Data Linkage Framework Programme Board - 5 November 2013
PAPER 3
Proposal for Joint Data Linkage and Informatics Centre
Purpose
This paper proposes a design for the new joint informatics and data linkage
centre bringing together Farr, ADRC, eDRIS and DSLS describing a set of
shared services supporting the Farr Institute and a second co-located
research institute that combines the ADRC and DSLS.
The programme board are asked to discuss and approve
 The structural design and organisational units for the joint centre
 The functions to be delivered by each of the units within the centre
 The staff required for each of these units
 The accountability structure for the shared elements of the new centre
Location
The joint centre should be co-located at No 9 Bioquarter. This building could
be given an overall name (e.g. Scottish Informatics and Linkage Centre) with
each of the elements located within retaining their own branding as required
by funders.
Identity
The Farr institute would retain its own unique identity as part of the wider UK
Farr. A new non-health institute (working title ‘Booth’) could be created from
an amalgamation of ADRC and DSLS delivering the scope of both of these.
The twin institutes would be supported by the two service units created from
elements of Farr, DSLS and ADRC plus eDRIS.
Organisational Structure
The joint centre could have the following units
 Business Management – providing overall management and
administration for the centre
 eDRIS – providing a first point of contact and a research coordination
service for researchers who wish to use the centre
 The Farr Institute – providing health research as previously set out
 The ‘Booth’ Institute – this would provide non-health research housing
the researchers and research programme funded through ADRC and
capacity for the ad-hoc research work to be delivered through the
DSLS capacity. Booth is a working title and open for discussion
This would be supported by the IT infrastructure already developed for SHIP
and the additional IT being provided through Farr.
Data Linkage Framework Programme Board - 5 November 2013
Functions
Joint Scottish Informatics and Linkage Centre
(at no. 9)
Business Management Team
provide management and organisational support to the whole joint centre
- coordination and day to day management across the whole joint centre
- coordinating with partners on HR, pay, accommodation, IT provision
- programme management and project support
- finance function (accounting and invoicing) including providing information to ensure accountability is maintained
- monitoring delivery and reporting to board
- seeking out development opportunities
- prioritisation and approval of projects (within delegated authority from board)
- outward facing champion of the centre
- reception
- back office support (arranging meetings, travel, purchasing, secretariat services
- managing research user accounts
eDRIS
provide Research Coordinator service to the whole joint centre
- First point of contact for users of the joint centre
- Triage of research down the health / non-health route
- provide assistance and guidance during project initiation (help with data sharing agreements, source discovery, gaining
approvals, pricing jobs, project design)
- guiding projects through the centre and coordinating contributions from different elements within the centre (liaison with
indexers, linkers, safe haven etc)
- disclosure control and release of outputs from the safe haven
‘Booth Institute’
- houses the NON-HEALTH research
function
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Programme management
Academic Research and Data Scientists
capacity funded through ADRC
Non-academic research capacity funded
through DSLS
Farr Institute
- houses the HEALTH research function
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Farr institute programme management
Research capacity funded through Farr
SHIP and Farr IT infrastructure
PAPER 3
Data Linkage Framework Programme Board - 5 November 2013
Staffing
Joint Scottish Informatics and Linkage Centre
(at no. 9)
Business Management Team
provide management and organisational support to the whole joint centre
- Service Director (jointly funded from DSLS and esrc)
- Business Manager (jointly funded from DSLS and esrc)
- Reception and admin ( 3 posts 1 from Farr and 2 From eDRIS)
eDRIS
provide Research Coordinator service to the whole joint centre
- existing eDRIS team (funded by NSS)
- Four additional research coordinators (funded by DSLS, one senior and three junior staff
- Three additonal research coordinators (funded by ADRC)
‘Booth Institute’
Farr Institute
- houses the NON-HEALTH research
function
- houses the HEALTH research function
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Programme manager (funded by ADRC)
Academic Researchers and Data
Scientists (funded by ADRC)
Non-academic research capacity (funded
through DSLS)
Farr institute programme management
Research capacity funded through Farr
PAPER 3
Data Linkage Framework Programme Board - 5 November 2013
PAPER 3
Shared Elements Structure
Organogram
Joint Centre Board
Service Director
Senior Research
Coordinator
Business Manager
eDRIS Team
Admin Team
NRS Indexing
NSS Indexing
Business Management Team
Provide management and organisational support to the whole joint centre
Service Director
- Jointly funded from DSLS and ESRC
- NHS Grade 8c, SG Grade C2
In day to day control of the centre and accountable to the board for
management of funds and resources with responsibly for approval and
prioritisation of projects, key communication role as figurehead of the centre,
Business Manager
- Jointly funded from DSLS and ESRC
- NHS Grade 8b, SG Grade C1
Manages the finances across the joint centre ensuring spend and income are
properly accounted for and budgets are managed efficiently and correctly.
Manages the reception and admin teams
Data Linkage Framework Programme Board - 5 November 2013
PAPER 3
Reception and admin (3 posts)
- 1 post funded through Farr (receptionist)
- 2 posts funded from eDRIS (product support)
- NHS Grade 4, SG Grade B1
Supports the director and business manager, provide office support and
admin eg booking meetings etc, set up user accounts, project support etc,
man the phones
eDRIS
provide Research Coordinator service to the whole joint centre
Research Coordinator Team
- Jointly funded by NSS, ADRC and DSLS consisting of
- existing eDRIS team (funded by NSS)
- Four additional research coordinators (funded by DSLS, one senior
and three junior staff)
- Three additional research coordinators (funded by ADRC)
Provide the first point of contacts for users of the joint centre, direct them
down the health / non-health route, provide assistance and guidance during
project initiation, guiding projects through the centre and coordinating
contributions from different elements within the centre and providing
disclosure control and release of outputs from the safe haven
All posts will require to have properly developed job descriptions which will
then be properly graded within the recruiting organisation. The grades given
above are indicative only at this stage.
Data Linkage Framework Programme Board - 5 November 2013
PAPER 3
Trusted Third Party Indexing Services
In order to maintain separation of functions and deliver the trusted third party
required by DSLS and ADRC there will continue to be an indexing function
provided by partners organisationally and physically separated from the joint
centre.
Health indexing will continue to be carried out by ISD and will service the Farr
Institute. This will be funded and delivered by NSS.
Non-health indexing will be delivered through the new indexing service in the
final stages of delivering in NRS and will service the Booth Institute. It will be
jointly funded by DSLS and ADRC.
Data Linkage Framework Programme Board - 5 November 2013
PAPER 3
Accountability
Given the various partners the complete management structure for all
elements of the centre will be complex. Each of the partners will retain
independent control of certain aspects, in particular approval of projects to be
taken forward.
There should though be a joint management board for the shared elements of
the centre comprising of all those accountable for the various funding
streams. This board would:
- be accountable to the partners for the spend on the jointly funded elements
of the centre
- it won't set the strategic direction or approve projects for Farr, for ADRC or
the 30 SG projects but would monitor project delivery in order to ensure
efficiency, avoid duplication and look for opportunities to join up
- it would monitor the delivery of the additional 30 projects to be delivered
through the DSLS funded capacity and would delegate authority to the service
director to approve these directly or provide approval for these as required
The board should therefore be made up of
 Chris Dibben - accountable to ESRC for ADRC,
 Andrew Morris – accountable to MRC for Farr,
 Roger Halliday and Tim Ellis – jointly accountable to Scottish
Government for DSLS,
 Phil Couser - accountable to NHS for eDRIS
 Independent Member to provide public accountability
They will appoint a service director who will manage the centre on a day to
day basis and account back to them for the spend and they will in turn be
accountable back to their sponsors.
Each funding stream is being used to deliver a set amount of capacity (e.g.
DSLS are buying capacity for 60 projects, ADRC are buying 30 projects) .For
each funder a memorandum of understanding of some kind will be agreed
between the centre and the board setting out the expectations for how the
capacity that is being funded will be delivered.
The service director will ensure the shared capacity is distributed
appropriately and the board will monitor this in terms of volume, scope and
quality of the projects delivered by the available capacity. The details of how
the work is done are up the joint centre to out giving the flexibility required.
The centre is able to show the added value by demonstrating delivery against
the priorities set out in the MoUs i.e. its the outputs we measure against not
the process
The board report back separately through the lead accountable person to
each of their funders as required demonstrating achievement of the required
outputs against the MoU. The joint board and shared management structure
are critical in allowing us to look for cross cutting opportunity and avoid
duplication.