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NPFIT UPDATE

New Perspectives Stocktake Planning Guidance Information Governance Capability and Capacity SCR Clinical dashboards Summary Care Record Leadership/professionalisation/staff development. NPFIT UPDATE. Clinical Dashboards - Commitments. NSR

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NPFIT UPDATE

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  1. New Perspectives Stocktake Planning Guidance Information Governance Capability and Capacity SCR Clinical dashboards Summary Care Record Leadership/professionalisation/staff development NPFIT UPDATE

  2. Clinical Dashboards - Commitments NSR ‘The next stage in achieving high quality care, requires us to unlock local innovation and improvement of quality through information – information which shows clinical teams where they most need to improve, and which enables them to track the effect of changes they implement.’ Within organisations, we know that a defining characteristic of high performing teams is their willingness to measure their performance and use the information to make continuous improvements...We will develop ‘Clinical Dashboards’ which will present selected national and locally developed measures in a simple graphical format as a tool to inform the daily decisions that drive quality improvement.’ HIR NHS clinicians are dependent upon good quality information and data to make sure they are providing the right services to patients. They must have appropriate access to data whenever they need it, in a usable format. The provision of a clinical dashboard will improve the clinical team’s ability to focus on improving the quality of care locally. It will provide NHS clinicians with good quality information that will help them make sure that they are providing the right services to patients. It will give them appropriate access to data, whenever needed, in a usable format and will present them with meaningful clinical indicators, defined by local teams, in an immediate and impactful way. We are developing a prototype which will be evaluated prior to further development. 2

  3. Prototype site Clinical Dashboards 1 The Homerton Accident & Emergency Depart - Clinical Dashboard

  4. Prototype site Clinical Dashboards 2 The Nottingham Urology Depart - Clinical Dashboard

  5. Prototype site Clinical Dashboards 3 The Bolton PCT- Clinical Dashboard

  6. Fast Followers London

  7. Equitable access IT schedule (5) now includes SCR. Operating framework includes SCR reference. Readiness Assessment Tool now “significantly” completed. Planning and reporting tool live for Fast Follower PCTs to use. Integrated Adastra solution available in January. Promotion of SCR as a tool for accessing End of Life care plans. Availability of resource from CFH team. Clarity on benefits and linkages to NSR. Enthusing Next Sites

  8. Cross Cutting Tool Kits: Embedding Skills Frameworks Recruitment Performance Management Reward Learning & Development Leadership People Management Strategic Thinking Relationship Management Comms & Marketing Analysis & Use of Evidence Deploying Capability Financial Management PPM Developing Capability Function Specific Tool Kits: Policies (Gov & Local) - Standards (Gov, Local & Industry) Methods (Local & Industry) - Guidance (Gov & Local Exemplars (Gov, Local & Industry) Learning & Development Opportunities Sources: TG - OGC - HMT - HR IT Profession - Security Services - Other Professions

  9. Academy Conceptual Model - Training CIO Leadership Development Programme CIO Core Delivery Through Suppliers IT Enabled Policy Delivery Accredited existing learning electives by competency Managing Business Change Reliable Project Delivery Senior Manager Senior Managers’ Core Programme Lead Practitioner Core ` Executive Managers Workshop Accredited existing learning electives by competency Practitioners & Senior Practitioners Govt IT Landscape Supplier Mgt Sol’n Architecture Service Delivery Sol’n Dev & Impln’tion Info Mgt &Security Business of Govt Bus. Change Mgmt P’gmme & Project Mgt Tech specific Practitioner Foundation Programme Core (timed for Fast Stream) Key Current Academy provision Next focus for development Future development Existing market offerings

  10. SHOULD WE BE CERTIFIED… NYHDIF Time out 13/14th November 2008

  11. Improving health and healthcare requires a better understanding of: Needs Expectations Choices for patients Outcomes Performance Change NEXT STEPS REVIEW

  12. Information for patients on treatments/outcomes Reduced nos trips to hospitals Faster and better treatments Improved VFM Support for organisations to work together Greater access to patient information for clinicians Better access to prescribing information and risk scoring HEALTHY AMBITIONS

  13. “good informatics services are vital to delivering the health and social services we hope for, and the only way of knowing how well we have delivered……… (they)………….will improve patient experience and enable …………………improve(ments) in the quality of care” (Health Informatics Review) THE CHALLENGE

  14. Leadership Professionalisation ETD/CPD Developing future leaders Creating careers Developing people Raising standards Developing capability THE RESPONSE

  15. BCS content

  16. BCS HIF/CFH content

  17. Certification 3rd party attestation of products/processes/systems Lifetime or time limited Accreditation 3rd party attestation of assessment process ACCREDITATION and CERTIFICATION

  18. How an accreditation scheme might work The Process of testing the standards, and validating organisational status/position. Certification Organisation(s) The United Kingdom Accreditation Service (UKAS) is the sole national accreditation body recognised by government to assess, against internationally agreed standards, organisations that provide certification, testing, inspection and calibration services. Certification Independent Scheme Owner Standards used to define the scheme – Subject to ongoing refinement and national agreement Getting people up to standard, and supporting movement from one level to another Standards Support Visit www.dh.gov.uk/accreditation for more information. [Based on DH Information Accreditation Scheme]

  19. Failing processes leading to replacement Being compared to unreasonably high standards Costs of assessment and of adherence to standards Diversion of resources to meet process requirements Falling reputation and morale THREATS

  20. Increased professional reputation More attractive to commissioners Greater freedom to operate Marketing tool Attractive to new high calibre staff Reduction in staff turnover Increase in morale BENEFITS TO PROVIDER

  21. Third party assurance Increased public confidence Greater likelihood of legislative compliance eg H&S Implications for CNST High quality service delivery at low cost Confidence in levels and consistency of standards of work Increased assurances for Boards BENEFITS TO COMMISSIONER

  22. Focus on services Identify core services (for initial assessments) Set standards Assess against standards Self Peer Publish results Establish validity/reliability/reputation of results Determine improvement plan Secure additional resources Use results to raise individual standards RAISING STANDARDS

  23. So are you up for it ……………………..

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