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Digital Culture at the Board


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Health Education England's CIO James Freed looks at the need to learn faster and govern smarter in the digital age.

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Digital Culture at the Board

  1. 1. Digital Culture at the Board James Freed, CIO, Health Education England Programme Director, Building a Digital Ready Workforce @jamesfreed5
  2. 2. 2 Reference: The Lord Darzi Review of Health and Care: Interim report, April 2018
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  4. 4. 4 We need to be here
  5. 5. BDRW on a slide WIDENING DIGITAL PARTICIPATION DIGITAL LITERACY CE O Nurs e Dr AHP Social Worke r Patient/ Citizen CHANGE • Culture • Assurance • Future focus CHANGE • Empowerment • Staff development • Changing attitudes CHANGE • Staff development • User needs • Service • Sharing and listening Non- clinicia n Local health/ care organisation(s) CI O Informaticia n @NHS_HealthEdEng @jamesfreed5 #DigitalReady
  6. 6. What do leaders think of ‘Digital’? 6 “Why can’t people working in Informatics Services just explain things more simply? …teach them to try and be ‘can do’ and to speak like a Yorkshire man to a Yorkshire man! ” “Despite being Chair of my local STP I find it hard to champion the use of technology in how we meet and collaborate across our area. Usability and reliability is key as I always have the fear that the technology won’t work.” “I see a few cases where Health CEOs are lauded for their success in adopting new Health Technologies, but many more who have lost their jobs when things haven’t gone to plan” “There is a sense it is one of the solutions and the NHS is not embracing the digital age but Chairs don’t understand how – it is a world of mystery.”
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  8. 8. What is a digital organisation? 8 People • Planning for the future • Culture (openness, experimentation, sharing and social power) • Staff capabilities • Focus on user’s needs Process • Processes need to be fast, integrated, light and meet users’ needs Technology • Risks are understood and assurance is received (cyber/ GDPR) • Tech is scalable, interoperable, flexible, fixable, resilient and fit-for-purpose
  9. 9. …prototype resource for boards 9
  10. 10. • Lancashire and South Cumbria STP • Second and third sites in Leeds and Staffordshire • Two sessions minimum • First session: develop a consensus on what digital means to the board • Second session: develop an action plan based on shared priorities • Sessions designed to provide awareness, capture imagination and build a narrative. …and a prototype implementation 10
  11. 11. The first session 11 “You made us have a conversation we wouldn’t have had”
  12. 12. • Distribution of briefing papers in advance resulted in board members getting up the knowledge curve, and offer a resource for future board engagement • Co-design and delivery with the host board ensures that the organisation has its finger print on the process and does not feel ‘done to’; it also ensures the transfer of knowledge and profile raising of the technology specialists with the board • The design that was tailored to trust issues worked well, and ensured that the interactive discussion was well grounded in trust-specific issues • It is helpful to have independent facilitation of the interactive session, and this resource can be developed by means of ‘training the trainer’ • Direct involvement of the Chief Information Officer and Chief Clinical Information Officer helped build relationships, trust and a shared passion and understanding for what has been done and the future direction • This model is not proven for primary care and social care Midpoint results 12
  13. 13. Digital Leadership = Leadership 13
  14. 14. 14 Thank you James Freed @jamesfreed5 With special thanks to: John Deffenbaugh Declan Hadley Manda Thornton Bruce Elliot Maeve Black Lancashire Teaching Hospitals NHS Trust Lancashire Care NHS Foundation Trust