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The RCP Health Research Support Service (HRSS)

The RCP Health Research Support Service (HRSS) The approach to transitioning the HRSS Governance Framework : Presentation for the National Information Governance Board. Contents. Background and current status Meeting the Governance requirements (current and future state)

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The RCP Health Research Support Service (HRSS)

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  1. The RCP Health Research Support Service (HRSS) The approach to transitioning the HRSS Governance Framework : Presentation for the National Information Governance Board

  2. Contents • Background and current status • Meeting the Governance requirements (current and future state) • Transition activities: high-level list

  3. Background The Research Capability Programme vision is to: • Enable better health outcomes for the public and patients achieved at best value for the taxpayer • Support the ambition to make the UK the preferred place to carry out medical research, by building a nationwide health data and information platform that will enable research to achieve its maximum potential benefit. • The RCP has piloted the Health Research Support Service (HRSS): • Proving feasibility • Identifying Lessons Learned to de-risk future delivery • Delivering interim benefits to RCP stakeholders • The RCP has worked with external governance stakeholders, to build a consensus on the governance requirements and framework required for its Honest Broker Service • The RCP is now ready to transition the capability it has created (create a fully operational, business as usual service) placing into a medium/long-term hosting organisation

  4. Current Status • It is agreed that the HRSS and GPRD capabilities will be combined to form a new Service: The Clinical Practice Research Data link. • The CPRD will be hosted within the MHRA, and be operational from April 2012 • RCP capabilities, assets and collateral to transition to the MHRA Nov ’11-Mar ‘12 • This presentation: Overview of the approach to governance arrangements- pre, peri and post transition. (Gap analysis between current and future state).

  5. Governance Requirements • An integrated governance framework, which promotes effective cross-disciplinary working, to allow for quality, timely decision-making and eliminates unnecessary bureaucracy • An integrated assurance and approvals framework for the programme delivery aspects of the work • Ensure that good governance is designed into the Programme and Service from the outset (For example: new IT products, other project outputs, programme capabilities, benefits, delivery organisations, and business processes and procedures, audit and assurance activities etc) • Ensure due checks and balances on governance matters, through external validation • Work as a Learning Organisation with respect to Programme and Service Governance: seeking to continually monitor and improve performance • Building a governance organisation with the appropriate corporate and governance accountabilities • Embed the DH Protecting Information requirements into the operations of the Service and the Programme • Ensure the timely provision of governance related-management information to stakeholders, to inform service and programme decision-making, communications and stakeholder engagement • To ensure Patient and Public Involvement activities are embedded throughout the governance functions of the Service and Programme, and that the agreed PPI strategy is implemented successfully • Ensure staff and other, appropriate stakeholders are appropriately trained and aware regarding the governance requirements of their roles (service / programme, wider corporate organisation) These requirements are met through the governance functions and activities designed into current and future governance organisation, framework, policies, procedures and tools.

  6. Meeting Governance Requirements: Current state

  7. Meeting Governance Requirements: Planned future state (draft)

  8. Approach to transition: Activities list (Next Steps) • Work with external governance bodies (inc. NIGB, ECC and REC) to gain input to transition approach • Finalise the future state governance organisation with the MHRA • Complete update work for PIA and EQIA • Create, submit new MHRA CPRD overarching applications to ECC and REC (based on existing consensus and HRSS framework) • Detailed planning of transition of all items on assets and collateral register (includes governance of assets pre, peri and post transition, agreeing of quality acceptance criteria) • Gain appropriate approvals from ECC and REC before commencing CPRD operations • Commence governance reporting to internal and external stakeholders, according to standard operating procedures

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