/Richard Christie, Head of Design &commercialisation Services, Invest Northern ireland.//Gerry Finn, Director, Northern & Westernregional Assembly./
The report sets out to illustrate the potentialadded-value to The irish economy by addinganother dimension to its ecosystem of innovation supports
The initiative aims to promote Ireland as a hub for design excellence andencourage investment in design as a key driverof competitiveness and innovation.
Employment and Competitiveness for SMES. 03an Opportunity Exists in Ireland to Change Mindsets about What it Means to Apply Design thinking Principles to Business Development
and Innovation. 04lessons from Other Countries Indicate that Supports to Irishsmes could Be enhanced by the Addition of Design-Drivensupport Programmes. 05some SMES in Ireland are Successfully Applying the Design-Driven Approach to Grow,
Demonstrate the positive ROI from investment in design-driven innovation27 33 Building Design-Driven Capability Building a design-driven innovation capability for SMES Show the design-driven
on the island of Ireland 51 55 Strategic Design in Ireland State of design thinking/strategic design in Ireland Illustrate the current understanding of design-driven innovation in Ireland57 77 Support
and the processof crafting theses productsis now internationallyrecognised as part of a knowledge-intensive field characterised by innovation, multidisciplinary andstrategic processes Danish Enterprise and Construction Authority (2011).
Explain the global shift towardsdesign-driven innovation practices 10the design processas a tool of innovationexplain the global shift towardsdesign-driven innovation practicesnever before has innovation been so importantto The irish economy.
Rigour in pursuing opportunities that matchsignificant customer need and developing related products or services quickly,
at the right priceand fit for purpose is essential. The ability to continuously transform knowledgeand ideas into new products, services, processes,
and systems for the benefit of the firm and itsstakeholders or to possess‘innovation capability'is a key requisite for business success. The Design Process 11building an innovative capability requires a framework withvision
Theapplication of a design-driven approach fosters organisational learning through the integration of design thinking. It has been proven that
when businesses harness designer-like thinking across the entire business model they cultivate dynamic cultures, more desirable products and services, faster growth and passionatecustomers.
by export-orientated economies and as key enablers of innovation strategies. In October 2010, the European commission included design as a priority in the new Europe 2020 Flagship Strategy‘Innovation Union'stating that:
While the application of design in this strategic way remains less developed in Ireland there is a real opportunity for Ireland's SMES
and services to support their businesses. The arguments for a strong indigenous business sector are compelling
Ireland has undertaken a sustained and concentrated approach to developing the innovation performance of the enterprise sector (and the strengthening of the overall innovation ecosystem) in particular over the last 15 years.
Enterprise Ireland, the government agency responsible for the development and growth of Irish enterprises on global markets
has been to the forefront of this programme of investment with supports provided across a range of areas such as;
Design in America isn't about form but innovation, in the guise of new products and services. 3the Design Process In-Company Supports (R&d Fund, HPSU R&d Equity Funds;
13other supports are provided by Local Enterprise Offices, which provide a range of complementary initiatives to support people who want to start up
or‘silver-bullet'for the domestic and global challenges facing our enterprise development, but instead should be considered a further tool in the innovation ecosystem.
and in efforts to modify the appearance and perception of existing goods and services. Measuring the Level of Design Activity the Case of Denmark The report uses these dimensions to highlight the approach taken by Denmark in their application of supports to enhance design-driven innovation and the development of their understandingof the level of design activity (design ladder.
Ladder models of design propose that there is a range of rolesof design that are stepped from the bottom-up from no designuse to more integrated and sophisticated applications of designby firms. 9the Danish Model and theglobalizing Learning Economy, Bengt-Åke
the Danishgovernment adopted a four-year national design policy in 2003as one of five new strategic initiatives to promote economicdevelopment under the programme Denmark in the Cultureand Experience Economy.
A greater awareness and adoption of a design-driven innovation approach and design thinking can impact positively on economic growth and job creation in Irish SMES. 10danish National Agencyfor Enterprise and Housing (2003.
the return on investment is greater than whendesign is used only for styling. 20the Returns 21 Strategic capability to respond to current challenges and people'sneeds in the right way at the right time;
Creation of distinct and attractive products and services along witha higher price paid for them;
and11finish Ministry of Employment and the Economy and the Ministry of Education and Culture (2012.
and services that have transformed existingmarkets or opened up new ones; and Establishing improved or new processes for product and servicedevelopment to more effectively support innovation activity. 15danish Design Centre (2007)‘ Facts and Insights about Design Motivations and Barriers',Copenhagen, P. 3
and Design Leads to Profit: businesses can expect £4 in net operating profit. Design integration is correlated highly with innovation outcomes,
particularly product and innovations, including new to-marketinnovations: The probability of introducing a product (marketing) innovation is 24%(31%)higher for firms where design is integration.
and monitors the impact of their investment in design and innovation over time'21 compared to Standard and poor's (S&p) 500 companies.
and firms in the manufacturing sector to understand the impact of investment in strategic design had on profitability.
Forest Producecase Study Page 40the Returns Design capability isabout employing vision, process, creativityand technical skill todevelop products, services and brands that capturethe imagination
Design thinking: Exploring Values and Effects from an Innovation Capability Perspective, Design Journal, Vol. 17, No. 3, P. 403-424.
Building Design-Driven Capabilitybuildinginnovationcapability02process04mindset01strategy& Vision03knowledge& Competence 30 01strategy & Visionstrategy articulates the firms preferred environment
and recognising opportunities. The strategy must be supported by a shared vision across the organisation that defines the company direction
but it needs the right environment to foster creative and innovative behaviour that will develop
The figure below shows a design-driven innovation approach that builds an integrated innovation business capability by aligning the company vision and strategy with its customers.
The first step in the process is to ensure that the firm's strategy is aligned with its customers'needs and expectations.
This critical starting point of the innovation process relies significantly on the thinking, practices and tools of design, related to opportunity identification, idea generation and selection.
This is an evidence-based approach that can be thought of as the front endof innovation that uses design thinking as the process.
& prototype05 Test 32 Design thinking has emerged as a multidisciplinary, human-centred innovation approach influenced by the ways designers think and work.
design thinking is more than just a process or tool. It is an interactive activity that plays an important role in improving the innovation capability of the firm
The following figures illustrates the design thinking process as practiced by the the d. design) School a hub for innovators atstanford University. 2928brown, T. 2008) Design thinking.
Building Design-Driven Capability01 Understand>02 Observe>03 Point of view>04 Ideate>05 Prototype>06 Test Design thinking Process010203040506 33the second step in the process is to bring this product
Firms must deliver product or services to customersat the right price, the right quality, at the right time and with the right service.
communication and specific expertise associated with their offering. Thus firms must be competent in all aspects of their businessif they are succeed to.
asking critical questions, discovering communication gaps, identifying opportunities and generating new insights. Therefore, it is important that design-driven innovations are viewed not inisolation
but are seen as part of the greater company vision. Thus, it is important to communicate the company messageeffectively to its staff and to its customers.
Building Design-Driven Capability 34 Policy-makers and other SMES need to understand that design gives companies a sustainable competitiveadvantage
Quad-XTHE R&d structure required to ensure an efficientand effective innovationprocess depended hugelyon design thinking acrossall disciplines.
A decision by a UK water supply company to use variable speed drives for the water pumping system presented an opportunity to Anord.
and enables them to continually innovate in a fast changing environment. This approach has enabled the company to compete for business from all the major multinationals in Ireland and abroad.
Anord identified a design opportunity and realised that if they could complete the job successfully,
Customers are looking for effective solutions to meet their needs and Anord have found that introducing designers early on in the sales process helps enormously in winning new business;
The differentiating factor that design brings to their business is still opening up new opportunities particularly in continental Europe where major supermarkets are now looking for uniquely designed product to meet their customers'needs.
Forest Produce has become known for its innovative design which the company uses to differentiate itself from the competition.
and by December of that year it had launched a full colour 3d printer on the market called the Mcor IRIS. The R&d structure required to ensure an efficient and effective innovation process depended hugely on design thinking across all disciplines.
The Benefits of‘Design thinking'The approach by Mcor was to invent a 3d printing system that would use a commonly available cheap material such that the use of the technology could be opened up to a much wider user population.
techniques and tools of design are not directly obviousto customers. Ironically what is obvious to customers is the industrial designinput (styling)
although this is the leastsignificant design intervention. Thefollowing takeaway points from thecase are important: Mcor were driven by the belief that they could design
Design thinking was utilised across all disciplines in the innovation process; Mcor used a structured design process to overcome significant technical problems;
and Mcor also used industrial design tomake the product more appealing to customers. Deirdre Maccormack, CMOMCOR Technologies Ltd42irish Design-Driven SMES 43mcor Technologies Ltd Contact:
This activity taught Quad-X about the importance of design and how it was used to work with customers to get the best product design.
This design thinking approach led Quad-X to continue to design and develop products that meet target customer needs.
Quad-X identified the importance of getting potential customers involved in developing product specifications; Quad-X now have a significant design team that are continuously innovating
The application of design tools and principles in this highly regulated high tech environment to achieve advanced products without identifying it as design is an excellent example of how‘hidden design'plays a major role in bringing products to market.
Partnership was also important through research and development with the University of Limerick as part of an Innovation Partnership Scheme supported by Enterprise Ireland.
Strategicdesign inirelandstate of design thinking/strategic design in Ireland Objective: Illustrate the current understandingof design-driven innovation in Ireland 51 New Research into Design-Driven Innovationin Ireland
State of design thinking/strategic design in Ireland Illustrate the current understandingof design-driven innovation in Irelandinterviews with key informantsa series of 23 extensive interviews were undertaken with people representing key groups of people:
and policy advisors Industry Stakeholders Development Agencies and Government departments in Irelandand Northern ireland Strategic Design in Ireland 53 Key Findingsthere is a self-fulfilling context for design thinking/strategic design
The educational respondentswere familiar with design thinking, but few policy advisorsand industrialists were. 04 Initial Education: It was felt that the education system was not producing rounded designers that understand business adequately,
and economic growth and design-driveninnovation has a role to play; That innovation is a key part of internationalisation and company growth;
That design thinking/process is an essential component of rigorous, disciplined innovation particularly for medium to hi-tech companies;
More than before designis associated with user-driven innovation activities by companies 56finish Ministry of Employment and the Economy and the Ministry of Education and Culture (2012.
Theseofferings range from consulting or advisory services, on-site mentoring, matchmaking between designers and businesses, education and training anddissemination of information about the economic value of design.
Introducing design thinking as an overarchingapproach within companies is one way in whichinvest Northern ireland (and the Department ofenterprise,
Trade and Investment) is influencing companies in Northern ireland to help increasetheir productivity, reduce costs and improve their competitiveness. 30design-driven innovationsupport programmes for SMESIDENTIFY best practice examples tolearn from design-driven innovation5830p. 4 http://secure. investni. com/static/library/invest-ni
The New British Design Council and the Global economy. Design Management Journal, Vol. 7, No. 3, P. 10-14. 34the British Design Councilwas opened in 1944. 35rualik-Murphy, G. 2010.
In open-market countries where there is a particular reliance upon export-orientated economies e g. New zealand (Export-Orientated Economies;
Where market failure is evident and intervention is necessary, in the casewhere the allocation of goods and services by the free market is not efficient and effective i e. low export performance of SMES (Market Failure);
and Where design has been integrated as part of national and regionalinnovation policies and recognised as crucial to the exploitation of newideas for business and employment growth (Part of Innovation Strategies).
Design Leadership/Designing Demand Programme Norway: Design-Driven Innovation Programme Wales: Service Design Programme Ireland:
Ministry for Business and Growth Investment: €290, 000 (2010-2012) Run by: Danish Design Centre37scherfig, C.,Brunander, M. and Melander, C. 2010.
Business development strategies are created to identify the opportunities offered by a design approach and what steps are needed to implement the necessary changes.
The total investment by the Danish Government was €200, 000. Design Boost was a short intensive program that aimed to introduce companies to design.
This meeting offers an opportunity for companies to ask specific questions around design in relation to their own activity.
Thetotal investment by the Danish Government was €90, 000. These examples give a quick overview of programmes strategically placed to develop Denmark's innovation capacity and the take-upof design based on the Design Ladder.
New zealand Trade and Enterprise Investment: NZ$5MILLION per annum (approx. €3. 8m)( ongoing) Run by: Better By design (Operating withinnew Zealand Trade and Enterprise) 38text adapted by the authors from the SEE Project Case study Library www. seeplatform. eu/casestudy. aspsupport Programmesstep 01step 02step 03step
04design Boost360°Coursedesign Workshopsinternational Conferenceone-On-One Meetingsinspiration Via Meetingsthe Design Ladder 63 Programmea programme was developed that offered a range of services to assist high-potential export companies to integrate design
into all aspects of their operations, from strategy, brand, culture through to new product and service development,
Quantitative research carried out in 2008 among Better By design clients revealed a 119%increase in investment in design, anaverage increase in exports of 37.5,
Given the size of New zealand's domestic economy and its lack of scale and critical mass,
and services has become the centrepiece of the government's policy for innovation and business assistance.
Support Programmes 64 Backgroundinvest Northern ireland (NI), Northern ireland's regional business development agency is part of the Department of Enterprise,
Trade and Investment, manages the country's Design Serviceprogramme. Since 2008 there have been two significant phasesof funding.
In 2011 and 2014, independent evaluations of thesetwo funding periods indicated a significant positive net return on the Design Service investments set out above.
Department of Enterprise, Trade and Investment Investment: £2. 4m (2008-2011) £3. 5m (2012-2015) Run by:
Policy and strategic advice/input provided to Invest NI, wider NI Government its partners and stakeholders.
and offers participants an opportunity to work with experienced design mentors and professionals on their own design project.
The workshops also seek to provide businesses withthe opportunity to network with one another to discuss design-related issues and share good practice.
and offers participants an opportunity to work with experienced design mentors andprofessionals on their own small scale and group projects.
if UK businesses are to compete with rivals in fast-emerging global economies. The review, endorsed by the Chancellor, recommended support for the Design Council's programme and calledfor it to be made available across the UK to help SMES use designas a business tool.
Design Leadership/Designing Demand Programmecountry: UK Funded by: Department for Business, Innovation and Skillsinvestment: £1. 3m per year (2007-ongoing) Run by:
Design Demand National Evaluation 2007-2012. Backgroundthe need to strengthen innovation is high on the political agendain Norway,
Ministry of Trade and Employment Investment: €8m to date (2008-ongoing) Run by: The Norwegian Centre for Design and Architecture Support Programmes 69 A study in 2009 by the Norwegian Design Council (now The Norwegian Centre for Design and Architecture) showed that companies that use design-driven
it wasoften at the final stages of product development, simply to stylean object to make it more appealing to customers.
supporting businesses to translate information about their users into practical concepts and opportunities. 41norwegian Ministry of Tradeand Industry (2008-2009).
in most cases the initial modest funding by the Norwegian Design Council was followed up bysignificant R&d investment by the companies themselves.
Companies involved emphasise that this investment would not have been made without the initial support from the programme.
Identifying Opportunities: turning user insights into design concept; and Idea Clarification: using design methods and industry expertise to choosea concept to be developed and implementation.
Backgroundin 2009, findings from an Engineering Employers'Federationreport 43 revealed that services account for between 15%and20%of total revenue earned by UK manufacturers (comparedwith 66%across UK industry as a whole.
The report also identified that these services tend to focus on fixing products, ongoingmaintenance, marketing and sales, for example,
Welsh assembly government Investment: £1. 2m (2010-2013) Run by: National Centre for Product Design and Developmentresearch (PDR), Cardiff Metropolitan University, Walessupport Programmes43engineers Employers Federation (2009.
Building a Balanced Economy ona Secure Manufacturing Base. 71 Intriguingly, a survey conducted in 2010 by the same organisation showed that the number of companies introducing
This shift from products to services provides clear opportunities for service designers who can support manufacturers in realising their aims.
servitise their products or even adopt new service-based business models. The Service Design Programme for Wales set out to capitalise on this shift
kick-starting a demand for design-led service innovation. Programmethe Service Design Programme was developed and delivered by PDR on behalf of the Welsh assembly government
and uses service design as a tool for economic growth within the advanced materials and manufacturing sector.
and demand by creating demand among Welsh manufacturers and expertise in service design among Welsh designers.
and impact indicators (new services launched, R&d investment induced and jobs created). Combined, these indicators have a significant impact on both behaviour and practice within a business.
The model of business support developed is based on a four-step process: Events, Telephone Advisory Service, Service Essentials Workshop and the Service Strategy Programme.
The shift from products to services is as much about a change in management culture as it is about a change in business practice.
approach and business model are easier to implement within smaller companies. Support Programmesi'M AMANUFACTURING COMPANYSERVICE Design Programme Offer Diagrami'M ADESIGN COMPANYI'M ADIFFERENT TYPE OF COMPANYSERVICE Strategyprogrammeone-to-onestrategic support for your businessservice
Talks & Seminarsservice Designprogrammea 6 month trainingprogrammefor design companiesknowledge transfer projectsservice Designprogrammecall us on 0292 041 6720 to find out how else we can help you 73 Backgroundinitially funded under the Enterprise Ireland Applied Researchenhancement
the programme involved five SMES across a range of sectors software, manufacturing and services based in the northwest of Ireland.
and services and to generate competitive advantage well beyond the end of their involvement in the programme.
and an online site was created to manage communications and providea digital forum for the organisations to communicate at any time.
Enterprise Irelandapplied Research Enhancement Schemeinvestment: €121, 000 (2007-2008) Run by: Centre for Design Innovation, Institute of technology Sligosupport Programmes 74 Within 15 months each company applied a design approach tounderstanding customers'needs first,
which is key to identifying the right ideas to commercialise. According to Felim Mcneela, Managing director of Avenue Moulding, The benefits really became clear to us
and continued torespond to industry through Enterprise Ireland's Innovationvoucher Scheme. 44 Avenue Moulding mapped its service offering,
developed a well-received quick-start mould manual for its customers and engaged with a newdesign firm.
Support Programmes 75 Backgrounddesign Flanders is part of Enterprise Flanders a government agency charged with developing the economy and enterprises in Flanders
Programmethe SME Wallet is a business support delivered by Enterprise Flanders. It enables SMES in Flanders to obtain subsidies of between €100 and €25, 000 for training, advice, technology watch, advice on internationalization, coaching and strategic advice.
Now companies can access a minimum subsidy via Design Flanders of €7, 500 and a maximum of €25, 000 for design management expertise.
Enterprise Flandersinvestment: €202, 500 (2013-ongoing) Run by: Design Flanderssupport Programmes 76 Backgroundthe 2009 report‘Management Matters in Northern ireland andrepublic of Ireland'highlighted a significant gap between theaverage management practice scores of manufacturing firmsin
Develop an effective business plan to incorporate innovation at thecore and improve business management, planning and strategicdecision making;
Ireland has an opportunity to begin this processand to move its SMES along the design ladder as Denmark did to a more strategic and developmental application of the design process.
Denmark's Design Icebreaker Schemebenchmark Irish owned SMES against the Design Laddermethodologyor Develop Ireland's Communityinnovation Survey to Includerelevant Question on theapplication of Designdepartment of Enterprise, Jobs and Innovation/Enterprise
Ireland/Local Enterprise Officesirish Design 2015/Enterprise Ireland/Local Enterprise Officescso-Enterprise Ireland/Department of Enterprise
and Development Services 04increase the Number of Design-Driven Innovation Courses across Higher Level Education Broaden the envisaged Strategyfor the Design Sector under the Government's Action Plan for Jobs to Include a Focus on Developing Design
and Integrate Design-Driven Innovation Practices/Design thinking Represents apotential Additional Dimensionto Ireland's Tools of Innovationbusiness Supports in Irelandshould Include the Provision of Mentoring Supports from Design Management Professionals e g.
and Design Flanders Programmesundertake the Measuresrequired to Integrate Design-Driven Innovation Process Training in both Design Programmes and across Other Degree programmes and Further Educationdepartment of Enterprise, Jobs and Innovation/Enterprise
Ireland/Design and Craft Council of Irelanddepartment of Enterprise, Jobs and Innovation/Enterprise Ireland/IDA/Science Foundation Ireland/Higher education Authority/Irish Research Council Enterprise
Ireland/Local Enterprise Officeshigher Education Authority/Third Level Institutes/Education and Training Boardsactions 83 Long term Actionsidentified Opportunitiesrecommendationsresponsible Organisation (s) 01increase Exposure to Designprocesses
/Public Bodies/SMESTHIRD Level Institutions/Local Enterprise Officesactions 84 From our researchand experiences, weanticipate that in thebuild up to 2020,
Attendees at Expert Workshop ondesign-driven Innovation June 12th Wood Quay Venues, Dublin Civic Officesrichard Christie, Head of Design &commercialisation Services, Investnorthern Ireland
, Policy & Research Officer, Northern & Western Regionalassembly/Breda O'Toole, Head of Regional Businessdevelopment Manager, IDA/Sean Purcell, Senior Executive officer, Local Enterprise
, Forest Produce/Gerald Craddock, Chief Officer, Centre for Excellence in Universal Design, National Disability Authority/Richard Christie, Head of Design &commercialisation Services, Investnorthern
Ireland/Frank Devitt, Senior Lecturer, Design Innovation, Maynooth University/Clare Dunne, Assistant Secretary general, Department of Enterprise, Trade andemployment/Stephen Dunniece, Technical
Meetings Heldlouise Allen, Head of Innovationprogrammes, Design and Craftscouncil of Ireland/Brendan Coogan, Assistant Principal, Economic Division, Department of Finance/Neil Cooney, Senior Economist
/Policyadviser, Enterprise Ireland/Eugene Forde, Department of Enterprise, Trade and Employment/Karen Hennessy, Chief executive, Design and Crafts Council of Ireland/Stephen Hughes, Manger Construction
, Timber and Consumer, Enterprise Ireland/Chantelle Kiernan, Scientific & Innovation Advisor, IDA/Laura Magahy, CEO MCO Projects, Executive Chair Irish Design 2015
Consulteesannelies Thoelen, International Project Manager, Design Flanders/John Hatrick-Smith, Design Catalyst, Better By design, New zealand Tradeand Enterprise/Yvonne Harris, Research & Evaluation Manager
in Ireland's health and social care services. The Authority's mandate extends across the quality and safety of the public, private (within its social care function) and voluntary sectors.
Setting Standards for Health and Social services Developing person-centred standards, based on evidence and best international practice, for health and social care services in Ireland (except mental health services) Social services
Inspecting children detention schools and foster care services. Monitoring Healthcare Quality Monitoring standards of quality and safety in our health services and investigating as necessary serious concerns about the health and welfare of service users Health Technology Assessment
Ensuring the best outcome for the service user by evaluating the clinical and economic effectiveness of drugs
and sharing of information across the services, evaluating information and publishing information about the delivery and performance of Ireland's health and social care services Overview of Health Information function Health is information-intensive,
generating huge volumes of data every day. It is estimated that up to 30%of the total health budget may be spent one way
Equally those responsible for planning our services experience great difficulty in bringing together information in order to make informed decisions.
A robust health information environment will allow all stakeholders patients and service users, health professionals, policy makers and the general public to make choices or decisions based on the best available information.
planning and monitoring of services. One of the areas currently being addressed through this work programme is need the to set standards to enable information to be shared electronically commonly referred to as interoperability standards.
9 2. 1 Health service improvement 9 2. 2 Economic benefits 10 2. 3 Stakeholders 10 3 Interoperability standards...
Internationally there is widespread investment in ehealth, broadly defined as the exploitation of information and communication technologies (ICT) in healthcare to enhance the quality and safety of patient care.
A comprehensive definition covering all facets of ehealth is found below:‘‘e-health is an emerging field in the intersection of medical informatics,
public health and business, referring to health services and information delivered or enhanced through the Internet
and communication technology'(1) ehealth can enhance the quality, accessibility and efficiency across all healthcare services through the secure, timely,
a set of ehealth interoperability standards including communication and terminology standards based on widely available and implemented international standards, a system of unique identification for individuals,
in order to inform key stakeholders service users, suppliers, purchasers and implementers of ehealth applications, and healthcare providers and any other interested parties about the proposed future direction of ehealth standards in Ireland,
The Authority is committed fully to stakeholder consultation and values all feedback provided as part of its standards development process.
and input of all stakeholders as to where ehealth interoperability standards are required most urgently and where therefore the work of the Authority and the esag should be targeted.
In this way, the public service users and service providers will have the opportunity to provide feedback and participate in the development process.
This approach also enables the provision of more cost-effective and timely services. Without the appropriate use of Information
and the absence of a coherent set of national standards including communication and terminological systems for example, coding and terminology (36;
in order to inform key stakeholders including: suppliers, purchasers and implementers of ehealth applications, healthcare providers, and any other interested parties, about the proposed future direction of ehealth standards in Ireland,
In such a heterogeneous environment the ability to share information between systems interoperability-is critical
which is highly information-intensive, coupled with the need for patient-centred shared care, demands the effective use of ICT.
and between healthcare providers is of fundamental importance to ensuring the delivery of safe, high quality care to patients and for the timely and accurate monitoring and planning of services.
sell and buy products and services. Standards enable a market. They are part of the infrastructure for innovation-led growth (47.
whose impact continues to growï. 2. 3 Stakeholders A wide range of stakeholders will benefit from having ehealth interoperability standards in place including healthcare professionals, service planners, healthcare organisations, healthcare software suppliers, implementers
The benefits to stakeholders include the following: service users benefit from the use of ehealth interoperability standards in a number of ways.
providing the patient with services in the most appropriate setting, which will increasingly be in the community for suppliers,
and opportunities where the application of ehealth interoperability standards will improve patient safety and quality.
they are being exposed to increased competition from industry de facto standards, and they are facing problems with assessing compliance.
are developed collaboratively with all the key stakeholders involved, generally under the auspices of an SDO, and crucially also promote competition.
There are currently seven major international organisations involved in ehealth standards: The International organisation for Standardization, ISO (www. iso. org;
. org) Digital Imaging and Communications in Medicine, DICOM (http://medical. nema. org/),the de facto standard for electronic medical imaging Openehr, an open source activity supporting the development of standards
for EHRS (www. openehr. org) Integrating the Healthcare Enterprise, IHE, a major industry-led ehealth systems interoperability initiative (www. ihe. net)( 43.
and ensure that there can be mutual understanding between software systems. 3. 2. 1 Messaging Standards One of the limitations of certain messaging standards is that they conflate process (services) and content (documents),
and hence poor interoperability no underlying information model to underpin the content may be difficult to exploit services-oriented architecture no terminology support does not support semantic interoperability HL7 v3 supports clinical terminology supports structured clinical documents
(CDA 2) integrated support for services (SOA) growing community support internationally increasing tool support available growing number of successful deployments lack of maturity skills deficit
A Consultation Document Health Information and Quality Authority 16 4 Findings In the current economic climate, where it is unlikely that there will be significant investment in the development of EHRS,
it is important to use the opportunity to work on those initiatives which can be progressed and which will result in fairly immediate benefits,
The Authority has commenced a programme of standards development working with stakeholders. The Health Service Executive (HSE) is finalising its ICT Strategy
if they were to be able to retain the significant investment in existing systems and be proofed future against whichever of the competing standards available at the time (2007) became the international norm.
and health service delivery opportunities will be taken into account. 7. The standards proposed will ensure value for money
demands the effective use of ICT or ehealth (as it is referred to in Europe). It is documented well that the widespread diffusion
and differentiates interoperability standards for communication (i e. syntactic or messaging standards) and semantic interoperability standards
Equally, it is recognised that all stakeholders are consulted in the development of ehealth standards for Ireland
19 may 2011.3) Department of health and human services-Center for Medicare and Medicaid Services. Medicare Program; E-Prescribing and the Prescription drug Program;
www. hse. ie/eng/services/Publications/corporate/transformation. pdf. Accessed on: 25 february 2011.5) Department of health and Children.
http://ec. europa. eu/enterprise/archives/e-businesswatch/studies/special topics/2007/documents/Special-study 01-2008 ict health standards. pdf. Accessed on:
14 september 2011.46) Department of Enterprise, Trade and Innovation. IRELAND'S PRIORITIES FOR FP8-Preliminary Irish Paper on the Eighth European Framework Programme for Research and Technological Development. 2010.
The economics of standardization, Final report for Standards and Technical Regulations Directorate. UK department of Trade and Industry, University of Manchester;
Report and Recommendations on Patient Referrals from General Practice to Outpatient and Radiology Services, including the National Standard for Patient Referral Information. 2011.
CEN TR 15300 Framework for Formal Modelling of Healthcare policies, ISO 10746 ODP Communication Standards Bidirectional exchange of information between two health system entities.
CEN EN 13606 EHR communication, CEN EN 13609-1: 2005 Messages for maintenance of supporting information in healthcare systems, Part 1:
Updating of coding scheme, DICOM, HL7V2. x, HL7V3 ISO 11073 Point of Care Medical Device Communications Infrastructure Standards Standards for a group of communication components
and enabling all stakeholders to access and comment on standards developed including via public comment periods of at least 60 days Making every effort to achieve consensus,
revoking and amending those delegations as required advise the Authority on the identification of key stakeholders e g. user communities,
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