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North West Evidence and Intelligence Workshop 3 August 2012 Public Health England Transition Team Evidence and Intelligence team. Introduction. Today’s session Introduction - Jürgen Schmidt, Local System E & I Project Manager, Public Health England Transition Team

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North WestEvidence and Intelligence Workshop3 August 2012 Public Health England Transition TeamEvidence and Intelligence team


Today’s session

  • Introduction - Jürgen Schmidt, Local System E & I Project Manager, Public Health England Transition Team

  • Information Management – Robert Kyffin, Senior Public Health Intelligence Officer, Public Health & Social Care, South East

  • Commissioning Board’s Commissioning Intelligence Model– Ming Tang, Managing Director, South Yorkshire Commissioning Support Service, Helen Brown, Commissioning Intelligence Lead, NHS Commissioning Board, Data Management and Integration Centre representative

  • Core Offer – Ann Goodwin, Programme Manager, Public Health England Transition Team

  • Evidence – Anne Brice, Project Lead, Active Knowledge Management

  • Public Health England: contribution and summary – Jürgen Schmidt

  • Questions


    If at the end of the day we both know more about what the other is doing, why and against which odds, then the day was well spent

    Further information

    Dr Jürgen Schmidt, project lead, [email protected]

Current work in evidence and intelligence
Current work in Evidence and Intelligence

  • creating a national leadership role for evidence and intelligence (E&I) in PHE, integrating leadership of cancer registration, NDTMS, and cancer (inc. NCIN) and public health intelligence

  • creating eight geographical areas of accountability, with multiple office sites/bases where needed

  • combining cancer registry intelligence staff with public health observatory staff to create eight evidence and intelligence teams

  • developing national cancer registration based on existing move to national system

  • developing national NDTMS structure, drawing on existing regional teams and a common model

  • providing an excellent responsive service to local partners, including PHE Centres, Local Authorities, Clinical Networks and others as appropriate

The Map (population in millions)

  • Revised to match PHE Regions, PHE Centres, and NHS CB LATs…subject to final confirmation:









Context for local public health intelligence work
Context for local public health intelligence work

What are the relevant changes?

Physical move and changed functions of DsPH and their teams

Local Authority public health responsibilities

Local ‘proposition’ ie. support offer

Formal requirements:

NHS planning guidance for 2012/13: To agree arrangements on public health information requirements and information governance by September 2012

PHE transition guidance checklist item: Are plans in place to ensure access to IT systems, sharing of data and access to health intelligence in line with information governance and business requirements during transition and beyond?

Clinical Commissioning Groups

Legal requirements (Act 2012)

“Obtaining advice from individuals who taken together have a wide range of

professional expertise in the prevention, diagnosis or treatment of illness, and the protection or improvement of public health”

Authorisation Criteria

“1.3 Widespread involvement of other clinical colleagues providing health services locally [identified by ..]

Arrangements in place between LA and CCG specifying how public health advice to CCGs will be delivered.”

Commissioning support services
Commissioning Support Services

Potential NHS commissioning support suppliers should:

“Develop an understanding of how their offer will relate to other parts of the commissioning support supply chain and the delivery impact of this (for example by engaging with local authorities and the public health team to establish what they are providing)”

“Work is on-going to establish which elements of Health Needs Assessment and Business Intelligence for NHS commissioners might be secured as part of a ‘core offer’ from Public Health England (PHE) and which components might be provided by NHS commissioning support functions”

Information management in public health england
Information Management in Public Health England

Wide range of information management projects covering:

  • What information do we need

    • National data requirements

  • How do we access and handle it

    • Information governance

    • Information standards

    • Data management

  • How do we use it

Information management in public health england1
Information Management inPublic Health England

National Data Requirements

Model for agreeing and defining national data requirements for public health developed and tested at stakeholder workshop and with project advisory group

Proposal currently being finalised – if approved, work will commence in autumn to establish an NDR Board and Advisory Groups

Work also underway as part of the PHE Information Management project to clarify the day 1 national data requirements for PHE and ensure ongoing access to these data sets with HSCIC and other suppliers

Information management in public health england2
Information Management inPublic Health England

Information Governance

PHE Information Governance Project Group established, building on IG structures in PHE sender organisations

Input into national information governance framework (regulations on uses of identifiable information and s251) and Caldicott 2 review

Input into IC Code of Practice for Handling Confidential Information and de-indentification standard, etc.

Agreement with DH, Health Research Authority and DH Adult Social Care on future arrangements for s251 advisory and approvals functions

Information management in public health england3
Information Management inPublic Health England

Information Standards

PHE collaborating with NHSCB and DH Adult Social Care to develop a joint operating framework for standards – governance arrangements currently being worked through

Information standards operating framework to be jointly agreed by Oct-2012

Data Management

Data flow mapping in preparation for PHE day 1

PHE data warehouse and safe haven – bring together key public health data resources to provide a single set of core, up-to-date, validated data sets which can be shared as a consistent resource within PHE and beyond

Information management in public health england4
Information Management inPublic Health England


Develop standard PHE processes for agreeing and developing indicators (linking with HSCIC indicator pipeline)

Public Health Outcomes Framework indicator gap analysis


Work across sender organisations to develop an integrated approach to analytical methods within PHE

SOPs completed for a range of subjects including assigning deprivation categories, catchment areas and populations, RAG ratings, using postcode directories, etc.

PHE web portal

PHOF data reporting

Portal specification produced

Software development underway

Public health population healthcare advice aka the core offer
Public Health Population Healthcare Advice (AKA The Core Offer)


  • Good population health outcomes, including reducing health inequalities, rely not only on health protection and health improvement, but on the quality and accessibility of healthcare services provided by the NHS

  • Local authorities, as part of their statutory functions around public health, will have responsibility for providing healthcare public health advice to clinical commissioning groups (CCGs),

  • Each CCG will be under a duty to “obtain advice appropriate for enabling it effectively to discharge its functions from persons who (taken together) have a broad range of professional expertise in –

    • the prevention, diagnosis or treatment of illness, and

    • the protection or improvement of public health. ”

  • The current resource in terms of public health expertise to provide this service will transfer from primary care trusts (PCTs) to upper tier and unitary local authorities (LAs) as part of the ring-fenced public health budget.

    Further information

    Ann Goodwin, Project Manager, [email protected]

Core offer the how and the what
Core Offer - The how and the what

  • A working group was established. The membership included representatives from the Association of Directors of Public Health, the Faculty of Public Health, British Medical Association, Royal College of General Practitioners, GPs from emerging clinical commissioning groups (CCGs), the Local Government Group and the Association of Directors of Adult Social Services.

  • Developed the content of the service by linking specialist public health advice to elements of the commissioning cycle, from assessing needs for health services through to planning capacity and managing demand

  • Local authorities will be free to deliver this service in a variety of ways. For example, in relatively small authorities it may make sense to locate a team in a single authority, which will deliver the service on behalf of several local authorities. Public Health England will also play an important role in supporting the work of local information and intelligence specialists in the public health team.

  • There is nothing to prevent local authorities from agreeing locally to offer a wider range of services over and above the free healthcare public health advice service. This would need to be agreed locally.

  • If the healthcare public health service is to be effective there will need to be constructive relationships built between local authorities and CCGs, to ensure that the local commissioning fully reflects the population perspective. The key to making it work will be developing effective local partnerships.

  • Subject to Parliament, regulations will clarify further what local authorities will need to provide in delivering this function, although the precise content of the service in each locality will be driven by local agreement, reflecting local needs and available skills and resources.

Core offer how much resource
Core Offer - How much resource?

  • The Association of Directors of Public Health surveyed Directors of Public Health to establish how much of their and their accredited public health specialists’ time was currently spent undertaking the elements of the service.

  • The estimate was somewhere between 25% and 50% of the local specialist public health team . The guidance, based on the outputs of that survey, suggests (for planning purposes) that something in the region of 40% of the local public health specialist team might be engaged in this work, with a rough coverage of 1 wte specialist per 270,000 or so people. This will vary from place to place, and input will vary across the year and there will need to be local agreement of the inputs and outputs through local planning arrangements, reflecting for example, the number of CCGs.

Core offer agreements
Core Offer - Agreements

  • The development of a local service agreement agreed with CCGs via a compact or Memorandum of Understanding between the local authority and CCG, specifying public health inputs and outputs, and outlining the reciprocal expectations placed upon the CCG. The ‘shadow’ period from April 2012 to March 2013 will be useful developing appropriate agreements.

  • These agreements can be underpinned by an annual work plan for the healthcare public health advice service agreed by both the CCG and the local authority Director of Public Health specifying the particular deliverables for the twelve month period.

  • Further accountability could be provided, for example, by the Director of Public Health and CCG jointly presenting to the relevant health and wellbeing board information setting out how the service had been provided that year. This might cover the process for engaging with public health expertise, names and teams, how the time had been spent, how statistically robust any data had been, lessons to be learnt for next year.

  • Where there are concerns about the quality of the advice received we would expect this to be raised at the local level initially with the local authority.

Core offer example mous
Core Offer - Example MOUs


  • Outlines reciprocal responsibilities

  • Not just about healthcare advice

  • Specifies the resource

  • Offers to provide training etc


  • Outlines reciprocal responsibilities

  • Not just about healthcare advice

    What don’t they cover ?

Core offer what next
Core Offer - What next?

  • Local Public Health Transition Plans

  • Discussions with CCGs /CSS’s /Health and Wellbeing Board

  • Data from CSS’s to support the ‘Core Offer’ should be free of charge

  • Agreement between partners as to the ‘What’, ‘How’ and by ‘Whom’

  • Named Informatics leads in CCGs/CSS’s/Local Authority

Active knowledge management
Active Knowledge Management

  • Connecting people with knowledge – understanding and acting on user needs so that both explicit sources (internal and external) and implicit or tacit knowledge can be sourced, managed and accessed

    • includes Knowledge Platform: develop a single, accessible, user focused and authoritative web-based evidence site for professionals, to make evidence easily available to all and to encourage the use of best evidence in practice

  • Connecting people to people – so that relevant stakeholders, networks and communities can be found, mapped and connected

  • Active knowledge services – integrated, tailored knowledge services that provide expert navigation, mediation and training to facilitate efficient knowledge translation

    Further information

    Anne Brice (Project Lead) [email protected]

    Anh Tran [email protected]

Active knowledge management connecting people with knowledge
Active Knowledge ManagementConnecting people with knowledge

Active knowledge management content development group
Active Knowledge ManagementContent development group

Feed into discovery phase of web portal design – all content has secure access transition

Produces explicit process documentation and guides for content providers and users, including a content development strategy that includes:


Editorial processes and standards

Mechanism for co-ordination and alignment of PHE content and services with other national agencies and providers

Workflow and integration of knowledge platform with active knowledge service

Active knowledge management connecting people with people
Active Knowledge ManagementConnecting people with people

Potential relationships across the wider public health system will include PHE, the NHS, Local Authorities, and a range of stakeholders and partners, all of whom will need to be connected in order to share and learn from the knowledge that is available to them

Audit of current networks, discussion groups will help us understand the relations between different groups, and how they could interact in the future

Communities of practice audit and social network analysis will help us survey and map current and potential tools for knowledge exchange

Active knowledge management active knowledge service
Active Knowledge ManagementActive knowledge service

Audit of existing library and knowledge services supporting the public health system to gain a better understanding of current provision, risks and issues

Produce an audit report presenting the findings and documenting key strategic issues

Engage library and knowledge service colleagues in the development of the specification for public health knowledge services

Produce a knowledge service requirements specification informed by engagement with library and knowledge service colleagues and analysis of user needs

Phe proposition
PHE proposition

a) Local public health intelligence: what are the issues?

  • Functions and data flows

  • Information Technology

  • Information Governance

  • Transition plans

    b) Alignment of main E&I projects: PHE proposition

  • On April 1, 2013, local public health intelligence teams across the country will have successfully completed their transition to their respective Local Authority. Issues around local access to PHE products and services, IT connectivity, Information Governance constraints, will have been solved so as not to impede business continuity.

  • User defined requirement of PHE service provision to the local system (the ‘proposition’)

  • A business model for the service, distinguishing baseline from additional activity

  • Underpinning theses deliverables, PHE factsheets and guidance (incl. checklist) about IG and IT connectivity for local PH systems

Phe proposition overall picture
PHE proposition – overall picture

  • National PHE functions including data requirements, informatics (IG, standards, quality), surveillance strategy.

  • National advocacy for better evidence and data 

  • Partnership work with IC, NICE, ONS, etc to make them most useful for the local system

  • National products and tools around data, evidence and experience in a form most useful to the local system. Focus on PHOF topics, DPH Annual Reports and JSNAs

  • Guidance on use of both PHE and non-PHE products

  • Responsive ad-hoc service

  • Direct line to PHE E&I

  • Education and training on PH E&I topics

  • A professional network (forum) for intelligence staff

  • Opportunities for staff from LAs to undertake attachments in PHE

Phe proposition family of health profiles project
PHE propositionFamily of health profiles project


To develop an integrated approach to the production of generic and themed health profiles and atlases for England.

Products from this Project:

Proposal to PHE for an integrated, cost-effective approach to health profiling, including: strategic governance, systematic user engagement, systematic indicator production and methodologically robust programme and project management

Process for prioritising new and existing health profiles based on a set of values

Recommendations for continuing, updating or decommissioning existing health profiles based on application of these values

Next steps

Agree a PID with dependencies and formal governance process probably through the Health Profiles Programme Board

Phe proposition phe local intelligence key strands
PHE propositionPHE Local Intelligence – Key strands

Active dissemination of national tools and other outputs –includes training in use of tools, running workshops, advising on how and where they can add value and have impact at local level and providing a feedback loop

JSNA support

Local public health intelligence network support, training and CPD

Specialist intelligence support and expert advice - include theme specific expertise (e.g. child health), health economics, statistics and modelling, GIS, evaluation and social marketing/behaviour change.

Benchmarking data and bespoke analysis (incl. HES)

Evidence and knowledge management support - working with local teams to identify actionable insights from the evidence base that would result in outcome improvement

Phe proposition national ph intelligence training strategy
PHE propositionNational PH Intelligence Training Strategy


Capture, share & review developments in local PHI training & CPD activity

Explore partnership approaches to PHO training & CPD delivery

Continue development and application of technology-enhanced learning methods

Implement the PH Workforce Strategy

Undertake a training needs assessment of staff moving into I&I roles in PHE


(though not in terms of reference)

Co-ordinate PHO response to PH Workforce Strategy consultation

Phe proposition what next
PHE proposition - What next?

  • Business model PHE

  • Business model LAPH

  • Business model Clinical Commissioning Group

  • Business model Commissioning Support Service

  • All these need to be complementary

  • So there …

Update on ccg intelligence programme delivery of dmics links with local public health

Update on CCG Intelligence Programme, Delivery of DMICs & links with Local Public Health

Presented by Helen Brown, & Ming Tang

Local Public Health Transition Team Workshop 3 August 2012

Contact: [email protected]

[email protected]

Objective links with Local Public Health

  • CCG intelligence requirements

    • The Commissioning Intelligence model (CIM)

  • Proposed Delivery Model & whole system working

  • Early thoughts on Public health data flows

  • Development and Delivery of DMICs

  • Suggested links between LA PH & DMICs

  • Vision headlines of ccg intelligence programme
    Vision & Headlines of CCG Intelligence Programme links with Local Public Health

    • The programme started out to understand the commissioning Intelligence requirements for CCGs from a bottom up approach

    • It involves strong clinical leadership to drive the national vision for intelligence to enable large scale health improvement for patients

    • We are co-designing the CCG Intelligence Delivery Model

    • Support the CCG authorisation and CSS assurance processes

    • Facilitate the sharing of current intelligence solutions and tools

    • Advice and support to develop one version of the truth shared across the patient journey and beyond

    How las and ccgs will use intelligence to commission services

    There are a number of local groups which need local Intelligence

    Local Authorities are accountable for providing a Public Health advice service & other intelligence to support other wider LA agendas

    How LAs and CCGs will use intelligence to commission services


    Local Authority Business Intelligence

    Integrated Commissioning

    Other Local Partnerships

    Public Health

    Local Authority Business


    Health & Wellbeing Boards


    Local Commissioning Intelligence

    CCG NHS CB National Commissioning


    CCGs are accountable for commissioning services on the basis of the best available evidence

    LAs and CCGs will need to use the same common data when producing this intelligence

    There is an opportunity to use the same version of the truth.

    Ccg intelligence requirements the commissioning intelligence model
    CCG intelligence requirements - The Commissioning Intelligence Model

    • The CIM Model is a consolidated view of the different types of commissioning intelligence requirements needed to support evidence based commissioning decisions.

    • It takes account of feedback from a large scale engagement exercise including innovative practice from across the country

    Overarching Question

    An example question

    Data and Tools

    Overarching concepts


    We need:

    • Streamlined data flows, store data once and use many times

    • Increased sharing of data to enable greater understanding of the whole system

      What will it do for CCGs?

      • Greater understanding of the potential and scope of intelligence

      • Facilitate understanding of whole system & evidence interdependencies

    Joint intelligence programme work
    Joint Intelligence Programme Work Intelligence Model

    Public Health England I&I

    Intelligence for Commissioner

    Local Authority Core Offer

    Commissioning Support Development

    Producing joint report

    July 2012

    All using The Commissioning Intelligence Model

    Proposed commissioning intelligence delivery model

    National Bodies Intelligence Model

    incl: NHSCB ( 4 Regional Teams with 27 Local Area Teams (LATs))

    PHE, Research, Commercial, CQC, Monitor & Public

    Data Flows

    Work is on-going to understand the data accountabilities and responsibilities for each type of organisation and how data will flow

    Proposed Commissioning Intelligence Delivery Model


    National Data Feeds


    Safe haven


    Local & National Data Feeds

    DMICs may also provide data

    to wider stakeholders

    DMIC x ~10

    Safe haven


    Small no CCGs doing own intelligence









    A potential future view repeated data management

    PHE data e.g. Cancer, Drugs data & Summarised Reports Intelligence Model

    A potential future view – Repeated Data Management

    Locally defined data e.g. diagnostics/tariffs

    National data from e.g. IC/SUS/GPES

    PH Data Management

    Duplicated, potentially inconsistent, uneconomic

    LA ~150

    PH Insight

    PH Advocacy

    Health & Wellbeing Boards





    CSSs ~25

    Data Management

    National data from e.g. IC/SUS/GPES

    Locally defined data e.g. diagnostics/tariffs

    Data Management Integration Centres

    Css development timetable

    CSS Process to Date Intelligence Model

    CSS Development Timetable

    Dec 11 – Mar 12

    Apr 12 – Aug 12

    Sep 12 – Apr 13

    CP 1

    CP 2

    CP 3

    CSS fully launched

    National Scale offers -


    Set up planning & Development for ‘scale CSS’

    Establish and embed ‘scale CSS’



    Scale CSS Selection

    Additional Tests

    Development Plans

    Scale CSS Technical accreditation programme




    • Co-design group established

    • Costing assumptions for CP2

    • Transition model to be agreed

    • Investment plan sign off

    • Transition planning

    • Gap analysis

    • Local agreements & SLA development

    • Implementation

    • Risk management

    • Monitoring & accreditation

    • System review

    Why do it what problem are we trying to address
    Why do it – what problem are we trying to address? Intelligence Model

    Why do it – what problem are we trying to address?

    Overcoming the variation and inconsistencies in how Commissioning data in the NHS is handled – STANDARDS

    Dealing with variable efficiencies / value for money in NHS data management for commissioning support – COSTS

    Ensuring a technical architecture that enables delivery of commissioning intelligence – BUSINESS FUNCTION

    A technical architecture that is flexible and responsive to changing requirements over time - SUSTAINABILITY

    National Data Providers Intelligence Model


    National Patient level dataset storage, processing, validation, linkage


    DRAFT Proposed data flows for Local Authority Public Health Teams (RESTRICTED early work in progress for discussion only)



    Patient level data


    Communicable diseases

    Other National datasets

    Aggregate data & reports


    Aggregate data, & reports

    Patient level data

    Local Data Providers


    LA Public Health

    provision public

    health advice

    Local Patient level dataset storage, processing, validation, linkage) administered by DMIC

    Storage, for developmental local datasets administered by PH


    Commissioning datasets

    Public health datasets

    Local Patient level agreed datasets……

    Access to patient level data


    Patient level data

    Aggregate data & reports,


    Wider determinants reports, profiles ….




    Emerging locally developed public health patient level datasets

    Dmic network draft restricted for discussion only
    DMIC Network Intelligence Model(Draft restricted for discussion only)

    Potential model
    Potential Model Intelligence Model

    Discussion points

    Why do it – what problem are we trying to address? Intelligence Model

    PH Questions

    How will PH get access to data in the future?

    What infrastructure is required? N3?

    Will we be charged for this?

    How should we get started in working with our local CSS?

    CSS / DMIC Questions?

    What are the requirements for PH?

    How will we fund activities not commissioned by CCGs?

    How will PH gain CCG approval for use of their data?

    What value add services would you be interested in?

    How can we make sure we make best use of available resources within the local Health Economy?

    Discussion points :

    Public health intelligence transition a local perspective

    Public Health Intelligence Transition: A Local Perspective Intelligence Model

    Neil Bendel

    Head of Health Intelligence

    Public Health Manchester

    NW Public Health Evidence and Intelligence Workshop

    Friday 3rd August 2012

    Current context in north west
    Current context in North West Intelligence Model

    • 24 Primary Care Trusts (PCTs)

    • 39 Local Authorities

    • 36 Hospital Trusts, 2 Care Trusts, 1 Ambulance Trust

    • 3 data processing centres

    • 3 Health Protection Units (HPUs)

    • North West Cancer Intelligence Service (NWCIS)

    • North West Public Health Observatory (NWPHO)

    • Range of academic units

    Future context in north west
    Future context in North West Intelligence Model

    • 33 Clinical Commissioning Groups (CCGs)

    • 39 Local Authorities

    • 36 Hospital Trusts, 2 Care Trusts, 1 Ambulance Trust

    • 4 Commissioning Support Services (CSS)

    • 1 Data Management Integration Centre (DMIC)

    • 3 Public Health England (PHE) Centres

    • Public Health England Evidence and Intelligence Team

    • Academic collaboratives, e.g. Health eResearch Centre (HeRC), Manchester Academic Health Science Centre (MAHSC)

    Threats and challenges
    Threats and challenges Intelligence Model

    Greater manchester response
    Greater Manchester response Intelligence Model

    • March 2011: Review of Public Health Intelligence system

    • June 2011: Project Implementation Plan

    • August 2011: AGMA Research Shared Services Review

    • January 2012: SWOT analysis paper to DsPH

    • February 2012: Public Health Intelligence/GM IM&T Shared Service Data Workshop

    • April 2012: Public Health IM&T Transition Project initiated

    Public health im t transition project
    Public Health IM&T Transition Project Intelligence Model

    • Reports to GM Public Health Transition Sub-board

      • SRO Abdul Razzaq (DPH, NHS Trafford)

    • Project Steering Group and Project Board established

      • Public Health, LA ICT and CSS representation

    • Project Outline produced. PID under construction

    • Project Management support from Greater Manchester CSS

    Agreed project outputs
    Agreed Project Outputs Intelligence Model

    • A Business Case and implementation plan that describes the activities and costs of the work to ensure that all LAs have access to N3 to deliver their public health responsibilities by 1st April 2013

    • A detailed Service Catalogue that outlines the datasets held by the CSS that could will be supplied to LA Public Health teams

    • A Data Sharing Protocol that outlines the terms and conditions under which public health teams in local authorities will be allowed access to NHS datasets held by the CSS

    • An agreed Delivery Model that sets out how CSS will support LAs and what the costs, funding mechanisms and governance arrangements will be

    • A Memorandum of Understanding that describes the professional relationship between public health analysts in local authorities and the specialist analytical teams within the CSS

    Project workstreams
    Project Workstreams Intelligence Model

    • ICT and systems connectivity

      • Review of current network connections undertaken

      • Will require ‘sense checking’ by LA ICT colleagues

    • Data requirements

      • Data requirements specification template being constructed

      • Temporary Business Analyst role within GM Transition Team has been advertised

    • Information Governance

      • Links with GM IG Board being made

    Key issues across nw region
    Key issues across NW Region Intelligence Model

    • Access to Patient Identifiable Data (PID)

    • IT and Information Governance

    • Time lag between local transition plans and establishment of national/regional structures, e.g. PHE E&I Teams, NW DMIC etc.

    • Intelligence provision in two-tier authorities – where does the responsibility lie?

    • Loss of NW footprint with establishment of new PHE North of England region

    Support from ph england and nhs cb
    Support from PH England and NHS CB Intelligence Model

    • Support for LAs seeking to complete NHS IG Toolkit

      • NW Transition Alliance?

    • National forum for sharing examples of best practice from other areas around public health intelligence transition, e.g. data sharing agreements between CCGs and LA

    • Further clarification of financial framework around access to data for LA PH teams from CSS/DMIC

    Round table discussions
    Round Table Discussions Intelligence Model

    • Each table to discuss one of the issues covered by the national update

      • Information management

      • Commissioning for Intelligence model

      • Public Health Advice (‘core offer’)

      • Evidence

      • PHE contribution

    • 45 minutes per session

    • Each session run twice (12.00-12.45 and 1.00 to 1.45)

    Questions for discussion
    Questions for discussion Intelligence Model

    • Where are you now?

    • Where do you think you should be in the new world?

    • What are the obstacles in getting there?

    Opportunity to share local experiences, problems and solutions and raise issues with national leads.