The RCP Health Research Support Service (HRSS)

The approach to transitioning the HRSS Governance Framework : Presentation for the National Information Governance Board

Contents

i. Background and current statusii. Meeting the Governance

requirements (current and future state)

iii. Transition activities: high-level list

Background

The Research Capability Programme vision is to:– Enable better health outcomes for the public and patients achieved at best

value for the taxpayer– Support the ambition to make the UK the preferred place to carry out medical

research, by building a nationwide health data and information platform that will enable research to achieve its maximum potential benefit.

• The RCP has piloted the Health Research Support Service (HRSS): – Proving feasibility – Identifying Lessons Learned to de-risk future delivery– Delivering interim benefits to RCP stakeholders

• The RCP has worked with external governance stakeholders, to build a consensus on the governance requirements and framework required for its Honest Broker Service

• The RCP is now ready to transition the capability it has created (create a fully operational, business as usual service) placing into a medium/long-term hosting organisation

Current Status

• It is agreed that the HRSS and GPRD capabilities will be combined to form

a new Service: The Clinical Practice Research Data link.

• The CPRD will be hosted within the MHRA, and be operational from April

2012

• RCP capabilities, assets and collateral to transition to the MHRA Nov ’11-

Mar ‘12

• This presentation: Overview of the approach to governance

arrangements- pre, peri and post transition. (Gap analysis between

current and future state).

Governance Requirements

• An integrated governance framework, which promotes effective cross-disciplinary working, to allow for quality, timely decision-making and eliminates unnecessary bureaucracy

• An integrated assurance and approvals framework for the programme delivery aspects of the work • Ensure that good governance is designed into the Programme and Service from the outset (For example:

new IT products, other project outputs, programme capabilities, benefits, delivery organisations, and business processes and procedures, audit and assurance activities etc)

• Ensure due checks and balances on governance matters, through external validation • Work as a Learning Organisation with respect to Programme and Service Governance: seeking to

continually monitor and improve performance • Building a governance organisation with the appropriate corporate and governance accountabilities• Embed the DH Protecting Information requirements into the operations of the Service and the Programme • Ensure the timely provision of governance related-management information to stakeholders, to inform

service and programme decision-making, communications and stakeholder engagement• To ensure Patient and Public Involvement activities are embedded throughout the governance functions

of the Service and Programme, and that the agreed PPI strategy is implemented successfully• Ensure staff and other, appropriate stakeholders are appropriately trained and aware regarding the

governance requirements of their roles (service / programme, wider corporate organisation)

These requirements are met through the governance functions and activities designed into current and future governance organisation, framework, policies, procedures and tools.

Meeting Governance Requirements: Current state

Meeting Governance Requirements: Planned future state (draft)

MHRA Agency Board

MHRA Corporate Board

Executive Committee for the CPRD

CPRD

Comms

PPI Panel

PolicyOps and Finance

Info. Mgmt.

HR

CPRD Expert Advisory Group

PPI Governance function

FUNCTION: Oversee BAU operations - contracts and commercials - Financial Management, budgeting - Service Management - Performance metrics: assess, assure, report - Progress against policy objectives- Sets scope of CPRD research work

FUNCTION: Oversee delivery of new capability Programme governance and accountability for: - Agreed new IT capability (y1-4)- Delivery of research services and products (TRAC(K) products) - New data source take-on- Agreed refinements to governance framework - Agreed policy objective contributions

FUNCTION: Sets future direction - Based on input from Partnership Committee and Agency and Corporate Boards- Oversee implementation across both operational and programme work streams- Report on progress against objectives (set, assess, assure report against metrics as required)

External interface

ISAC

External governance

organisations (NIGB, ECC,

REC, IGT etc)

Customers and users

Data source owners

Suppliers / providers /

partners

Industry, professional stakeholders

FUNCTION: CPRD Overarching Governance Board - Receive, review management information and reports - Monitor governance risks, manage / intervene as necessary - Oversight of governance improvement plans I.e. for NHS IG Toolkit) - Oversight of the PIA - Provide governance assurance to Executive committee, IAO, SRO, MHRA AB and CB and external gov’ce bodies

Inte

rnal

in

terfa

ce

DH RDD (inc NIHR)

NIHR Deputy Director, Head of Research Information and

Intelligence (DH Sponsor for CPRD)

NIHR Partnership and Assurance function for

CPRD

MHRA

DH

External stakeholders

DH – MHRA Partnership Committee

FUNCTION: - Receive, review Management Information and reports (from CPRD)

- Works with the RDD to produce / contribute to NIHR business intelligence processes

- Monitor governance and delivery risks from DH perspective, communicates / manages / intervenes as necessary

- Provide reporting function, and governance assurance role into the DH RDD

KEY:

Approach to transition: Activities list (Next Steps) • Work with external governance bodies (inc. NIGB, ECC and REC) to gain

input to transition approach • Finalise the future state governance organisation with the MHRA • Complete update work for PIA and EQIA• Create, submit new MHRA CPRD overarching applications to ECC and REC

(based on existing consensus and HRSS framework) • Detailed planning of transition of all items on assets and collateral register

(includes governance of assets pre, peri and post transition, agreeing of quality acceptance criteria)

• Gain appropriate approvals from ECC and REC before commencing CPRD operations

• Commence governance reporting to internal and external stakeholders, according to standard operating procedures