HICAT MISSION STATEMENT The Health Informatics Clinical Advisory Team works across the complete healthcare spectrum ensuring that the people of the North West enjoy better care, better health and a better life, through the innovative and efficient use of Information Technology.

23. The National Program enabling healthcare through enabling clinicians. Members of Clinical Implementation Support Team working with CSCA Clinical Advisor Acute Care Clinical Advisor Mental Health Clinical Advisor Primary/Community Chief Clinical Officer

24. Multidisciplinary strategic clinical leaders Clinical Advisor Acute Care Clinical Advisor Mental Health Clinical Advisor Primary/Community Chief Clinical Officer

25. Clinical Engagement Escalator Embedding Clinical Champion to bring about Clinical Engagement and imbedding Multidisciplinary strategic clinical leaders Acceptance and implementation Clinicians for Product Testing Dissemination Early implementers Clinicians for Product Development Clinical volunteers Clinical Advisor Acute Care Clinical Advisor Mental Health Clinical Advisor Primary/Community Awareness-raising Chief Clinical Officer

26. HICAT Workstreams

27. ClinicalHealthInformaticsLeadsCHIL

29. The Networks are part of the SHA clinical engagement strategy. It builds clinical leadership and engagement capability with a focus on leading change and delivering service improvement at a local level. NHS (commissioning) Board North West SHA Healthier Horizons National Leadership Council QIPP NW Clinical Networks Delivering Improvement through Clinical Engagement Med Directors CLN • Focussed Briefings • Strategy-aligned • ALS • Clinicians, AHPs, & Managers Leadership Academy Cardiac Network NW GP Consortia Stroke DoN’s AQuA PEC Chairs An ethos of implementation at LHC level Clinical Expertise Quality, Design, Governance LPC Health & Wellbeing HICAT & CHIL Ethos BMA Cancer Mental Health AHP Enabling Health Informatics Urgent Care V1 Draft 091109

30. 2011Business Case

31. Lack of user involvement (lack of clinical engagement) • Long or unrealistic timeframes • Poor or no requirements • Scope creep- the scope increases insidiously as the project progresses • No change control system- especially in consideration of changing requirements as the project progresses • Poor testing- testing is not done by those on the front-line, but by contract workers