Demystifying E-Health Human Resources The path to implementation has not been com- pletely smooth with cost overruns, many delays, clinician dissatisfaction, and backpedalling on information governance issues and informed consent models (i.e., patient data is automatically included on the Spine and individuals must `opt out' of the SCR). The project has been slowed by lack of a workforce that has experience in large scale IT implementation and the lack of computer technologists who are familiar with health services (Coeira, 2007). It has been suggested that a staged approach to implementation with opportunities to increase the skills base and capacity of the HI workforce might have been more desirable and sustainable. There are lingering questions about the capacity of system suppliers to be able to deploy "their best and brightest" to other parts of the world (Coeira, 2007). HI workforce capacity building is described within the context of one main employer ­ the shared to support the delivery of healthcare and to promote health"(Making Information Count: A Human Resources Strategy for Health Informatics Professionals, UK- NHS, 2002, p.3). This definition emphasizes the uses of health informatics and, in a further breakdown of who is working in HI, the NHS identifies information and communication technology staff (who develops, manages, and supports the ICT infrastructure ­ about 37%) and the health records staff (who collates, organizes, retrieves patient information ­ about 26%) as the first and second largest groups, respectively. Additionally they identify knowledge management staff (e.g., health sciences librarian), clinical coders, information management staff (who retrieves, analyzes, interprets, and presents data and information for planning and delivery of services), health informatics senior managers and directors of services, and clinical informat-