*Northern, Yorkshire & Humberside NHS Directors of Informatics ForumThe NHS ICs Operating Model / Responding to the H&SC Bill8th April 2011

*AgendaIntroductionChanging Business ContextReshaping the NHS ICOperating ModelClosing Remarks & Questions

*NHS ICEstablished in 2005,The NHS Information Centre is the central authoritative source of health and social care information, acting as a hub for high-quality, national and local comparative data to support policy, planning, assessment and effective service deliveryBased in the centre of Leeds

Was the NHS Information Authority

Merged with DoH Statistics Division

Merged with NHS Central Register

*Busy Year

*Changing Emphasis

*Road to The Strategy

*Signals in the Strategy (i)

*Signals in the Strategy (ii)stimulate a market for information providers who will develop new and innovative ways of presenting intelligible information to different audiences

the market should innovate, and not stop at the minimum that the NHS expects. There should be a new culture, which promotes the creation of value through information, where patient choice and patient control of records becomes the driver for all stakeholders to raise their game

Government, therefore, has its part to play in making more of data. Making data more readily available to the public, to information intermediaries and to innovators, will support the development of a far more vibrant and open environment for the provision of information products and innovative ways of exploiting data for the benefit of health and social care services..

*ALB ReviewNHS IC Changes:Firmer statutory footingCentralising data collectionAssuring Quality of collected dataCreating a National RepositoryMaking data available to others

*H&SC BillNHS IC Responsibilities:Systems for collection, analysis, publication / disseminationQuality AssurancePublish what is collectedMaintain an Information RegisterPowers to require / request data

May be required:AccreditationClinical Indicators

*Trying to Work Things Out

*Change In a Complex SystemVery complex picture of organisations / data / flowsHas evolved over many yearsData demands are varied (performance, payment)Little overall system governance / design

and we are about to re-wire it

*

*Information Flows (ii)

*Major National SystemsSecondary Uses Service (SUS)Hospital Episode Statistics (HES)Quality & Outcomes Framework (QMAS / QOF)Central Collections (UNIFY)Prescribing (ePACT)Electronic Staff Records (ESR)Central Finance (FIMS)GP Registrations/Screening etc (OpenExeter)etc..

*NewNHS ICNew world of NHS / SClandscapeNHS IC Statutory FunctionsWhite Paper / H&SC BillALB ReviewOther ALB functions(&relationships)Commercial Service ProvidersBusiness Model(thin / fat)Market ofIntermediariesInformation Delivery systemsCustomer RequmStandards & MethodsShaping NHS ICInformation StrategyConsultationsCentral Govt CIO Directiveseg data.gov.ukNational RepositoryQualityAssuranceeg outcomeseg infodelivery systemReshaping the NHS IC

*Our Basic Task is SimpleCollectProcessDeliver

*Customers Have ChangedDeliverDeliver< 20112011 >Front-line NHS / Social CareComparators / IndicatorsAnalytical Views / ToolsPublic / AccountabilityIntermediaries ( b-2-b )Data centric deliveryTransparency / data.gov.uk

*Collection Has ChangedCollectCentralised CollectorPowers to require dataEfficiencies needed across ALBsNew / different sources Keeping watch on burdenAssuring qualityEffective systems

*Processing Must ChangeProcessNational RepositoryAdd more value (eg linkage)Faster turnaroundIndustrial ScaleTransparent MethodsReliability / ConsistencyStandards

*Delivery Must ChangeDeliverAutomated data.gov.uk surfacingMore open standards / interfacesFaster access to data / contentEasier navigation / cataloguesManaged accounts with NHS ICSimpler access protocolsBetter user journey

*New Operating Model for NHS ICData Suppliers:DatasetsCollectionsSurveysRegistersWarehouses / Systems3rd Party sourcesCustomers / ConsumersIntermediariesNational (eg NHS CB)Official Stats / PublicRegulatorsResearchersShared Services+ new customers

Production:Technical capabilityOperational capacityNHS IC / 3rd partyExpertise:Domain / SMERequirementsDesign / Development

*Developing the Model

blueprintHealth Bill, ALB Review CommitmentsNHS IC Business Requirements / ConstraintsCustomer / Stakeholder RequirementsAs-IsRequirementsTo-BeCommissioningdeliveryCommunicatingour approach

*Developing an Operating Model...

*RelationshipsData & Content SuppliersCustomers / ConsumersSupplier RelationshipsCustomer RelationshipsExpertise PartnersCollection, Production & Delivery PartnersWe have important relationships with: Customers/consumers Data & Content Suppliers 3rd Party Capability (eg Northgate) External Expertise (eg Academia)They are all relationships that need to be managed, and many will be on a contractual footing too

*CollectionsCollectionData ServicesAcquisitionMarshallingValidation & Collection Qualitycollection instrumentsTransformation & ProcessingLinkagePseudonymisationProduct QualityCataloguePublicationWeb-platformData self-servicedelivery instrumentsCollection, Production & Delivery PartnersWe gather data from many different places, and in many different forms: Flat Files Collection instruments eg Omnibus Some direct system extracts Dedicated systems eg Clinical AuditWe have to manage those collections effectively, and promote quality at source = Goods Inward

*ProcessingProductionData ServicesData TransformationData ProcessingLinkagePseudonymisationProduct QualityCataloguePublicationWeb-platformData self-servicedelivery instrumentsCollection, Production & Delivery PartnersData we deem of acceptable quality can be processed into various assets or productsThe common DME platform is pivotal here to ensure that we can increase processing speed and efficiency, and reduce our overall per transaction cost. Standardising on a platform also facilitates inter-team flexibilityProduction processes have to be scheduled and managed effectivelyAcquisitionMarshallingValidation & Collection Qualitycollection instruments

*DeliveryDeliveryData ServicesCataloguePublicationWeb-platformData self-servicedelivery instrumentsCollection, Production & Delivery PartnersWe make assets and products available to customers/consumers through our e-platform which comprises: Catalogue Publication vehicles eg website delivery instruments eg SEFTWe want to increase the amount of customer self-service = more products in our catalogue, and easier access mechanismsAcquisitionMarshallingValidation & Collection Qualitycollection instrumentsTransformation & ProcessingLinkagePseudonymisationProduct Quality

*ExpertiseExpertise ServicesData / DomainProduct DevelopmentMethodsInformation & Statistical GovernanceAnalyticalCommercial

Expertise PartnersWe have specialist expertise which is essential to our business, and differentiates us from other organisationsWe use this expertise to shape new solutions, develop new methods, to answer questions, and to provide appropriate levels of controlWe must plan the appropriate use of such expertise as it is finiteSustaining expertise is important

*Order ManagementOrder ManagementEnd to End Order Management: Order triage Order Book Order entry Order tracking Order fulfilment Order problem managementOrder Planning / Scheduling: Prioritisation Scheduling / Orchestration Alerting & Notification Delivery planningBy treating everything we do as an order we can provide a framework which will help us manage the processes associated with that order, including prioritising, scheduling, planning and deliveryWe can order expertise in exactly the same way as we order an asset or product; its just the units and outputs that differ (eg 15 days of Azim Lakhani to produce an HSMR evaluation)

*Closing Remarks & QuestionsImportant role in the new landscapeThere are major delivery challenges Landscape is fluidThis is no moneywe shall have to think

Thank you for your time todayAndrew FrithHead of Informatics Strategyandrew.frith@ic.nhs.ukm: 07811 114206

*{ these materials are included for reference only }

*Annexes (linked into the presentation)Annexe 1 Functional DecompositionAnnexe 2 Customer WorkflowsAnnexe 3 Design PrinciplesAnnexe 4 Systems Issues

*Annexe 1 Functional Decomposition

*Functional Decomposition (i)Customer / Stakeholder InterfaceDevelopment

*Functional Decomposition (ii)Production ProcessesSchedule WorkPrioritise WorkQuality ControlData ManipulationData Supply to NHS ICData Supplier LiaisonSchedulingAcquisition / CollectionLegal / Licensing etcIG Compliance / RecordsAnalytical (data) WorkStorage / HoldingNarrative / AnalysisResource IdentificationManage External ProcessingContractual agreementsStandards ComplianceQuality ControlPrioritise / Schedule WorkSpecify WorkExecute Work Package(s)Receive / Accept OutputDefinition / SpecificationPublication / PresentationSchedule / CoordinateManage PublicationPackage & Deploy MaterialData Supply (to Customer)Marshall Material(s)Decide Delivery RouteDeliver via chosen routeIssue Handling / SupportResolution TrackingIssue IdentificationOrganise Fix / ResolutionCreate PublicationProduction ProcessesAcquisition ProcessesDelivery ProcessesProblem Management

*Functional Decomposition (iii)Manage Staff / TeamsObjectives / RolesWork Packages / PlansReview / PerformanceCommercialEstablish agreementsCommercial negotiationsInformation GovernanceEstablish IG / licence agrmntsAssess complianceManage NIGB / ICO relationsManage Financial ResourcesReview / ReportingFinancial / Resource envelopePlanning / DeploymentSkills / CapabilityReview / PerformanceProcurement / AcquisitionAssess / DecideSpecify requirementManage ProcessAcquire / AcceptManage ServiceCustomer / Supplier MgmtWork Schedules / Commitmts.Capacity / CapabilityComplianceCapability DevelopmentCommercial CapabilityEnforce complianceTraining / Staff DevelopmentPlan & Deliver DevelopmentIdentify RequirementProduce / Acquire MaterialsReview effectivenessQuestions:? Corporate governance / management? Expertise-based responses (no data)

*Annexe 1 Functional Decomposition{ back to presentation }

*Annexe 2 Customer Workflows

*Actors / User Journeys (ii)In recent web-strategy work we developed a number of user-journeys:UJ001: Senior Business Manager (private sector software developer) Wants to secure a one-off copy of 10 year HES data to develop software/reports to sell to local healthcare providers, local authorities and pharmaceutical companiesUJ002: Member of Public (diagnosed with a condition) - Looking for information on the prevalence and treatment of diabetes both nationally and in their areaUJ003: Head of Data Services (Commissioning Support for London) A heavy data user requiring consistent monthly information feeds with an SLA and an agreed payment modelUJ004:Journalist (national press) Writing an article about the cost of alcohol related treatment in A&E departments at a national and local level. Prepared to make an FOI request if data not readily availableUJ005: Information Analyst (PCT/GP Consortia) - Wants to find performance related information including comparisons, benchmarks and data for local useUJ006:Academic Researcher (pharmaceutical sector) Being funded by the Department of Health to do a study on the treatment of hypertension. Needs to find out what data/information is available, may need to link sensitive data

*Actors / User Journeys (iii)User Journeys continued.UJ007: Performance Manager (Provider Trust) Wants to know how productive/effective their service/s areUJ008:Member of Public (choosing a service provider) wants to know how their local GP surgeries are performing in the provision of pregnancy services UJ009: Regulator (CQC / Monitor) Wants regular streaming of national and local data to inform risk profiling and quality judgementsUJ0010:Commissioning Manager (GP Consortia) Would like to link GP event data with Office of National Statistics data on mortalities and understands that the resultant data file will need to be pseudonymisedUJ0011: Policy Maker (Department of Health) Wants all available national data relating to lung cancer to help develop public health policyUJ0012:Clinical Director (Provider Trust) Wants to know how well their unit is performing against their peersUJ0013: Information Manager (Local Authority) wants to deposit an MS-Excel dataset to the NHS IC

*Actors / User Journeys (iii)More complex journeys, derived from our White Paper role:UJ014: GPES request for national data from primary care to support QOFUJ015: Requirement to land a new dataset (eg renal registries) and make it available for secondary use through the national repositoryUJ016: Requirement to generate a new indicator and make it available for secondary useUJ017: Requirement to receive and process a dataset from a 3rd party data supplier eg ONS (assumes process has already been defined)UJ018: Urgent requirement to collect a new dataset and make it available to front-line organisations to support of Operating Framework indicators eg Ambulance Performance

And from the recent NARS reworking:Scenario D: Answer PQ, eg number of patients admitted for xxxxScenario H: Statistical Methodology Enhancement; eg change to readmissions rate queryScenario J: SUS CDS changeScenario M: Standard data download via www.data.gov.uk

*UJ001: Senior Business Manager (private sector software developer) Wants to secure a one-off copy of 10 year HES data to develop software/reports to sell to local healthcare providers, local authorities and pharmaceutical companies

123Commercial Mgmt456May need a commercial agreement in place for data supplyMultiple contact / negotiations with customer to resolve Information Governance and commercial agreementsWho coordinates the supply from 3rd parties to the customer?Depending upon how data is distributed to customer, may require logons?7Specification for work done by HES team at this point; assume a simple request

*UJ002: Member of Public (diagnosed with a condition) - Looking for information on the prevalence and treatment of diabetes both nationally and in their area122aSignposted from NHS IC to diabetes.uk, or other 3rd party sourceSome information directly available on IC website, or may route to other 3rd party from signposting portal3Specialist4Cant find what they need from the website, so may make contact with ICContact Centre might have to refer to a topic specialist to locate right information?56

*UJ003: Head of Data Services (Commissioning Support for London) A heavy data user requiring consistent monthly information feeds with an SLA and an agreed payment model123Commercial Mgmt47b7c911b8b1011a8a7aCollection of material from NHS IC sources eg via Data DepotNHS IC Managed Account / Login to get access to data-files3rd Party Managed Account / Login to get access to data-filesScheduled production run set up for query / request to generate the data / outputRequest may require data from more than one source to satisfy, so how is this coordinated with 3rd parties?Who manages the SLA with the customer and ensures scheduled delivery of product?Who coordinates the supply from 3rd parties to the customer?Collection of material from 3rd party source eg SUS-EMIG / commercial Agreements established56Informs customer of login details

*UJ004:Journalist (national press) Writing an article about the cost of alcohol related treatment in A&E departments at a national and local level. Prepared to make an FOI request if data not readily available1234a4bNHS IC AnalystPrepares Answer56Information might be available from websiteInformation might have to be collated from internal sources (eg FOI)

*UJ005: Information Analyst (PCT/GP Consortia) - Wants to find performance related information including comparisons, benchmarks and data for local use123a3bSignposted to other 3rd party sourceSome information directly available on IC websiteSome indicators available in IC tool eg NHS Comparators (needs login)4Similar journey to UJ002, but may provide more detailed data access as a result, therefore may require access to tools via a managed account6Specialist7Cant find what they need from the website, so may make contact with ICContact Centre might have to refer to a specialist to locate right information?5b5a89

*UJ006:Academic Researcher (pharmaceutical sector) Being funded by the Department of Health to do a study on the treatment of hypertension. Needs to find out what data/information is available, may need to link sensitive data.123Cant find what they need from the website, so have to make contact with ICSpecialistSpecialistSpecialist4a4b4c5aMultiple IC specialists may have to get involved to determine what is neededCommercial Mgmt5b6TDLS Service78a8b8cIf linkage required then TDLS service does the link / pseudonymise taskTDLS Service may require specialists to pull together discrete data extracts, or 3rd parties to produce outputs may need specs / quotes, commercial agreements to supply8d8e109May require complex approvals for access to certain data for research purpose. Might need NIGB approval, and/or commercial agreement to be in placeIf linkage required then TDLS service does the link / pseudonymise taskProduce output for delivery

*UJ007: Performance Manager (Provider Trust) Wants to know how productive/effective their service/s are123a3bSignposted to other 3rd party sourceSome information directly available on IC website, or routed to 3rd party via signpostingSome indicators available in IC tool eg NHS Comparators (needs login)45Same journey as UJ005. If the information does not exist, then another type of journey might need to be initiated (see UJ015 for details)6Specialist7Cant find what they need from the website, so may make contact with ICContact Centre might have to refer to a specialist to locate right information?89

*UJ008:Member of Public (choosing a service provider) wants to know how their local GP surgeries are performing in the provision of pregnancy services12a2bSignposted to other 3rd party source eg NHS ChoicesSome information directly available on IC website eg QOF, others routed to 3rd party via signpostingSimilar journey to UJ007. If the information does not exist, then generally would signpost to other source where information might be available eg NHS ChoicesCant find what they need from the website, so may make contact with IC3Specialist4Contact Centre might have to refer to a specialist to locate right information?56

*UJ009: Regulator (CQC / Monitor) Wants regular streaming of national and local data to inform risk profiling and quality judgements123Specialist45b5c69b8b9a8a5aCollection of material from NHS IC sources eg Workforce, GPESNHS IC Managed Account / Login to get access to data-files3rd Party Managed Account / Login to get access to data-filesScheduled production run set up for query / requestRequest may require data from more than one source to satisfyWho manages the SLA with the customer and ensures scheduled delivery of product?Who coordinates the supply from 3rd parties to the customer?Same journey as UJ003 (shared service agency) requires much of the same processes, although less requirement for commercial arrangements7a7bCollection of material from 3rd Party sources eg UNIFY

*UJ010:Commissioning Manager (GP Consortia) Would like to link GP event data with Office of National Statistics data on mortalities and understands that the resultant data file will need to be pseudonymised123Standard linked files on HESOnline not suitable, need to make contact with ICSpecialistSpecialist4a4b5May require approvals for access to certain data and/or agreement to be in place for data use/reuse6TDLS Service78a8bIf linkage required then TDLS service does the link / pseudonymise taskTDLS Service may require specialists to pull together discrete data extracts, or 3rd parties to produce outputs8c8d910Multiple IC specialists may have to get involved to determine what is needed

*UJ011: Policy Maker (Department of Health) Wants all available national data relating to lung cancer to help develop public health policy123a3bSignposted to other 3rd party sourceSome information directly available on IC websiteSome indicators available in IC tool eg NHS Comparators (needs login)45Same journey as UJ007. If the information does not exist, then another type of journey might need to be initiated (see UJ015 for details)6Specialist7Cant find what they need from the website, so may make contact with ICContact Centre might have to refer to a specialist to locate right information?Assumes that this information does not need to be manipulated for the policy makers use, otherwise journey is more complex89

*UJ012:Clinical Director (Provider Trust) Wants to know how well their unit is performing against their peers123a3bSignposted to other 3rd party sourceSome information directly available on IC websiteSome indicators available in IC tool eg NHS Comparators (needs login)45Same journey as UJ007. If the information does not exist, then another type of journey might need to be initiated (see UJ015 for details)6Specialist7Cant find what they need from the website, so may make contact with ICContact Centre might have to refer to a specialist to locate right information?89

*UJ013: Information Manager (Local Authority) wants to deposit an MS-Excel dataset to the NHS IC123Presumption that LA is already set up with Access/Login account, so they use this route to login to the collection application45These data receipt processes do not automatically signal quality problems back to data suppliers. Separate processes are usually run to validate the inbound data, and reports sent back to data supplier so that loop is repeatedMostly uses Data Depot for this kind of transfer nowNot all collection systems are integrated into the NHS IC portal

*UJ014: GPES request for national data from primary care to support QOF

12Specialist45May require complex approvals for access to certain data and/or agreement to be in place for data use/reuse. Refs to IAG for guidance76891031112Request elaborated by GPES specialistCustomer account set up on portalProcess handled by GPET-Q and GPET-E componentsData receipt into NHS IC; probably via data depot/SEFT

*UJ015: Requirement to land a new dataset (eg Renal) and make it available for secondary use

12SolutionSpecialist (design / options)New Opportunities Decision Making (+/or EDG / Board)46Project5Development Specialist(s)37Requirement & solution specification agreed with customerSolution Build / Buy / Commissioning8Rest of this journey is likely to follow that in UJ017 (landing data from a 3rd party supplier), so is not elaborated further hereThese are largely specification and/or decision making processes and therefore do not sit properly as a user journey through the systems portfolio illustrated above. However it is useful to illustrate those logical areas where developments will occur eg collection / landing system, processing etc

*UJ016: Requirement to generate a new indicator and make it available for secondary use12Decision Making(eg Indicator Board)Development Specialist(s)3457b7c7a6a6b6cMay require specific new data to be collected as part of creation of new indicator; in which case will require spec / design / build of collection processes tooMay require the commissioning of 3rd party processing to meet need, and therefore commercial and IG agreements need to be established too8a8a8a9Scheduled Production OutputScheduled Production OutputsWill need testing & operational acceptance processesRequirement defined and qualified

*UJ017: Requirement to receive and process a dataset from a 3rd party data supplier eg ONS (assumes process already defined)1234These data receipt processes do not automatically signal quality problems back to data suppliers. Separate processes are usually run to validate the inbound data, and reports sent back to data supplier so that loop is repeatedData receipt application eg Data Depot, or in some cases physical file receipt on CD. Scheduled transfer from data supplier to NHS IC Scheduled file acquisition from 3rd party data supplier 5File / Data cleared for production processingThis production processing will usually result in the generation of some form of analytical output eg indicators or publication materials

*UJ018: Urgent requirement to collect a new dataset and make it available to front-line organisations to support of Operating Framework indicators eg Ambulance Performance12Decision Making(eg New Ops)Development Specialist(s)3457b7a6a6bWill require specific new data to be collected as part of creation of new indicator; in which case will require spec / design / build of collection processes too8a8a9Scheduled Production OutputWill need testing & operational acceptance processesRequirement defined and qualifiedMay decide to do this through 3rd party collection vechile instead

*Scenario D: Answer PQ, eg number of patients admitted for xxxx

1234a4bNHS IC AnalystPrepares AnswerInformation might be available from website5Exec Sign-offAnalyst might have to do analytical work to answer questionFormal QC and QA processes to ensure answer is correct, and formal sign off by Head of Statistical Profession6Formal process for transmitting answer to parliamentary office

*Scenario H: Statistical Methodology Enhancement; eg change to readmissions rate query

12Decision Making(eg Indicator Board)Development Specialist(s)3457b7c7a6a6b6cMay require specific new/different data to be collected as part of reworking of indicator; in which case will require change control to existing, or spec / design / build of new collection processes tooMay require adjustment to the 3rd party data collection and/or processing to meet need, and therefore commercial and IG agreements might need to be adjusted accordingly8a8a8a9Scheduled Production OutputScheduled Production OutputsWill need testing & operational acceptance processesRequirement defined and qualifiedVery similar to UJ016, the generation of a new indicator, except in this case it is the impact of the change that is the most important processFormal impact assessment required

*Scenario J: SUS CDS change

1Decision Making(eg NIRS Board)Development Specialists2aChange notification from ISBFormal NHS IC impact assessment requiredSupplier SpecialistsLiaison with BT specialists to assess impact of change, timetable etc2b34Required changes made to production processesScheduling / planning of production changesVerification / QA & acceptance of changes

*Scenario M: Standard data download via www.data.gov.uk

12Assumption that the required data is accessible directly from the NHS IC website (will be true for all data.gov.uk entries)3Simple registration details taken for file downloads (DN: is this true for all NHS IC sourced downloads?)abcdScheduled production run to generate the standard outputs and package these for web consumption

*Annexe 2 Customer Workflows{ back to presentation }

*Annexe 3 Design principles

*High Level Operating ModelData SuppliersData Customers

*OM Tier 1 Principles NHS IC Level Customer Responsiveness and Delivery Manage Data Assets Consistent End-to-End Design Effective Use of Resources Appropriate Quality Exploit External Partnerships Continuous Improvement

*Operational Planning Principles1. Customer Responsiveness and Delivery - Defined and optimised internal and supplier relationships, Customer guidance and training, More agile new product development2. Management of Data Assets - Know what resources are available, and balancing commitments and new orders against resources3. Consistent End-to-End Design - Modular segregation of activities (eg collection, production, delivery), Identification of Process Checkpoints, Documented Business Processes, Communication of Architecture and Reference Models4. Effective Use of Resources - Centres of Excellence, MI for Operational Planning, Standardised and flexible IT infrastructure5. Appropriate Quality - Reuse of existing processes and systems where adequate (not rip-and-replace), Agile Development practices, business-justified infrastructure requirements, Risk Management6. Exploit External Partnerships - Supply-Side concept testing, Well-defined and open technical interfaces, Use of COTS products7. Continuous Improvement - Reuse of existing processes and systems where adequate (Build on what we have), Simplify the application landscape, Project Structures and Governance, OM Design Authority, Senior staff involvement

*Standards, Quality, Methods, IG Principles1. Customer Responsiveness and Delivery - Define DQ requirements with product requirements so that customers know what they will get2. Management of Data Assets Importance of IG compliance so customers only see what they are entitled to see, Use shared reference data, use of open standards3. Consistent End-to-End Design Use standard terminology and definitions as laid down by the OMDA4. Effective Use of Resources Build data quality checks into collection instruments for automated checking at source, Use the most effective linkage method for the particular purpose5. Appropriate Quality -, Define the methods and data used for linkage and to produce indicators, and how they should be used, Surface DQ metrics with products so that data users understand the quality of the data they are using, and are aware of any limitations6. Exploit External Partnerships Transfer data securely, Ensure that all use is covered by appropriate terms and conditions 7. Continuous Improvement - Measure and report linkage reliability, Feed back DQ metrics to providers to help them to identify problems and improve quality

*Order Management Principles1. Customer Responsiveness and Delivery - Single Contact Centre, Proactive Order Management process, Customer Categorisation, Customer feedback2. Management of Data Assets Accurate and streamlined customer quotations based on knowledge of available data assets3. Consistent End-to-End Design Managed order handling, including control points and feedback4. Effective Use of Resources - Triage and Proactive Modification of Requests5. Appropriate Quality - Proactive modification of customer requests eg to suggest simpler / quicker alternatives6. Exploit External Partnerships Rapidly provisioning additional capacity to service orders based on demand7. Continuous Improvement - Seeking and acting on customer feedback

*Collection Principles1. Customer Responsiveness and Delivery Sourcing of new collections based on customer needs2. Management of Data Assets - Collection of granular data3. Consistent End-to-End Design - E2E Design of Collection processing, Robust Data Quality checks and requirements4. Effective Use of Resources - Reduction of duplication and waste (eg collecting data items twice)5. Appropriate Quality - Allow data updates over time (as more complete data becomes available)6. Exploit External Partnerships - Partnership with Data Suppliers, Reciprocal arrangements for data sharing7. Continuous Improvement - Data Quality Feedback to suppliers

*Production Principles1. Customer Responsiveness and Delivery - Consistent and repeatable internal production processes2. Management of Data Assets - Identification and definition of data assets, Ownership of data assets, Metadata tagging, Inventory Management 3. Consistent End-to-End Design Consistent production environments, well defined processes and control points4. Effective Use of Resources - Standardisation of approach, Maximise utilisation of production capacity5. Appropriate Quality - Reuse of existing processes and systems where adequate (not rip-and-replace)6. Exploit External Partnerships - Providing external experts with access to our data and environments, Competitive outsourcing of mundane processing work7. Continuous Improvement Ongoing refinement of production processes

*Delivery Principles1. Customer Responsiveness and Delivery - Enabling customer self-service 2. Management of Data Assets Catalogue of available products3. Consistent End-to-End Design Delivery coordinated with collection and production4. Effective Use of Resources Encouraging customer self-service where possible5. Appropriate Quality - Publish not Polish, Transparency via metadata6. Exploit External Partnerships - Making data available for others to analyse (eg data.gov)7. Continuous Improvement - Ongoing consolidation and optimisation of delivery channels

*Annexe 3 Design principles{ back to presentation }

*Annexe 4 System / Data Flow Issues

*Systems / Data Flows - Physical

*Systems / Data Flows Logical BlocksIC data collection systems3rd party data collection systems3rd party transactional systems3rd Party Analytical Tools3rd party websites & publication vehiclesIC controlled, but off-site 3rd party processing systems eg Northgate HES3rd party data warehousesIC data packagingsystemsContent MgmtsystemsIC data receipt & marshallingIC production data processingIC request handlingIC portal / access control3rd party access controlsIC customer facing analysis toolsIC websites & publication vehiclesIC QC/QAIC analysissystemsIC data storageIC issue handlingIC process trackingsystems3rd data supply / extracts3rd party data processing systems, eg SUSRef DataInfo.Gov.DataDeliveryLink

*Systems / Data Flows Issues (ii)Multiple data collection systems within, and without, NHS IC which provide key data!!!!Limited ability to control this kind of 3d party processing, and coordinate the delivery of its outputs to customers!Reference data not coordinated across NHS ICMultiple points of access for different data delivery types, depending upon data provider!!!No common work tracking systems / processes!Team specific data handling and marshalling processes, scripts and systems!Production processes entirely determined by local team; not coordinated with others!No common incident mgmt approach!NHS IC has started to consolidate its data delivery mechanisms, but more work to do in this area!Inflexible contractual / partner arrangements + too dependent!Bottlenecks around corporate processesMultiple stop-starts and manual activities

*Annexe 4 System / Data Flow Issues{ back to presentation }

*******************************************************************