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The Role of the CCIO at Rotherham NHS Foundation Trust

The Role of the CCIO at Rotherham NHS Foundation Trust. Kim Ashall, Director of Service Transformation & IT. Agenda. Background The role Challenges Benefits of having a clinician leading IT and Improvement I’m not a doctor, nor am I a CIO!. Background.

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The Role of the CCIO at Rotherham NHS Foundation Trust

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  1. The Role of the CCIO atRotherham NHS Foundation Trust Kim Ashall, Director of Service Transformation & IT

  2. Agenda • Background • The role • Challenges • Benefits of having a clinician leading IT and Improvement • I’m not a doctor, nor am I a CIO!

  3. Background • Physiotherapist, national and regional roles • Director of Service Improvement • Role in the implementation of Electronic Patient Record • Responsible for the 10 Process groups • Director of IT and EPR secured a new position

  4. Draft Structure CEO/CMO Director of Service Transformation and IT Head of Clinical Systems Clinical Lead for Clinical Systems Head of IT Deputy Director of SI

  5. Role • CCIO in another name • IT just another tool in a toolkit to help transform Trust • Focus on cultural change and how IT can help • Putting an IT system on top of poor performance or a poor process will not improve either – you need to review, redesign and have strong management • Focus IT on QIPP

  6. Challenges • Do not talk the IT language • No ‘courses’ to learn this stuff • It’s a very male dominated environment • The need to create a patient/customer focus • A lack of development in the department in relation ‘management/leadership skills’

  7. Benefits • As a clinician I focus on interaction with the patient and the processes and systems of care • IT is amongst the solutions to problems with processes • IT requires continual improvement to ensure it is as effective as it can be • Clinicians can challenge other clinicians

  8. I’m not a doctor, nor am I a CIO • An old fashioned view? • Clinician with over 20 years experience of the NHS • Credibility with our medical colleagues • I ask the stupid questions, and demand interpretation of technical language • Leadership is leadership

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