1. #CCIO

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

3. Chris Fokke
CCIO,Hampshire Hospitals NHS Foundation
Trust
#CCIO

4. 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

5. 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)

6. 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

7. 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

8. Example Process mapping

9. 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

11. 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!

12. 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

13. 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

14. Medical take process through EPR
handover

15. 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

16. Examples of external collaboration

17. 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

18. 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

19. 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

20. 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

21. Sharing information
Heading from Trust to Home

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

23. 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

24. Leadership through working
collaboratively
#CCIO