#CCIO

Moving from why to how:CCIOs and the power of collaboration #CCIO

Chris Fokke CCIO,Hampshire Hospitals NHS Foundation Trust #CCIO

CCIO role in the NHS Leadership and collaboration How the role works in Hampshire Hospitals NHS Foundation Trust Chris Fokke RN, Ba Hons (Community Health Care), MSc IT Chief Clinical Information Officer

Leadership and collaboration in context of CCIO role • Improving personal performance • Improving team and clinical performance • Improving/changing the organisation’s culture • Developing systems to support improvements • Seek out opportunities of collaboration (within and outside the organisation)

Improving personal performance • Capacity – Workload never decreases- apply strict project management to own capacity. – Self- and/or peer coaching – Self monitoring – reflective practice and self directed development • Visibility – Set up and maintain networks within the organisation • Professional leadership meetings, clinical forums • Divisional meetings (Clinical and managerial) • Engagement – Education- Medical post grad, Nursing Professional groups, Inductions – Lead a dynamic clinical focussed cross divisional/organisational group re clinical systems development – Gatekeeper of systems development, breaking new ground

Improving team and clinical performance • Business Process Mapping – Articulate the current processes – Design the future processes- including benefit realisations – Capture the automation and improved use of clinical systems – Sign off and support the business group to deploy and embed • Understand all clinical teams and their processes – Function in a coaching, mentoring and advisory capacity – Earn trust and respect by being an objective advocate for the different teams – Visibility is key to success

Example Process mapping

Improving/changing the organisation’s culture • This is where the CCIO notices the uniqueness of the role! – Self-belief (Personal/Clinical/Technology-Innovation) – Drive and self-motivation (Making stories a reality!) – Networking- eg internal stakeholder groups, conferences, EHI, Royal Colleges strategic sessions – Passion- Focus to make IT in clinical practice part of the solution as opposed to a barrier – Tenaciousness –You may need several Go-live or design sessions! – Require support from CIO and Executives/board

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Example- use of internal collaboration: Handover-SBAR • Issue: Everyone requires clinical headers in systems that suit their needs- How to get agreement in an organisational system with 50+ variants of handover docs! • Process: Engage all clinical disciplines and business divisions and find common ground to build on – Ensure you have a representative group- who are empowered to make decisions (EPR Clinical Focus group) • Outcome: Standardised working!

Referral Enter details on handover grid Assess, investigate, update triage PAS Feeds real time info to grid Update admissions and transfers on handover tool Update handover tool Many staff/teams can view handover at the same time ELECTRONIC HANDOVER Monitor key assessments in real time Search and retrieve conditions, and communications across site

Examples of internal collaboration • Issue- How to re-create the medical take processes successfully into the EPR handover? • Process- – Whole medical team engaged in change of practice – Allowing Junior Drs to implement and drive the changes – Much facilitation between Drs, developers and CCIO • Outcome- – Standardised transparent new ways of working

Medical take process through EPR handover

Collaboration with external organisations/stakeholders • Constantly seek out the opportunity for new development – Primary- and secondary care systems development and info sharing – Don’t hold back – ‘shoot for the stars and grab the moon’! – More seamless clinical processes – KISS- Keep It Simple Stupid! • AGILE is a good approach • Use web based communication

Examples of external collaboration

Seamless Integrated Care for Citizens in North- and West Hampshire 1. An automated alerting system via NHSmail to a GP practice to alert that a patient has been admitted to HHFT’s AAUs (Acute Assessment Units). 2. Remote and secure access to the HHFT EPR for Primary- and Community Based services providing a dedicated HHFT EPR Community view. 3. Workflow processes identified, agreed and documented by the stakeholder group (HHFT and CCGs) for the integrated care function and the patient flow/pathway

HHFT staff admit someone on EPR in AAU EPR admission message triggers an email alert Alert sent via NHSmail to relevant Surgery HHFT admission alerting GP surgeries

Sharing information • Integrate EPR, Bed management and Discharge function. • HHFT and community based stakeholders conducted an exercise to utilise the EPR to create an inter-agency focussed discharge planning system. • Use simple development techniques to prototype and tweak more efficient ways of working and collaborating Heading from Trust to Home

Sharing information Heading from Trust to Home Internal stakeholders External stakeholders Service- and ward managers Community services Senior Consultants/ medical teams Community matrons Ward/department liaison officers Adult Health services Bed managers GPs On-call Hospital executives Service Development officer CCG Discharge managers Transport IT staff

Sharing information Heading from Trust to Home

Sharing information Heading from Trust to Home 0 20 40 60 80 100 120 140 160 180 Mon Tues Wed Thurs Fri No No predicted discharges stated on EPR trend analysis

Questions? Contact details • Chris Fokke Chief Clinical Information Officer • Hampshire Hospitals NHS Foundation Trust • Aldermaston Road • Basingstoke RG24 9NA • 01256 31(4936) • 078272 34134 Chris.Fokke@hhft.nhs.uk

Leadership through working collaboratively #CCIO