1 P a g e BUSINESS INTELLIGENCE STRATEGIC PLAN & ROADMAP

Size: px
Start display at page:

Download "1 P a g e BUSINESS INTELLIGENCE STRATEGIC PLAN & ROADMAP"

Transcription

1 1 P a g e BUSINESS INTELLIGENCE STRATEGIC PLAN & ROADMAP

2 Paper Issue Name Business Intelligence Strategic Plan & Roadmap DRAFT Issue Number 1.0 Issue Date January 2015 Version 1.0 Authors Approved by Nick Lewis, Ruth Yates, Mark Saul and Harjeet Dhaliwal Denis Lenihan and Stewart Bond Further Information 2 P a g e

3 Introduction Summary Through the delivery of this Strategic Plan, we will be able to deliver a successful Business Intelligence service that is responsive to customer need, competitive and cost effective while it establishes itself in the marketplace. We have the opportunity to take advantage of considerable in-house expertise and existing infrastructure to create a marketable Business Intelligence suite of products, which will benefit the CSU in supporting its customers and the patients they serve. Mission To deliver a first class service, providing commissioning organisations with the intelligence they need to transform and optimise services and improve outcomes for patients. Vision Our Vision is to use highly specialist skills, analytical expertise and cutting edge reporting tools to present relevant, insightful and timely health and social care data to enable Commissioners to act: identifying opportunities, understanding what good looks like, establishing mechanisms to measure, monitor and predict and providing assurance on the delivery and evaluation of redesign. We understand our customers and work with them to develop a service which can respond swiftly to client need. We invest in our staff to ensure they have the skills to deliver guidance, advice and assurance on local delivery. Current context for delivery In summer 2014 the CSU Business Intelligence Services across Central Midlands, Lancashire and Staffordshire were merged into a single Department. We have carried out a SWOT analysis of our current state to inform our Strategic Plan. Strengths Established BI Product(s) and Tool(s) Established DSCRO Highly skilled Staff Established customer base Good quality health and social care data sets Opportunities Deliver BI service to other Commissioning organisations Improve efficiency and effectiveness by integrating and delivering at scale Offering data processing service Weaknesses Fragmented offer, very bespoke in places Some dissatisfaction with service among CCG customers Difficult to integrate across geographies Threats Dependent on IT for successful delivery Challenging market to attract and retain analytical and developer staff Restrictions on the ASH status for CSUs 3 P a g e

4 Strategic Goals Operational methods: To fully integrate the service across current geography Financial goals: Customer relations: To provide BI Service/ Products to new commissioning customers and bring in new income streams To improve customer satisfaction levels Organisation members: To build a highly skilled workforce that can deliver insight and innovation 4 P a g e

5 Goal 1: To fully integrate the service across geography Background In the context of a challenged financial environment for our CCGs and against a back drop of efficiency saving requirements, we have prioritised service integration as a Strategic Goal. By integrating services and infrastructure we can increase productivity, improve our product offer, create resilience and invest in the skills and expertise of our staff. At the outset of the programme of integration we identified four key work streams and work stream leads: DSCRO & Data Processing Data Warehouse BI Portal Insight and Analytics The work stream group has been responsible for making a number of key decisions to fully integrate and improve the BI service offer for our CCGs, GP Practices, Area Teams, Independent Healthcare Providers and other CSU functions. This group has also been responsible for proposing the new BI Departmental structure that will be shared with staff via the CSU consultation process. The work stream leads meet on a regular basis to agree actions and co-ordinate delivery. They have set up a number of Task-and-Finish groups to deliver the integration programme. These groups act as a Multi-Disciplinary Team designed to collaborate on the deliverables identified in the Strategic Plan. We will keep staff up to date on the progress of the Task and Finish Groups delivery by maintaining a blog for each group on the Staff Portal and a set of Programme documentation. 5 P a g e

6 Principles for Integrated Working The Strategic Plan is designed to provide a clear vision of where we are heading as a service. A Road Map for integration also needs to consider the principles of how we want to work together. This will require a number of cultural, technical & operational adjustments to be realised in order to support effective BI delivery. The following sets out the Principles we have agreed that we will follow: Analysts and Developers will work together on product development; this will ensure that products are higher quality; that we make most effective use of staff time; and that products are delivered quickly. We will be proactive in ensuring that the work we do delivers benefit widely; produce analysis and reporting that has the potential to be used anywhere, avoid silo working, find mechanisms to share work centrally. We work closely with other CSU functions to ensure delivery; particularly working with IT to ensure that delivery is not compromised by customer IT issues We will develop a culture that promotes sharing and develops opportunities; To get buy in from everyone about how we should be working/valuing each other We will be proactive in communicating with our staff; organise regular opportunities for staff to meet senior management and ask questions, regular broadcasts on the delivery of the Strategic Plan and encourage use of the Staff Portal for BI staff to share and collaborate. Work stream delivery DSCRO & Data Processing The Data Service for Commissioners Regional Office (DSCRO) will continue to be hosted at Central Midlands. As considerable investment has been made in the Central Midlands technical infrastructure it was agreed that this is where all DSCRO data processing should be undertaken. This includes processing of all patient identifiable data. 6 P a g e

7 Other aggregate datasets such as performance will flow directly into CSU Data warehouse initially, but will be reviewed if value can be added by DSCRO processing. There are a number of key data sets for DSCRO processing including : SUS, NHAIS, Risk Stratification, Community, Mental Health, Primary Care, SLAM Key deliverables: Risk stratification data processing. Data Services for Commissioners Regional Office (DSCRO) environment construction and hosting Separate infrastructure for DSCRO and CSU Data warehouse Processing data at scale with a single source (i.e. one version for all datasets) Provide outputs with value added information e.g. calculated fields for length of stay, nursing home flags, etc. Pseudonymisation Data quality programme Close down of MicS Portal as Aristotle rolls out to CCGs Data Warehouse The Data Warehouse will be hosted in Blackpool and will be an expansion of existing infrastructure (currently supporting Lancashire delivery). The funding for the new infrastructure has been acquired and will be operational as soon as achievable though this will not be until the new financial year due to order and delivery dates and deployment timescales. The current Data Warehouses in Staffordshire and Central Midlands will be phased out or redeployed over the next 18 months. Data warehouse staff across the patch will work collaboratively. Current reporting for Central Midlands and Staffordshire will need to be moved from existing Data Warehouses in line with Aristotle roll out (see below) to ensure that all reporting is coming from the same source. There will be separate servers to support Aristotle (see below) and Analysts. Requirements gathering for this work have begun. In order to provide the best possible infrastructure to support the delivery platform, the existing Blackpool VMware server and Storage Area Network environment provides the most cost effective solution overall. This benefits the CSU in already being established and provides a resilient infrastructure in which to host its Business Intelligence services, providing greater performance and expansion capabilities, building on an infrastructure that is also under manufacturer warranty until Key requirements: Secure Customisable Supporting automation of routine tasks - Do it once Supportive of ad-hoc querying Key deliverables: Analyst and reporting cubes 7 P a g e

8 BI Portal Aristotle will be rolled out to Central Midlands and Staffordshire CCGs in three phases between now and August. In the first instance Aristotle will be rolled out as is but the Task-and-Finish groups will map existing reporting to Aristotle, identify gaps, and detail and prioritise development requirements for the work stream leads to discuss and approve. For contract reporting local data owners will be responsible for reconciling reporting before it goes live on Aristotle each month. Following an exercise to gather expert advice and appraisal of the current data warehouse infrastructure and alternative operating platforms, the decision was made to go with a Microsoft SharePoint 2010 and Microsoft SQL Server 2012 combination. This provides a platform to meet the primary requirements, offering a secure environment with the flexibility of an adaptable, friendly user interface. This enables the delivery of a CSU Business Intelligence solution compatible with existing customer desktop infrastructure. The delivery via SharePoint enables a swift deployment and product development of a Business Intelligence Portal, benefitting from SharePoint s flexibility and the BI skills and tools already prevalent within the CSU and CCGs. In order to further support this means of delivery and platform of choice, the purchase of Microsoft software assurance allows access to the latest versions of the software without any further upgrade license costs until March This enables the CSU to take advantage of evolving Microsoft SharePoint and SQL software, as and when ready to do so, supporting continuous development over the next 3 years. Key requirements: Intuitive - Simple to use and easy to understand Flexible, Adaptable Exportable Contract monitoring reporting Utilising the most appropriate reporting delivery tools - not one tool fits all Delivered with seamless integrated security (no multiple logins wherever possible), a web based portal available on all desktops and mobile devices access whenever you need it Compliant with mobile working GIS mapping Capable of hosting bespoke CCG developed reports which can be delivered at Practice level Expandable allowing future development opportunities Key deliverables: BI content for CCG Executive Team Reporting Full Contract Monitoring and Contract Management reporting tools Provider/Commissioner Performance and Quality reporting Risk Stratification Reporting Tool 8 P a g e

9 Patient activity reporting Benchmarking Practice Quality Outcomes Framework & Quality and Productivity reporting (QOF & QP) CCG Performance reporting Prescribing reporting Dashboards Customer comment capabilities Data Alerts and subscriptions GP Practice system integration Insight and Analytics There has been a revolution in Health Informatics over the last five years and what it means to be an Analyst in the NHS has transformed in that time. This Strategic Plan is designed to clearly set out how we will pull together a fully integrated service where we re using the right people, in the right places to do work that delivers real value to Commissioners. We have identified a number of Quick Wins on the integration of the service which we have begun to implement: We will organise regular events bringing together BI staff to deliver strategic direction give provide opportunity to meet each other We will standardise job titles, descriptions and person specs across the whole patch. 9 P a g e

10 We will develop an Insight Programme of Analysis which will deliver to all 24 CCGs (and potentially other customers) We will develop an integrated Product Offer which describes the BI services and products that we deliver to customers Analytical staff will be involved in all of the Task and Finish Groups which will act as the primary mechanism for delivering integration. As part of developing our staff (see Strategic Goal 4) we will put in place the technical skills for staff to routinely produce analysis at scale, building automated reporting which will support the local delivery of insight. We will also offer support to staff in growing expertise in relevant datasets and how to use them intelligently. Our Insight Programme of Analysis will be designed to address the core Business Intelligence requirements of our CCGs so that we can, over the next 12 months, reduce the reactive and firefighting nature of our work. We will create a portfolio of analytical work to inform the Aristotle Development Programme and provide an opportunity for Analysts to collaborate and share work. We aim to better support hub and embedded staff by integrating and automating the current reporting portfolio, understanding wider customer requirements and adding value to the day to day work of our analysts. Key deliverables: Bi-annual analyst awaydays New Job Descriptions and Person Specifications for all analyst roles Insight Programme of Analysis Integrated Product Offer Skills and knowledge matrix based training opportunities 10 P a g e

11 Goal 2: To provide BI Service/ Products to new commissioning customers and bring in new income streams Background The Business Intelligence function is currently made up of a number of legacy services reflecting the fast paced changes to Commissioning Support Units over the last three years. We have described the plans we have put in place to integrate the service and deliver benefits to existing customers, but we also need to consider how we build a service that can be delivered to new customers. It is critical for us to bring in new income streams to enable us to invest in new products and innovations so that the service for existing customers remains the most attractive in the market and that we contribute to the future stability of the CSU by attracting new BI customers. CSU Business Intelligence staff have very limited commercial experience and, as a result, there is a risk that we could fail to have a successful strategy on the growth of new business. As a function we will need to develop a commercial identity, pursue strategic partnerships with private and public sector and create a simple and easy to understand pricing structure. Work stream delivery DSCRO & Data Processing There may be opportunity to collaborate with other DSCRO functions to further exploit opportunities to deliver data processing at scale. These will be explored with colleagues from other CSUs. There are also potential opportunities to offer a Data Processing service to colleagues outside of the NHS. These will be explored once the integration programme has stabilised. Data Warehousing Opportunities for developing new business on Data Warehousing will be limited and the initial focus will be on integration. However, early opportunities include offering a Data Warehousing function to other public sector bodies, especially Public Health and Social Services, where the opportunity arises. BI Portal Again, in the first instance, the focus will be on integrating portal delivery across existing customers. However, future opportunities include developing an Aristotle Lite product offer that could be deployed quickly to new or potential customers. Insight and analytics Delivering a new Integrated Product Offer will give our customers and staff a clearer picture and shared understanding of delivery and will also enable us to clearly demonstrate to potential new customers what they could buy from the CSU. We will make the full BI service attractive to new CCG customers outside current geography and ensure that we put the processes in place to make delivery scalable. 11 P a g e

12 With an analytical, insight based approach we will proactively seek out and successfully manage a wide range of relevant datasets to add value. In addition to giving existing and potential customers a pathway based approach to intelligence through linking Primary, Acute, Community, Mental Health and Social Care data, we will use geographic, demographic and commercial population segmentation datasets to enable us to present a wide range of metrics to give a deep and contextualised picture to Commissioners. Where possible we will build our reporting and analytics using National datasets so that we can talk to potential new customers with expertise about their Commissioning challenges and opportunities. We will take a proactive approach in providing potential customers with free samples of the work we produce to demonstrate the value of our service. We will demonstrate to existing and new customers our knowledge, experience and expertise, on, to deliver intensive Commissioning Intelligence Support consultancy on specifications submitted to the Lead Provider Framework. Key deliverables: Integrated Product Offer Case studies demonstrating our effectiveness Portfolio of reporting which we can run for anyone Clearly branded outputs Effective management and linkage of the Big 5 datasets (Acute, Community, MH, Primary and Social Care) Demand based activity and finance planning and monitoring model 12 P a g e

13 Goal 3: Improve Customer Satisfaction Levels Background While it perhaps inevitable that, as we move into a competitive market for the procurement of Commissioning Support Services under the Lead Provider Framework, we will lose some of our existing customers, it is critical that we put measures in place to ensure that we are keeping existing customers happy with our service. We don t currently have in place reliable mechanisms to measure the levels of customer satisfaction with our service. The existing process has very little service line reporting and the scoring from customers is often done by someone who does not directly use the BI service. We will: Establish a staff group to identify and implement a set of recommendations on how we regularly capture customer satisfaction with our service and what mechanisms we need to put in place to improve the way our customers feel about the service. Consistently share the results of customer satisfaction surveys with staff to motivate staff to improve and maintain satisfaction levels Work with the Staff Development function to improve the process of collecting and measuring customer satisfaction. Create straightforward and effective mechanisms for embedded CSU BI staff to feedback on customer expectations and requirements; creating a timely and responsive service. Principles for Delivering a Customer driven service All of our CCG customers are important; we will work flexibly to ensure that we deliver a consistent service across the patch, using our size gives to provide a resilient service. Customers will be engaged regularly; during development; this will stop us creating products that we assume customers want, prevent release of products to live portal which then have to be withdrawn and amended due to not meeting customer need. Delivery comes first; all parts of the Business Intelligence function need to pull together to prioritise the delivery of our Product/Service offer. Customers need to be confident in our expertise; having specialist, highly skilled staff working to a clear remit on a day to day basis with our customers will give them confidence in the service we deliver. Work Stream Delivery BI Portal We recognise that an important part of keeping the service we deliver relevant and useful is to regularly engage with customers as part of the service and product development process. While development will be undertaken by CSU BI, it must be informed by customers. We will: Engage with customers to ensure that report and portal design is customer focused Develop Steering Groups to include customer, primary care data quality, training and IT providers so that all parties critical to successful delivery share ownership 13 P a g e

14 Regularly consult CCG BI Leads to maintain visibility and reinforce customer driven approach Carry out testing focused portal and report design We also need to ensure that we are clear and confident in our delivery of products and services to customers to ensure they recognise we can meet their needs. We will: Have a flexible approach to training sessions to ensure they are designed to meet the needs of the audience, are held at a convenient time and place and delivered by suitable trainers. Engage customers in the design of training sessions so that we are clear on how our reporting tools meet their business requirements. Provide additional sessions to pick up new staff and refresher training for existing users Critical to the successful delivery of Aristotle will be the use of the product by CSU embedded BI Staff to respond to customer demands. It is critical that our staff actively promote the use and benefits of Aristotle to customers and that it becomes an essential part of operational delivery of the CSU service. We have accumulated considerable experience of what works in delivering BI and the current programme of integration, in particular the planned roll out of Aristotle in Central Midlands & Staffordshire, will build on that knowledge base. To facilitate this, we will: Work in partnership with our customers to ensure that we deliver products that they need and benefit from Devise a customisable Aristotle implementation package when rolling out the product which can adapt to different customer priorities Measure/capture customer experience data from the roll out process Through a combination of customer partnership, new technologies and national guidance we will continuously improve delivery to enhance the experience of existing customers and improve the commercial opportunities for Aristotle It is clear from experiences to date that certain fundamental criteria must be met to secure customer confidence and trust Ensure the information can be trusted - implement standardised reconciliation processes Ensure top to bottom reporting - the same information can be used for board reporting and can drill down to patient level where permitted One version of the truth - be the sole trusted source for information Save the customer money provide BI tools which monitor contract performance and identify opportunities to challenge providers Insight and Analysis Our approach to delivering customer driven insight and analytics is to focus on the questions that CCGs need to answer to become effective Commissioners. In our development of an Integrated Product Offer we will consider: What tools and reporting do commissioners need to understand demand? 14 P a g e

15 Who are the people that would most benefit from service change and what are the most effective ways to reach them? What activity and finance planning will Commissioners need to understand and model as part of the annual Planning round? What opportunities are there for Commissioner s to improve outcomes and reduce cost? How can Commissioners best measure the impact of the plans they have put in place? What was the effectiveness of previous plans to improve outcomes and/or reduce cost? We already have highly skilled BI staff embedded with the CCGs to support them with their day to day Business Intelligence needs. It s critical that we use the evidence of what customers are asking for to inform our delivery. To do this we will implement the use of an Information Request System which will enable us to capture and analyse what customers are asking for. There are a number of ways a customer driven approach needs to be part of routinely delivering analysis, including Devising and sharing a list of useful prompt questions for Analysts to use in discussions with customers to understand requirements Taking a proactive approach to understanding how well the service that has been delivered met or exceeded customer expectations Asking the so what question of all the work we produce Producing analysis that can be run for all customers to give them insight they haven t asked for Evaluate service delivery and effectiveness Demonstrating the value of products and services via the use of testimonials, case studies and National evidence Demonstrating the resilience and strength of the CSU BI offer by supporting embedded staff with the things the customer didn t ask for, but would value Key deliverables: Integrated Product Offer Gap Analysis of service delivery Prompt questions for requirements gathering Information Request System Customer feedback mechanism Insight Programme of Work 15 P a g e

16 Goal 4: To build a highly skilled workforce that can deliver insight and innovation Background Providing a Business Intelligence service in the Health Sector requires specialist staff and the opportunities for people with the right skill set and experience have grown significantly in recent years. As a result we have found it difficult to recruit and retain the staff we need to develop and deliver the service. Results from recent staff surveys indicate that our staff don t feel they have had the training and development that they need to do their jobs properly. Our fourth Strategic Goal is designed to address both the broader market issues and the immediate needs of existing staff across analytics, information management and development. If our Staff grow in confidence, our customer s confidence in our service will grow. Work Stream Delivery We have identified a number of Quick Wins that need to be undertaken by all Work Streams; to address some of the more immediate concerns we will: Run 2 hour workshops in December/January for all staff with line management responsibility to outline what you need to do with your staff on setting objectives and pulling together Personal Development Plans Produce Technical Skills Matrix for staff to use to identify and address gaps in their skill set Promote the use of Workshops for staff to set up and run to address gaps in knowledge and understanding Inspire training Our longer term strategy is to develop the culture of the organisation so that staff are given the opportunity to be creative and innovative in using the data to deliver deeper insight and share knowledge and understanding with each other. Out main areas of focus in developing Staff will be: We will develop a workforce plan addressing the recruitment and retention of analytical and development staff, Trainee Analyst programme, knowledge management and sharing and technical and analytical training. All new members of staff will have a formal induction programme and we will follow CSU processes in setting annual objectives, appraisals and running regular 121s for all Staff. 16 P a g e

17 Key deliverables: A detailed Workforce Development Plan A BI Induction Programme Departmental objectives An Analyst Trainee Programme A Competency Framework for Analysts Management and Leadership Training opportunities Technical training opportunities Knowledge and information sharing forums 17 P a g e

18 The overall delivery of the BI Strategic Plan It is our expectation that all BI Staff will contribute to the delivery of this strategic plan. The actions and deliverables outlined in this plan should be reflected in Personal Objectives and Personal Delivery Plans. The main mechanism for delivering this Plan is via the Task and Finish Groups. While Leadership of these Groups is determined by the Work Stream leads, we are making the commitment that all Staff will be given the opportunity and time to be involved in at least one of the Groups. Detail on the Task and Finish Groups that we have currently established, their purpose, deliverables and progress to date, are available elsewhere and will be regularly updated. The Work Stream leads will meet weekly to review progress against the delivery of the Strategic Plan, in particular monitoring the Task and Finish Groups. 18 P a g e

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897 Lead Provider Framework Draft Scope NHS England / 13/12/13 Gateway Ref: 00897 1 Introduction The commissioning support lead provider framework is being developed in response to requests from CCGs for a

More information

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page

More information

Job Description. Business Intelligence Development Lead Band 8a

Job Description. Business Intelligence Development Lead Band 8a Job Description Business Intelligence Development Lead Band 8a Job Title: Team / Directorate: Band: Responsible to: Accountable to: Business Intelligence Development Manager Commissioning Intelligence,

More information

Oxford City Council ICT Strategy 2015 2018

Oxford City Council ICT Strategy 2015 2018 Oxford City Council ICT Strategy 2015 2018 1 Contents 2 Overview... 2 3 OCC Business Drivers... 2 4 ICT Principles... 3 4.1 Business Requirements... 3 4.2 Information Management... 3 4.3 Applications...

More information

Supporting information pack

Supporting information pack Supporting information pack The new commissioning system As part of the modernisation of the NHS, a number of changes to how health services are managed came into effect from April 2013. Primary Care Trusts

More information

Evidence-based Healthcare Management

Evidence-based Healthcare Management Evidence-based Healthcare Management Helping you to deliver consistent, high quality, cost effective care ARDENTIA OVERVIEW and KEY services Evidence-based Healthcare Management Why Ardentia? ardentia

More information

High Quality Care for All Measuring for Quality Improvement: the approach

High Quality Care for All Measuring for Quality Improvement: the approach High Quality Care for All Measuring for Quality Improvement: the approach Our vision 1. Improving quality has always been a central motivation for all who work in the NHS. High Quality Care for All, the

More information

Knowledge Management Strategy 2011-2014. Version 0.8

Knowledge Management Strategy 2011-2014. Version 0.8 Knowledge Management Strategy 2011-2014 Version 0.8 25 October 2011 1 1. Introduction 1.1 What is knowledge management? Knowledge management is creating, capturing, sharing and using the skills and experience

More information

Job Description. Data Acquisition and Processing Manager Band 8b

Job Description. Data Acquisition and Processing Manager Band 8b Job Description Data Acquisition and Processing Manager Band 8b Job Title: Team / Directorate: Band: Responsible to: Accountable to: Data Acquisition and Processing Manager Commissioning Intelligence,

More information

JOB DESCRIPTION. Contract Management and Business Intelligence

JOB DESCRIPTION. Contract Management and Business Intelligence JOB DESCRIPTION DIRECTORATE: DEPARTMENT: JOB TITLE: Contract Management and Business Intelligence Business Intelligence Business Insight Manager BAND: 7 BASE: REPORTS TO: Various Business Intelligence

More information

JOB DESCRIPTION. Organisation Chart. Customer BI Lead. Business Insight Lead. Business Insight Manager

JOB DESCRIPTION. Organisation Chart. Customer BI Lead. Business Insight Lead. Business Insight Manager JOB DESCRIPTION DIRECTORATE: DEPARTMENT: JOB TITLE: BAND: BASE: REPORTS TO: IT and Business Intelligence Business Intelligence Business Insight Lead 8a Various Customer BI Lead RESPONSIBLE FOR: Business

More information

ICT. Suffolk Coastal District Council and Waveney District Council s ICT Strategy. Strategy

ICT. Suffolk Coastal District Council and Waveney District Council s ICT Strategy. Strategy ICT Suffolk Coastal District Council and Waveney District Council s Strategy 2 Introduction and Aims The aim of the ICT strategy is to provide a strategic vision and framework for the direction of East

More information

Job Description. Applications Development Manager Band 8b

Job Description. Applications Development Manager Band 8b Job Description Applications Development Manager Band 8b Job Title: Team / Directorate: Band: Responsible to: Accountable to: Application Development Manager (Hub) Commissioning Intelligence, Commercial

More information

Appendix A: ICT and Information Management Strategy

Appendix A: ICT and Information Management Strategy Appendix A: ICT and Information Management 2014 2019 Head of Information and Business Change Sarah Caulkin October 2014 1 Version Control: Date Version Author Comments 04/08/14 0.1 Jo Harley First draft

More information

Guidance Developing Commissioning Support: Towards Service Excellence was published by the NHS Commissioning Board Authority in February 2012.

Guidance Developing Commissioning Support: Towards Service Excellence was published by the NHS Commissioning Board Authority in February 2012. Commissioning support: Key facts Introduction The setting up of the new clinical commissioning system has given the NHS the opportunity to think about what support clinical commissioners need to more efficiently

More information

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014 Rehabilitation Network Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction Our Strategy 4 Overview of the Cheshire and Merseyside Rehabilitation Network 6 Analysis of our

More information

Developing the workforce to support children and adults with learning disabilities described as challenging

Developing the workforce to support children and adults with learning disabilities described as challenging Developing the workforce to support children and adults with learning disabilities described as challenging Professor Lisa Bayliss- Pratt Director of Nursing- Health Education England Health Education

More information

Research is everybody s business

Research is everybody s business Research and Development Strategy (DRAFT) 2013-2018 Research is everybody s business 1 Information Reader Box to be inserted for documents six pages and over. (To be inserted in final version, after consultation

More information

Change Management Office Benefits and Structure

Change Management Office Benefits and Structure Change Management Office Benefits and Structure Author Melanie Franklin Director Agile Change Management Limited Contents Introduction 3 The Purpose of a Change Management Office 3 The Authority of a Change

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Project, Programme and Portfolio Management Delivery Plan 6

Project, Programme and Portfolio Management Delivery Plan 6 Report title Agenda item Project, Programme and Portfolio Management Delivery Plan 6 Meeting Performance Management and Community Safety Panel 27 April 2009 Date Report by Document number Head of Strategy

More information

Mapping and Geographic Information Systems Professional Services

Mapping and Geographic Information Systems Professional Services Mapping and Geographic Information Systems Professional Services G-Cloud Services RM 1557 Service Definition Esri UK GCloud 5 Lot 4 Specialist Services Government Procurement Service Acknowledgement Esri

More information

IT Support. 020 8269 6878 www.premierchoiceinternet.com support@premierchoiceinternet.com. 30 Day FREE Trial. Free Site Survey & Network Health Report

IT Support. 020 8269 6878 www.premierchoiceinternet.com support@premierchoiceinternet.com. 30 Day FREE Trial. Free Site Survey & Network Health Report IT Support Premier Choice Internet has been providing reliable, proactive & affordable IT Support solutions to companies based throughout the UK since 2002. Our goal is to provide our customers with the

More information

CHANGE MANAGEMENT PLAN

CHANGE MANAGEMENT PLAN Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council

More information

Birmingham CrossCity Clinical Commissioning Group. Business Continuity Management Policy

Birmingham CrossCity Clinical Commissioning Group. Business Continuity Management Policy Birmingham CrossCity Clinical Commissioning Group Business Continuity Management Policy Version V1.0 Ratified by Operational Development Group Date ratified 6 th November 2014 Name of originator / author

More information

Workforce capacity planning model

Workforce capacity planning model Workforce capacity planning model September 2014 Developed in partnership with 1 Workforce capacity planning helps employers to work out whether or not they have the right mix and numbers of workers with

More information

Information, Communications and Technology Strategy. Purpose 2. Strategic Aims 2. Introduction 2. ICT Vision for 2015-2020 3. Key themes and aims: 4

Information, Communications and Technology Strategy. Purpose 2. Strategic Aims 2. Introduction 2. ICT Vision for 2015-2020 3. Key themes and aims: 4 Brigade Order Operations Brigade Order Administration 16 Part Part 1 Section Title Information, Communications and Technology Strategy Contents No. Purpose 2 Strategic Aims 2 Introduction 2 ICT Vision

More information

The Way Forward: Strategic clinical networks

The Way Forward: Strategic clinical networks The Way Forward: Strategic clinical networks The Way Forward Strategic clinical networks First published: 26 July 2012 Prepared by NHS Commissioning Board, a special health authority Contents Foreword...

More information

NHS Islington Clinical Commissioning Group Conflict of Interest Template

NHS Islington Clinical Commissioning Group Conflict of Interest Template Appendix: 3.2a NHS Islington Clinical Commissioning Group Conflict of Interest Template Service: Clinical Commissioning Locally Commissioned Service 2013-14 Question Comment/Evidence Questions for all

More information

A technical paper for Microsoft Dynamics AX users

A technical paper for Microsoft Dynamics AX users s c i t y l a n a g n i Implement. d e d e e N is h c a o r Why a New app A technical paper for Microsoft Dynamics AX users ABOUT THIS WHITEPAPER 03 06 A TRADITIONAL APPROACH TO BI A NEW APPROACH This

More information

Information Governance

Information Governance Attach 8 Information Governance CCG Accredited Safe Haven Application Information Governance CCG Accredited Safe Haven Application 1 1. Introduction 1.1. From the 1st April 2013 new information governance

More information

Microsoft Dynamics CRM. Solutions for Healthcare

Microsoft Dynamics CRM. Solutions for Healthcare Microsoft Dynamics CRM Solutions for Healthcare Optevia provide solutions for the Health Sector built in Microsoft Dynamics CRM. These solutions: save money while increasing quality Provide an excellent

More information

Job Title: Customer Experience and Service Development Manager

Job Title: Customer Experience and Service Development Manager Date completed: Job Title: Customer Experience and Service Development Manager Job Reference Number: P02357 Job Band: Band 6 Functional Area: Customer Services Accountable to: Head of Customer Experience

More information

POSITION DETAILS. Centre for Higher Education Development (CHED)

POSITION DETAILS. Centre for Higher Education Development (CHED) JOB DESCRIPTION NOTES Forms must be downloaded from the UCT website: http://www.uct.ac.za/depts/sapweb/forms/forms.htm This form serves as a template for the writing of job descriptions. A copy of this

More information

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY Report by the Head of Roads Ayrshire Roads Alliance PURPOSE OF REPORT 1. The purpose of this report

More information

Government Communication Professional Competency Framework

Government Communication Professional Competency Framework Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their

More information

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2 MEETING OF TRUST BOARD EXECUTIVE SUMMARY TITLE & DATE: AGENDA ITEM 4.2 National NHS Staff Survey and Trust Staff Satisfaction Survey 2013 Action Plan 27 February 2014 This paper is for: Approval x Decision

More information

Data Warehousing, Systems Integration and Data Migrations (Lot 3)

Data Warehousing, Systems Integration and Data Migrations (Lot 3) Data Warehousing, Systems Integration and Data Migrations (Lot 3) CONTENTS 1. WHY LEICESTERSHIRE HEALTH INFORMATICS SERVICE?... 2 2. SERVICE OVERVIEW... 3 3. SERVICE FEATURES... 4 4. ON-BOARDING AND SERVICE

More information

Coventry and Warwickshire Repatriation Programme

Coventry and Warwickshire Repatriation Programme NHS Arden Commissioning Support Unit Coventry and Warwickshire Repatriation Programme Large-scale service redesign and innovation to benefit patients Arden Commissioning Support Unit worked with Coventry

More information

ISO 27001 Information Security Management Services (Lot 4)

ISO 27001 Information Security Management Services (Lot 4) ISO 27001 Information Security Management Services (Lot 4) CONTENTS 1. WHY LEICESTERSHIRE HEALTH INFORMATICS SERVICE?... 3 2. LHIS TECHNICAL ASSURANCE SERVICES... 3 3. SERVICE OVERVIEW... 4 4. EXPERIENCE...

More information

The role of Head of HR

The role of Head of HR The role of Head of HR Brook is looking to appoint its first permanent Head of Human Resources as part of the final stages of merging into single, unified organisation. This role will develop an ongoing

More information

THE BRITISH LIBRARY. Unlocking The Value. The British Library s Collection Metadata Strategy 2015-2018. Page 1 of 8

THE BRITISH LIBRARY. Unlocking The Value. The British Library s Collection Metadata Strategy 2015-2018. Page 1 of 8 THE BRITISH LIBRARY Unlocking The Value The British Library s Collection Metadata Strategy 2015-2018 Page 1 of 8 Summary Our vision is that by 2020 the Library s collection metadata assets will be comprehensive,

More information

The importance of nurse leadership in securing quality, safety and patient experience in CCGs

The importance of nurse leadership in securing quality, safety and patient experience in CCGs Briefing note: July 2012 The importance of nurse leadership in securing quality, safety and patient experience in CCGs Introduction For the NHS to meet the challenges ahead, decisions about health services

More information

Delivering Local Health Care

Delivering Local Health Care Delivering Local Health Care Accelerating the pace of change Delivering Local Integrated Care Accelerating the Pace of Change WG 17711 Digital ISBN 978 1 0496 0 Crown copyright 2013 2 Contents Joint foreword

More information

Informatics: The future. An organisational summary

Informatics: The future. An organisational summary Informatics: The future An organisational summary DH INFORMATION READER BOX Policy HR/Workforce Management Planning/Performance Clinical Document Purpose Commissioner Development Provider Development Improvement

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

ICT Strategy 2010-2013

ICT Strategy 2010-2013 ICT Strategy 2010-2013 If you would like to receive this publication in an alternative format (large print, tape format or other languages) please contact us on 01832 742000. East Northamptonshire Council

More information

NHS England Equality Information Patient and Public Focus First published January 2014 Updated May 2014 Publication Gateway Reference Number: 01704

NHS England Equality Information Patient and Public Focus First published January 2014 Updated May 2014 Publication Gateway Reference Number: 01704 NHS England Equality Information Patient and Public Focus First published January 2014 Updated May 2014 Publication Gateway Reference Number: 01704 NHS England INFORMATION READER BOX Directorate Medical

More information

Inclusive Talent Management: The Definitive NHS Guide for Making it Work in Your Organisation

Inclusive Talent Management: The Definitive NHS Guide for Making it Work in Your Organisation Inclusive Talent Management: The Definitive NHS Guide for Making it Work in Your Organisation 2012 Inclusive Talent Management Guide Overview! Click on the Red Boxes to take you directly to the relevant

More information

The CRM 49 day success programme. Learn how to take control of your business destiny with our mentored CRM skills development service.

The CRM 49 day success programme. Learn how to take control of your business destiny with our mentored CRM skills development service. The CRM 49 day success programme Learn how to take control of your business destiny with our mentored CRM skills development service. Peter Clements, Microsoft Certified CRM Project Manager, Trainer &

More information

Job Description. Information Manager (Spoke) Band 8b

Job Description. Information Manager (Spoke) Band 8b Job Description Information Manager (Spoke) Band 8b Job Title: Team / Directorate: Band: Responsible to: Accountable to: Information Manager (Spoke) Commissioning Intelligence, Commercial Directorate 8b

More information

Begin Your BI Journey

Begin Your BI Journey Begin Your BI Journey As part of long-term strategy, healthcare entities seek opportunities for continuous improvement in order to meet the changing needs of their patients while also maintaining compliance

More information

JOB DESCRIPTION. Network and Project Manager (NHS Clinical Commissioners) (Initially fixed term contract for one year)

JOB DESCRIPTION. Network and Project Manager (NHS Clinical Commissioners) (Initially fixed term contract for one year) JOB DESCRIPTION Job Title: Reports To: Location: Job type: Network and Project Manager (NHS Clinical Commissioners) (Initially fixed term contract for one year) Head of Policy and Delivery London (with

More information

Business Continuity Management Framework 2014 2017

Business Continuity Management Framework 2014 2017 Business Continuity Management Framework 2014 2017 Blackpool Council Business Continuity Framework V3.0 Page 1 of 13 CONTENTS 1.0 Forward 03 2.0 Administration 04 3.0 Policy 05 4.0 Business Continuity

More information

University Hospital Southampton NHS Foundation Trust

University Hospital Southampton NHS Foundation Trust University Hospital Southampton NHS Foundation Trust EDGE was developed within the National Cancer Research Network in 2000 as an information system solution to help front line clinical research staff

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME

Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME To lead in the provision of emergency care; offering

More information

For more information, contact:

For more information, contact: Intranet Consulting Is your intranet truly essential to your organization? Does it transform the way people work? Can you prove ROI? Do you want to introduce an internal social network? Are you thinking

More information

Reduce and manage operating costs and improve efficiency. Support better business decisions based on availability of real-time information

Reduce and manage operating costs and improve efficiency. Support better business decisions based on availability of real-time information Data Management Solutions Horizon Software Solution s Data Management Solutions provide organisations with confidence in control of their data as they change systems and implement new solutions. Data is

More information

Information Technology Strategic Plan

Information Technology Strategic Plan Information Technology Strategic Plan Delivers solutions that are planned, anticipate the future and valued by customers Introduction Our Information Technology Strategy supports the Corporate Plan by

More information

System Center Service Manager

System Center Service Manager System Center Service Manager Vision and Planned Capabilities Microsoft Corporation Published: April 2008 Executive Summary The Service Desk function is the primary point of contact between end users and

More information

PharmaKAM The complete key account management framework. Everything you need to manage and develop your account management capability

PharmaKAM The complete key account management framework. Everything you need to manage and develop your account management capability PharmaKAM The complete key account management framework Everything you need to manage and develop your account management capability Too much data? The key to unlocking sales force effectiveness The many

More information

Service Level Agreement 2015/16 Key Performance Indicators

Service Level Agreement 2015/16 Key Performance Indicators Service Level Agreement 2015/16 Key Performance Indicators Between NHS Leadership Academy And Thames Valley & Wessex LDP Models and Frameworks Aims: to ensure that there is a common and shared understanding

More information

Things you should be doing with Salesforce

Things you should be doing with Salesforce Things you should be doing with Salesforce Postcode Anywhere has teamed up with Salesforce experts, Westbrook, to put together top tips on how you can use Salesforce to its full potential. Introduction

More information

Microsoft Enterprise Project Management 2010 Licensing Guide

Microsoft Enterprise Project Management 2010 Licensing Guide Microsoft Enterprise Project Management 2010 Licensing Guide Microsoft Project 2010 Licensing Microsoft Project 2010 is a family of products that provide a range of functionality depending on organizational

More information

Francis 2 Report: Recommendations and Gap Analysis June 2013

Francis 2 Report: Recommendations and Gap Analysis June 2013 Francis 2 Report: Recommendations and Gap Analysis June 2013 Introduction The Francis 2 Report lays out a wide range of recommendations which all relevant NHS organisations must review and articulate their

More information

December 2014. A Guide for General Counsel Structuring your legal team

December 2014. A Guide for General Counsel Structuring your legal team December 2014 A Guide for General Counsel Structuring your legal team contents: THE TEAM 03 THE STRUCTURE 04 RISK AND COMPLIANCE 07 LEVEL AND NATURE OF OUTSOURCING 08 FUNCTIONS 09 SUPPORT SERVICES 10 CONCLUSION

More information

Financial Strategy 5 year strategy 2015/16 2019/20

Financial Strategy 5 year strategy 2015/16 2019/20 Item 4.3 Paper 15 Financial Strategy 5 year strategy 2015/16 2019/20 NHS Guildford and Waverley Clinical Commissioning Group Medium Term Financial Strategy / Finance and Performance Committee May 2015

More information

Moving from Sage 50 Accounts to Sage 200 Standard Online

Moving from Sage 50 Accounts to Sage 200 Standard Online Moving from Sage 50 Accounts to Sage 200 Standard Online 2 Contents Contents Software that grows with your business...4 Straightforward online accounting...5 Reasons to upgrade...6 Financials - Managing

More information

Program 7 Customer Focus. Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere.

Program 7 Customer Focus. Council will be a customer focused organisation that is Dedicated to Customers: Everyone. Everywhere. Customer Focus Program Goal Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere. Every time" Program Description As an enabling program, Customer Focus

More information

G-Cloud Healthcare Analytics Service. October 2015. G-Cloud. service definitions

G-Cloud Healthcare Analytics Service. October 2015. G-Cloud. service definitions G-Cloud Healthcare Analytics Service October 2015 G-Cloud service definitions TABLE OF CONTENTS Service Overview... 3 Business Need... 5 Our Approach... 6 Service Management... 6 Sub-contractors... 7 Pricing...

More information

Leeds South and East CCG Governing Body Meeting

Leeds South and East CCG Governing Body Meeting PAPER N Agenda Item: GB15/44 FOI Exempt: No Leeds South and East CCG Governing Body Meeting Date of meeting: Thursday 23 rd July 2015 Title: Annual Nursing Report Lead Governing Body Member: Ellie Monkhouse,

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

NHS RightCare Delivery Partner

NHS RightCare Delivery Partner Job Description Job Title NHS RightCare Delivery Partner Reference Number To be completed by HR Directorate Finance (N.B. This post is not a finance role and interacts with all other directorates, including

More information

Infrastructure Asset Management Report

Infrastructure Asset Management Report Infrastructure Asset Management Report From Inspiration to Practical Application Achieving Holistic Asset Management 16th- 18th March 2015, London Supported by Table of contents Introduction Executive

More information

Business Intelligence

Business Intelligence S2 Connecting Customers Business Intelligence Microsoft and the Microsoft logo are registered trademarks and/or trademarks of the Microsoft Corporation in the US and/or other countries. 2001 Microsoft

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

Making Business Intelligence Relevant for Mid-sized Companies. Improving Business Results through Performance Management

Making Business Intelligence Relevant for Mid-sized Companies. Improving Business Results through Performance Management Making Business Intelligence Relevant for Mid-sized Companies Improving Business Results through Performance Management mydials Inc. 2009 www.mydials.com - 1 Contents Contents... 2 Executive Summary...

More information

A vision for the ambulance service: 2020 and beyond and the steps to its realisation

A vision for the ambulance service: 2020 and beyond and the steps to its realisation A vision for the ambulance service: 2020 and beyond and the steps to its realisation September 2015 Introduction This document outlines the English ambulance sector s vision for 2020 and beyond, and the

More information

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014 Communication and Engagement Strategy 2014 2017 Final Version 30 th June 2014 Contents Introduction 4 Strategic Objectives and Role of Communications 6 Communications now and by 2017 7 Communications and

More information

Business Intelligence and ERP: A Winning Combination for Mid-Sized Businesses

Business Intelligence and ERP: A Winning Combination for Mid-Sized Businesses Business Intelligence and ERP: A Winning Combination for Mid-Sized Businesses Once the exclusive domain of large enterprises, business intelligence applications are now filtering down to the mid-market

More information

Cisco Unified Communications and Collaboration technology is changing the way we go about the business of the University.

Cisco Unified Communications and Collaboration technology is changing the way we go about the business of the University. Data Sheet Cisco Optimization s Optimize Your Solution using Cisco Expertise and Leading Practices Optimizing Your Business Architecture Today, enabling business innovation and agility is about being able

More information

Equality & Inclusion Strategy

Equality & Inclusion Strategy Equality & Inclusion Strategy 2013-2016 Our Strategy on a Page Scope of the Strategy Equality Objective 1: Improving Lives for Local People and Patients Listening and Learning Gaining Knowledge Mainstreaming

More information

Leeds Care Record Project. Leeds Care Record Project 1

Leeds Care Record Project. Leeds Care Record Project 1 Leeds Care Record Project Leeds Care Record Project 1 2 Centre of Excellence for Information Sharing Every health and social care organisation in Leeds holds a different set of patient records, with over

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

BT Contact Centre Efficiency Quick Start Service

BT Contact Centre Efficiency Quick Start Service BT Contact Centre Efficiency Quick Start Service The BT Contact Centre Efficiency (CCE) Quick Start service enables organisations to understand how efficiently their contact centres are performing. It

More information

primitive or basic That s how over 50% of global organisations surveyed, described their ability to use their data in executive decisions.

primitive or basic That s how over 50% of global organisations surveyed, described their ability to use their data in executive decisions. primitive or basic That s how over 50% of global organisations surveyed, described their ability to use their data in executive decisions. Source: Economist Intelligence Unit Report: the evolving role

More information

MICROSOFT DYNAMICS CRM SERVICES & SOLUTIONS

MICROSOFT DYNAMICS CRM SERVICES & SOLUTIONS You may be getting started and looking for a new system, have outgrown your existing software or feel your current implementation or support service could be improved. Whatever stage you are at in considering

More information

Populating the Tracking Database - Guidance for SCR Project Managers

Populating the Tracking Database - Guidance for SCR Project Managers Document filename: Populating the Tracking Database - Guidance for SCR Project Managers Directorate / Programme SCR Project SCR Planning and Reporting Tool Document Reference Project Manager Emma

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

ANNEX F. London Focus Group Tender - Commissioning Support Services ITT Clarification Questions: FINAL Summary7

ANNEX F. London Focus Group Tender - Commissioning Support Services ITT Clarification Questions: FINAL Summary7 ANNEX F London Focus Group Tender - Commissioning Support Services ITT Clarification Questions: FINAL Summary7 Srl. Question Response 1 According to the memorandum of information, the draft ITT was supposed

More information

ElegantJ BI. White Paper. The Enterprise Option Reporting Tools vs. Business Intelligence

ElegantJ BI. White Paper. The Enterprise Option Reporting Tools vs. Business Intelligence ElegantJ BI White Paper The Enterprise Option Integrated Business Intelligence and Reporting for Performance Management, Operational Business Intelligence and Data Management www.elegantjbi.com ELEGANTJ

More information

Business Intelligence

Business Intelligence Business Intelligence What is it? Why do you need it? This white paper at a glance This whitepaper discusses Professional Advantage s approach to Business Intelligence. It also looks at the business value

More information

Specialist staffing software. Achieving Recruitment Best Practice

Specialist staffing software. Achieving Recruitment Best Practice Specialist staffing software Achieving Recruitment Best Practice Content Page Content Page Achieving Recruitment Best Practice 3 Information Value 4 Business Development 5 Effective Resourcing 7 Understanding

More information

Carbonise your paper into digital forms

Carbonise your paper into digital forms Carbonise your paper into digital forms Our Digital Forms Platform The enterprise platform for integrated web and mobile forms. Tablet based hospital forms digitisation & dynamic real-time task scheduling.

More information

www.ducenit.com Self-Service Business Intelligence: The hunt for real insights in hidden knowledge Whitepaper

www.ducenit.com Self-Service Business Intelligence: The hunt for real insights in hidden knowledge Whitepaper Self-Service Business Intelligence: The hunt for real insights in hidden knowledge Whitepaper Shift in BI usage In this fast paced business environment, organizations need to make smarter and faster decisions

More information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job

More information

G Cloud LOT 2 - PLATFORM AS A SERVICE XMA ENTERPRISE SCHOOL SOLUTION XMA VIRTUAL CAMPUS SECURE HYBRID SOLUTION

G Cloud LOT 2 - PLATFORM AS A SERVICE XMA ENTERPRISE SCHOOL SOLUTION XMA VIRTUAL CAMPUS SECURE HYBRID SOLUTION Cloud computing has brought about a step change in the economics and sustainability of Information and Communication Technology (ICT). Government is committed to the adoption of cloud computing and delivering

More information

KPMG Advisory. Microsoft Dynamics CRM. Advisory, Design & Delivery Services. A KPMG Service for G-Cloud V. April 2014

KPMG Advisory. Microsoft Dynamics CRM. Advisory, Design & Delivery Services. A KPMG Service for G-Cloud V. April 2014 KPMG Advisory Microsoft Dynamics CRM Advisory, Design & Delivery Services A KPMG Service for G-Cloud V April 2014 Table of Contents Service Definition Summary (What s the challenge?)... 3 Service Definition

More information

Developing commissioning support. Towards service excellence

Developing commissioning support. Towards service excellence Developing commissioning support Towards service excellence 1 Developing commissioning support Towards service excellence First published: 2 February 2012 1 Contents Overview 3 Chapter 1: Context and vision

More information