2023, Summary and reflections of a years graft
With some nice surprises too!
It’s been a busy one this year with big deliverables. The end of the year isn’t what I had planned for but it’s been a nice surprise.
Getting Stuck In!
Towards the end of 22/23 the Chief Digital Information Officer (CDIO) at Sheffield Health and Social Care (SHSC) I reported into moved on to new pastures. A new CDIO was found and started to learn how SHSC works at a time of very high challenge and tight commitments.
I spent some time onboarding the new CDIO and then I found myself at many points over the year stepping into the void and often the blurred lines between my role as Deputy CDIO and CDIO role. This was a good challenge for me as I could put my skills and experience to the test, and we complemented each other nicely. But this stretched me, at times it felt like too much covering multiple jobs, but I got through the other side and can look back on it as a good learning opportunity. I’d been in this position many times over the years when senior management changes happened. On reflection, I should have pushed myself a bit more as I was at least 90% there with the capability to be the CDIO, but the circumstances were not right for me (more to follow on this later…)
At times I was in new meetings, leading big changes as I was the best person for the job and continuing existing commitments, over 2023 I had inherited two further teams into my overall remit, Performance and Information Governance (IG). Having good direct reports helps but I needed to work on these teams to get the current and to be state all mapped out. A few ‘skeletons in the closet’ sessions and a blitz through risk management and planning cycles helped with regular governance checkpoints. Getting these teams up to the best they could be needed a lot of socialising to get the turnaround activities to land. Some great effort was put into rethinking the performance management framework and supporting data toolsets (development and presentation layers) as well as developing and delivering an IG recovery plan to improve methods and tools for the IG function.
There is too much to mention but the years of effort and often unplanned situations backed with my string of technical qualifications were put to the test daily.
Every day was a mix of firefighting, business as usual and major unplanned emergencies that kept me and my team extremely busy. What I was most proud of was how I led the teams to build confidence and focus and how we got the job done, looked after each other, had professional challenges and had fun!
When the chips are down if you can prop each other up and look for the positives it can give people the motivation needed to get through things.
They say and I’m a big believer in this,
‘you look after the team, they will look after you and the work’.
This works both ways at times I was getting my hands dirty with technical tasks, technical leadership and expertise and at others coaching and mentoring my team to grow and get through the other side with new perspectives and confidence.
New Electronic Patient Record (EPR) launch
The biggest challenge of my career so far has been the swap out of the EPR at SHSC.
TLDR:
The challenge was to replace ‘Insight’ the in-house developed system, components included:
· MS Access 2003 (over 500k lines of custom VBA code) different flavours.
· Android Application.
· MVC + custom code (HTML / Bootstrap).
· A range of Interfaces (trigger based HL7, overnight feeds and APIs).
· Many SQL databases and layers of ‘data magic’ and server and application stacks.
· Tools to extract for Information Governance requirements.
· It was always being worked on to meet the constant needs of the NHS.
· The resources to build and maintain the system were not adequate.
Replacing this was a definite ‘Epic | XXXL size’ project as SHSC had developed it for over 20 years. The work stepped up this year. I have been involved in this task for several years working with NHS Digital, NHS England and South Yorkshire ICB.
To begin with, the NHS Digital Global Digital Exemplar Programme (2018/20) was primed to do the job, this is where SHSC and another trust were partners to co-produce digital assets and share the benefits. In summary, this was good on paper but this didn’t achieve the results and resulted in rework. Moving on, an unsuccessful EPR procurement effort added more weight and time pressures to swap systems. Eventually, everything was ready to roll with a new procurement result and ready to change systems. This is where the major challenges came…
Cutting a long story short I was heavily involved in leading and recovering this programme many times working alongside the exec team and various heads of services and subject matter experts.
This was as much of a challenge of process rather than technology. When you have an old system with organic ways of working and lack of standardisation it results in major shock moments and rework needed. Yes, this was a regular occurrence. So much so that I was often bringing the right people together to process workshops, focus and agreed to be state benefits.
My team had been working on this solid for a long time and my job was to make sure that the organisation knew the challenge factor and the support was there. In summary, the system went live on October 23, there are further go-lives planned for additional services and then optimisation will begin. To say I’m proud of the team is an understatement.
Moving on from the NHS
This is the unplanned thing that happened.
I left the NHS, yes that’s right I LEFT THE NHS…
Why?
I was working very hard and long hours regularly, and I was achieving and focused on getting the EPR replacement done. Then one day LinkedIn popped up with a message saying I was a match for a certain role at Versus Arthritis (VA), the biggest Arthritis charity.
I was curious so made a call and discussed it further, it sounded a good match, ok let’s go for it. I updated my CV and put in a form. The interview process felt like a discussion of people who gelled and had mutual respect, challenge, and a lot of skills. I got a call after the first interview and a second one was set up, this time with a different panel. Again, this was an honest discussion and questions relevant to the role. I was offered the role!
So now I was in a dilemma, do I stay or do I go?
Of course I accepted. I had to weigh up the pros and cons, moving from a permanent to temporary contract, coming out of the NHS and NHS pension, holidays and so on.
The opportunity to do a job that I can link back to improving the lives of people with Arthritis was enough.
I have a very strong relationship with Arthritis. I have Osteoarthritis, my girls (twins) have Juvenile Idiopathic Arthritis (JIA) and this is a tough gig at times. The social value and commitment to be able to work in a job that is supporting people with Arthritis pulled me in.
I’ve been there since mid-October 23 and leading a major digital transformation programme to introduce and replace several digital systems and core digital capabilities to improve how the organisation delivers services. This is a great match for me as I’m well-seasoned in this kind of change work and can use my experiences to progress VA to a better future.
What’s it like out of the NHS?
At first, it felt very strange, but it was the right decision for me. I’ve landed in an organisation that is at a good starting point and has plans to improve things for people with Arthritis. I’ve been there a short time but already it feels like home, no regrets so far.
I’m here until April 25 to deliver the Data and Systems Transformation Programme, after that I don’t know, so I’ll be hedging my bets for what’s next. What I am certain of is that whatever the next steps for my career I will look back and be proud of what we have achieved for people with Arthritis.
CPD Focus
I finally did it! I passed two professional certifications I had been working on for a long time.
I’ve not had the luxury of CPD time working in the NHS with constant service pressures, COVID lobbed on top and a major EPR change programme to juggle but I’m pleased I’ve passed the mark for:
· Certified Healthcare Chief Information Officer (CHCIO)
· Certified Digital Health Executive (CDH-E)
Why is this important?
I’m now amongst the ranks of the best Digital leaders in Healthcare, certification by CHIME as the leading Informatics professional group is confirmation you are working to the highest standards possible. It’s also linked to the British Computer Society Federation of Informatics Professionals where I’m an Advanced Practitioner. These medals of honour are not easy to pass so I’m happy I nailed them. This is useful to use in any organisation that delivers or partners with healthcare delivery. Also, to cut a long story short, as and when other opportunities present, I have strong credentials.
What’s in store for 2024?
I’ll post up a focus on 2024 as my next post along with regular updates/week notes.
Cheers!
