The need for a strategy arose from the collective awareness of the increasing complexity of Deanery functions, including local and national recruitment systems, Quality requirements, website development and management coupled with a variety of potential service providers. There was a clear need for a unifying strategy to shape existing and future developments.

Dr Geoffrey Wright
Associate Postgraduate Dean
16 June 2011


There are three main sections to the strategy. The first and most fundamental is a determination of the management systems that we should employ to ensure proper understanding, control and correctness of the Information Technology / Information Management systems that we use; Information Technology / Information Management Governance. The second is concerned with describing the extent and detail of our Information Technology / Information Management requirements; Operational Range and Principles. The third is a review of our current and proposed operational activities; Operational Plans. These are all inter-related and form a continuous, semi-autonomous process loop whilst remaining under the ultimate control of the Deanery Executive Group chaired by the Dean.

Strategy Elements

Information Technology / Information Management Governance

There should be a Board to oversee Information Technology / Information Management use and development that reflects and/or has understanding of and represents the varied activities of the Deanery and the different user-groups and contacts. The membership of the board is shown in appendix 1. This board would be semi-autonomous and would review and decide upon all Information Technology / Information Management use and development and then report to Deanery Executive Group, chaired by the Dean, to which it would ultimately be responsible. The Deanery activities user-groups and contacts are shown in appendix 2. All new initiatives will be presented to the Board for their approval.

There should be separate Project Management Teams that manage the different activities contained in the Operational Plans and these will inform and report to the Board. These teams should include users as well as Deanery staff. Each plan/project/activity should have a Project Lead for operational responsibility.

Operational Range and Principles

The underlying principle is to employ and develop a single system to cover all our needs. It is understood that there are existing alternatives in some areas and that there is a need to integrate these whilst they remain functional. However, expansion into these areas should only occur when there is no reasonable Deanery-based alternative. Vigilance is required with national and other-Deanery initiatives and we should attempt to influence these to meet our needs.

There should be a single common data store or repository. Clearly, data will be worked on at independent sites where there will be a temporary repository of relevant information but the output from these should return to be stored in the single common data store. The Deanery should act as the ‘final common path’ for the communication of information to the different user groups and the Deanery staff should be responsible for obtaining and providing this. No-one working for the Deanery should see themselves as an independent supplier of Deanery-related information.

The data store must be comprehensive, widely accessible and convenient to use. It must also be attractive so that people want to use it.

Access should be universal to all user-groups on a ‘read’ basis. Specific individuals will be granted access to ‘write’. Up-keep will be the responsibility of named individuals working in the different data-streams. The same general rules should apply to the websites.

Operational Plans

Project teams, with membership including users, will work on individual projects and define and bid for the resources required to the Board. Current projects/workstreams are shown in appendix 3.


Appendix 1

Board Membership

  • Geoffrey Wright
  • Adrian Ashley
  • Allegra Etheridge
  • Vince Goddard
  • Selena Gray
  • Shara Paulo
  • Chris Vandeleur

Appendix 2

Deanery activities, user groups and contacts

  • Recruitment
  • Rotations
  • Assessment
  • Study Leave
  • Education
  • Careers
  • Doctors in Difficulty
  • Quality Assurance
  • Finance
  • Foundation Programme
  • Primary Care
  • Secondary Care
  • Deanery Staff
  • External
    • Contacts
      • Primary care
      • Secondary care
      • Foundation Programme
      • Dental
      • Public Health
      • Workforce
      • Heads of Schools
      • TPDs
      • DMEs
      • Educational Supervisors
      • Clinical Supervisors
      • GPs
      • Medical Staffing
      • Postgraduate Centre Managers
      • Trainees
      • GMC
      • DoH
      • Universities
      • Deaneries
      • Public / Lay
      • Supplier

    • Policies
      • DoH
      • MMC
      • UK Borders
      • GMC
      • SHA

Information Technology / Information Management

Appendix 3

Current Deanery Projects/workstreams

  • Recruitment
  • Assessments
  • Rotations
    • Tool development
  • Study Leave
  • QA reports
    • Minimum data set
    • Monthly checks PMET reports
    • DoH reports
  • Intrepid in Trusts
  • ESR pilot
  • Website development
  • Deaneries/HICOM relationship
  • Educational and clinical supervisors
  • Central contacts.