Benchmarking in Health Informatics
The Health Informatics Review from words to deeds
ASSIST South West
8 October 2008
Brian Derry
brian.derry@nhs.net
Summary
• HIR key messages
• Building an informatics-literate NHS
• Next steps
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
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.
Informatics-literate NHS
Informatics-literate NHS
Strong informatics governance
Sound
leadership
Within
DH &
NHS
Outside
DH &
NHS
Skilled staff
Good
processes
Standards
governance
Policy
integration
Investment
assessment
Informatics
staff
Other staff
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
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
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.
Developing the
informatics workforce
Career
pathways and
development
Workforce
development
and planning
•
•
•
•
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
•
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
•
•
Developing the
informatics workforce
•
Attraction,
motivation
and retention
•
•
•
•
•
Performance
management
•
•
•
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
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
Standards
Services
Processes
People
?
Prince, MSP,
ITIL, CNST,
Information
Governance,
Healthcare
Commission
Qualifications,
Training,
Experience, CPD,
NOS, KSF, SFIA
Assurance Processes
Evidenced self assessment
based on: Processes” &
“People” outcomes,
benchmarking metrics of
efficiency & service levels,
customer satisfaction, staff
development
Evidenced self assessment,
e.g. Information Governance
Toolkit, Strategy Documents,
CIO on Board, Data Quality
Audits, Internal Audits,
HELICON…
Registration, CPD portfolio,
eKSF, Clinical Coder audits
Who sets
Standards (S) &
Runs
Assurance (A)
S: DH?
Regulators?
A: ?
S: UKCHIP
(& BCS/DH)
A: ?
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”
Questions?