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NW Chief Clinical Officer for Informatics . January 2007: A Strategic Role. Ipsos MORI 2005. A Baseline Study on the National Programme for IT Summary Report Research Study Conducted for NHS Connecting for Health June 2005.

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nw chief clinical officer for informatics

NW Chief Clinical Officer for Informatics

January 2007: A Strategic Role

ipsos mori 2005
Ipsos MORI 2005

A Baseline Study on the National

Programme for IT

Summary Report

Research Study Conducted for

NHS Connecting for Health

June 2005

slide3

Connecting for Health and the National Programme: Enabling Healthcare &Engaging Clinicians

A N Coley 2005

slide4

Connecting for Health and the National Programme: Enabling Healthcare & Engaging Clinicians 1

The purpose of this document is to ask the

question; can the products of CfH and

the National Programme become embedded into everyday clinical situations and will we see this enhance the consultation between the patient and clinician?

Jan 2006

slide5
“The overriding problem with failed IT projects in general, and particularly in clinical culture, is

lack of attention to the human elements of changing behaviour among professionals”

Department of Health. Delivering benefit from the National Programme for Information Technology (NPfIT): A strategy for engaging front line staff and patients

slide6

Success with clinical computing depends on far more than automation and attention to hardware, software and networks.

It requires the simultaneous navigation of important socio-cultural pathways, each dependant on the other and all aimed at the transformation of the ways in which staff function as team-based professionals.

what is clinical engagement
What is Clinical Engagement?

Does it become a tick box exercise in a project plan?

Or is it a transformational path?

engaging grass root clinicians
Engaging grass root clinicians?

H2O

How often do they need more

encouragement to drink?

seven key beliefs
Seven key beliefs

Genuine engagement occurs most effectively following debate at a local level

Place the patient at the centre of a cultural move towards a new pathway

slide13
Evidence & benefits realisation are compelling and need to be framed with relevance Rogers & Plsek

Local clinical leaders are essential, they often have legitimacy with their colleagues and are seen as “honest brokers”

When a new system has been applied successfully in a local context, this “strength of evidence” is very persuasive

slide14
Align roles and responsibilities between clinical leaders and managerial directors

The request for a clinician to change their working process will produce dissonance

slide15

Disengagement

Dissonance

Behavioural management

And transformational change

Engagement

slide16

Historical NHS

Policy Implementation

DH

Clinical Advisors

SHA

The driver

Of line

management

GP’s

Nurses

AHP’s

PCT

Clinical advise

Clinical engagement

Consultants

Nurses

AHP’s

Trust

slide17

New Double Helix

Approach

DH & CfH

Clinical

Advisors

SHA

Value

Belief

Engagement

GP's

Patients

Pathway

Driver

Nurses

PCT

Consultants

Trust

AHP's

clinical leadership
Clinical Leadership

Clinical engagement and developing clinical leadership are very much complementary to each other.

Without clinical leadership, there can be no effective leaders to clinically engage with.

clinicians myers briggs
Clinicians & Myers Briggs
  • Clinical Experts
  • Quality and Governance
  • Change Leaders
the health informatics clinical advisory team
The Health Informatics Clinical Advisory Team

Dr. Andrew Coley

General Practitioner

Senior Medical Advisor

NHS North West

Dr. Amir Hannan

General Practitioner

Haughton Thornley Medical Centres, Hyde

Mr. Bibhas Roy

Consultant Orthopaedic Surgeon

Trafford Hospital

Dr. Asad Sadiq

Consultant Psychiatrist Pennine Care Mental Health Trust

Dr. Sydney Schneidman

Consultant A & E

Morecambe Bay Health Trust

Dr. Rhidian Bramley

Consultant Radiologist

Christie Hospital, Manchester

slide22

Health Informatics Clinical Advisory Team

(HICAT)

HICAT MISSION STATEMENT

The Health Informatics Clinical Advisory Team works across the complete healthcare spectrum ensuring that the people of the North West enjoy better care, better health and a better life, through the innovative and efficient use of Information Technology.

slide23

The National Program enabling healthcare

through enabling clinicians.

Members of Clinical Implementation

Support Team working with CSCA

Clinical Advisor

Acute Care

Clinical Advisor

Mental Health

Clinical Advisor

Primary/Community

Chief Clinical Officer

slide24

Multidisciplinary strategic clinical

leaders

Clinical Advisor

Acute Care

Clinical Advisor

Mental Health

Clinical Advisor

Primary/Community

Chief Clinical Officer

slide25

Clinical Engagement Escalator

Embedding

Clinical Champion to bring about

Clinical Engagement and imbedding

Multidisciplinary strategic clinical

leaders

Acceptance and

implementation

Clinicians for Product

Testing

Dissemination

Early implementers

Clinicians for Product

Development

Clinical volunteers

Clinical Advisor

Acute Care

Clinical Advisor

Mental Health

Clinical Advisor

Primary/Community

Awareness-raising

Chief Clinical Officer

slide29

The Networks are part of the SHA clinical engagement strategy. It builds clinical leadership and engagement capability with a focus on leading change and delivering service improvement at a local level.

NHS

(commissioning)

Board

North West SHA

Healthier Horizons

National Leadership Council

QIPP

NW

Clinical

Networks

Delivering Improvement

through Clinical Engagement

Med

Directors

CLN

  • Focussed Briefings
  • Strategy-aligned
  • ALS
  • Clinicians, AHPs, & Managers

Leadership Academy

Cardiac

Network

NW GP

Consortia

Stroke

DoN’s

AQuA

PEC

Chairs

An ethos of implementation at LHC level

Clinical Expertise

Quality, Design, Governance

LPC

Health & Wellbeing

HICAT

&

CHIL

Ethos

BMA

Cancer

Mental

Health

AHP

Enabling Health Informatics

Urgent

Care

V1 Draft 091109

slide31

Lack of user involvement (lack of clinical engagement)

  • Long or unrealistic timeframes
  • Poor or no requirements
  • Scope creep- the scope increases insidiously as the project progresses
  • No change control system- especially in consideration of changing requirements as the project progresses
  • Poor testing- testing is not done by those on the front-line, but by contract workers