Chief Digital and Information Officer @withoutstigma www.sussexpartnership.nhs.uk
Join our team Over the last three years we ve been trying to change the way we work to promote more positive staff, service user and carer experience. This includes: l developing values to guide the way we work with each other, people who use our services and who work with us l developing an overarching strategy Our 2020 Vision to provide: outstanding care and treatment you can be confident in l overhauling the way our clinical services are managed by creating Care Delivery Services; designed to help us move away from a centralised command and control leadership style towards more local decision making, closer to where patients are treated. Feedback from staff, patients and carers, as well as our regulator the Care Quality Commission shows we re heading in the right direction. We have more to do and I m looking to appoint to an exciting new Executive role we have created to help us. As part of changes to our Executive team, we have created the role of Chief Digital and Information Officer. Having invested heavily in our IT infrastructure and clinical care intelligence, we want an inspirational leader to help us realise the benefits as part of our strategy to improve patient care. This will be a challenging job, not least because we have very high expectations of the person we appoint. But if you re looking for an Executive (voting) Board position where you ll be at the heart of shaping and delivering strategy, want to work in a team with ambition and are looking for a challenge that will stretch you, this may be the job for you. Sam Allen Chief Executive 2
Chief Digital and Information Officer APPLICATION DETAILS Applications should be made by submitting your CV, with a covering letter of no more than two sides of A4, to Ian.Genner@sussexpartnership.nhs.uk The closing date is midnight on Thursday 11 May. Interviews will be held on Wednesday 31 May 2017. The final appointment will be made subject to satisfactory references, health clearance and fulfilment of the fit and proper person s test. For an informal conversation about the post, please contact chief executive Sam Allen through Kristina Lewis. Email: Kristina.Lewis@sussexpartnership.nhs.uk Phone: 0300 304 0673 3
Our values People first People are at the heart of everything we do Future focused We are optimistic, we learn and we always try to improve Embracing change We are bold, innovative and disciplined about making use of our resources to continuously improve Working together We provide services in partnership with patients, families and others Everyone counts We value, appreciate and respect each other 4
How we re rated In December 2016 we were rated as an organisation which requires improvement by the Care Quality Commission (CQC) following an inspection of our services in September 2016. The number of individual areas have been assessed as good has increased since the CQC s last visit in January 2015 from 32 to 39. The CQC said people are receiving a much more consistent service from kind and compassionate staff and highlighted the positive way our staff responded to their feedback on issues that required immediate attention. On a return visit to our adult inpatient services in March 2017 the inspection team were impressed with the morale, commitment and enthusiasm of our staff. They noted improvements in areas they have raised with us on previous inspections including care plans, risk assessments, recording observations and compliance with mandatory training. They also noted how well privacy and dignity was being managed by nursing staff in relation to gender segregation. We re solution-focused. We think about the priorities for keeping people safe Nadine McIntosh, Nurse 5
Our thematic review In October 2016 we published independent, thematic review of homicides we commissioned jointly with NHS England. We did this because we want to provide patients and families with the very best possible care. This includes being open, listening and learning when things go wrong. And it s about doing things differently when it s clear we need to. One of the things we ve done as a result of the review is create 14 new family liaison roles. These are undertaken by clinical staff who have received specialist training from Sussex Police. Their job is to provide extra support to families who have been affected by a serious incident involving someone known to our services. We believe we re the first NHS Trust in the country to have done something like this. We re also making sure every clinical team across the Trust has the time and space to think about issues like how they work, how they support families and how they manage risk. We haven t done enough in the past to support teams in doing this. But it s a vital part of providing the best possible patient care. I ve met the best people on my journey. Vincent Joseph, Staff Nurse 6
Working with families How we work with carers was one of the point which came out of the thematic review. We involved carers, patients and staff in our first ever Hackathon event in December 2016. This was a way of getting people together from different perspectives for a day to identify ways of fixing difficult problems. One of the things which came out of the event was 10 commitments to carers that we are now putting into practice: 1. Identify family, friend, carer at first point of contact and obtain consent from service user to share information. Obtain consent from carer to share contact details so that they can receive support from carer organisations 2. Have a carer conversation within two weeks of first contact to discuss diagnosis, caring, treatment, medication, sources of support, who to contact in a crisis 3. Always consult / involve friends, family and carers in care plans and review risk assessments 4. Provide carer awareness training for all staff as part of induction. Develop e-learning module using vignettes and real life stories 5. Provide carer peer support workers within Sussex Partnership teams 6. Provide links to carer support organisations at first point of contact 7. Always adopt clear consistent language around carers it is suggested we use friends, families, carers through all system and publicity 8. Trust-wide information for carers to cover all care groups including dementia, ChYPS, Learning Disability and primary care services 9. Our electronic patient record system Carenotes to be adjusted to enable the above 10. A new strategy for carers to be agreed by the Board with implementation plan and leadership 7
Staff experience People working at Sussex Partnership NHS Foundation Trust feel more motivated, engaged and able to contribute towards improvements at work according to the latest annual NHS staff survey published in March 2017. However, staff are less satisfied with the resources and support they receive, and a high percentage describe working extra hours. The staff survey results show: l an improvement in 52 out of the 88 issues surveyed l an overall staff engagement score of 3.77 out of 5 (where 5 is positive), up from 3.67 the previous year l an 11% increase in the percentage of staff who say they would be happy for a relative or friend to be treated by the Trust (from 47% in 2014 to 58% in 2017) l an 11% increase in the percentage of staff who would be willing to recommend the Trust as a place to work (from 44% in 2014 to 55% in 2017). Our work to continue improving staff experience includes: l providing more opportunities for people to learn and develop, including our leadership development programme which has involved over 200 staff to date l providing an emerging leaders programme to help more junior staff develop in their roles l our Positive Practice Awards (based on the national scheme led by the Mental Health Collaborative) to identify, celebrate and share work by staff to improve services l using as many ways as possible to keep people informed and involved, including our events programme, staff intranet, social media and production of short films. I love the team here. It s the first time I ve gone somewhere where the people are like a tight family Hinal Chudasama, Staff Nurse 8
Improving care through research We re one of the most active NHS mental health Trusts in the country (ranked 6 out of 58) according to a league table published by the National Institute for Health Research Clinical Research Network in October 2016. One example how we re using research to improve patient care is our work on mindfulness. We established that mindfulness therapy can significantly improve the lives of people who hear distressing voices. The study was undertaken by our Voices Clinic which provides treatment at the same time as carrying out research to improve the therapies we provide. We re now offering group mindfulness therapy to people who receive support from our Brighton & Hove and Eastbourne Assessment and Treatment Services. It s not just about nursing, it s about every aspect of a person s life Nick Duke, Staff Nurse 9
Looking ahead OUR OBJECTIVES FOR 2017/18 Our objectives describe the things we re focusing on this year to help us achieve Our 2020 Vision. Safe, effective quality patient care We will continue to use learning from the thematic review to improve services. One of the ways we will do this is by becoming accredited as a triangle of care organisation to improve patient, carer and staff experience. We will also use the family liaison model developed by the police to ensure people affected by incidents feel supported. We will continue to focus on our five quality priorities: 1. Care plans: Increase the quality of care plans through audit; 65% care plans signed/agreed with patients and/or carers; 95% care plans for people on CPA are reviewed as a minimum every 12 months 2. Suicide prevention: 95% of patients discharged from hospital are seen within 7 days of discharge & 95% of patients have a risk assessment; we will aim to make a follow up call at 72 hours following discharge; 90% of patients on CPA have a crisis plan 3. Physical health: 90% of inpatients weight and height recorded and BMI calculated; 95% of patients admitted receive a physical health assessment 4. Staff health and wellbeing: sickness levels maintained at, or below, 3.5% 5. Patient and carer engagement and experience: develop outcome measures to take into account feedback from service users, carers, governors and staff This will help us continue to improve patient, carer and staff experience. It will also contribute to us being rated good by the Care Quality Commission. Local, joined up patient care We will continue to involve patients, carers, staff, commissioners and other partners in developing our clinical strategy, once the first draft has been published in April 2017. We will recruit 150 nurses and employ over 100 apprentices to help us continue improving the quality of our services and design targeted recruitment campaigns for other professional roles, services and locations. Put research, innovation and learning into practice We will increase the number of people we recruit to high quality research studies by 30% to 2,300. Our Clinical Academic Groups will help us to improve the way we make best use of research and learning, to improve patient care. Our focus on learning will by demonstrated by us achieving 95% compliance with mandatory training and launching the Sussex Wellbeing and Recovery College. 10
Looking ahead Be the provider, employer and partner of choice We will make sure every team is able to hold two development days a year to reflect on practice, performance and objectives. At least 80% of staff will receive clinical and/or managerial supervision 6 weekly, and 90% will receive an annual appraisal. We will achieve a 2% reduction in turnover in Band 2 health care assistants and Band 5 nurses. The number of people recommending the Trust as a place to work will increase by at least 2%. We will enable and encourage our staff to attend our development programmes. Live within our means We will achieve financial break-even or better by making best use of our resources and delivering our Service Improvement Plans (SIPs). We will make sure our support services operate as effectively and efficiently as possible to help clinical services deliver the best possible care to patients. We will participate in national benchmarking to achieve high levels of efficiency for support services. We will make use of technology to help our staff, such as by continuing to use clinical feedback to improve our patient information system Carenotes. We will help staff make the most of digital technology in their work and will improve the way we use information to improve services. We will ensure we provide efficient buildings and sites to reduce our carbon footprint and maximise the money we spend directly on clinical care. 11
Our clinical strategy We cannot continue offering services the way we do now. The NHS faces a number of challenges including increasing demand, changing health and social care needs, financial pressure and staff recruitment and retention. In order to continue providing the best possible care, we need to think and work differently. Across the NHS and social care system, we need to focus more on: l health promotion and early intervention l treating people in the community rather than in hospital l working much more effectively in partnership We are working with staff, patients, carers and partners to develop our clinical strategy. This is based on 10 principles and 10 priorities: Our principles 1. Provide service users and carers with effective, high quality and compassionate care 2. Put teams at the heart of our strategy 3. Provide care based on clear goals 4. Promote partnership with the people who use our services 5. Intervene early 6. Deliver recovery-orientated services 7. Offer more integrated services with other partners 8. Continue to challenge discrimination and inequality 9. Provide care based on reliable, up to date research evidence 10. Demonstrate the value and outcome of every penny spent on our clinical care services Our priorities 1. Provide better access 2. Focus on communities 3. Reduce barriers between teams. 4. Develop our community services 5. Provide better mental health care for 14-25 year olds 6. Secure funding for and implement 24/7 crisis care 7. Improve our use of digital technology 8. Use data to make services better 9. Build on the success of our recovery colleges 10. Develop services that meet people s mental and physical health care needs 12
Executive team structure Chief Executive Officer Sam Allen Director of HR and OD Chief Finance Officer Chief Digital and Information Officer Chief Operating Officer Chief Nurse Chief Medical Officer Director of Strategy & Corporate Affairs Director of Comms Sue Esser- Bowerman Sally Flint Vacant Simone Button Diane Hull Dr Rick Fraser Vacant Dan Charlton 13
Care Delivery Services ADULT SERVICES WEST SUSSEX NORTH WEST SUSSEX COASTAL BRIGHTON & HOVE EAST SUSSEX Covering: Crawley, Horsham & Mid Sussex Covering: Coastal: Chichester, Adur & Worthing Dementia: West Sussex Covering: Brighton & Hove City Covering: Hastings & Rother and Eastbourne, Lewes, Havens & Wealden PRIMARY CARE & WELLBEING FORENSIC HEALTHCARE SERVICE LEARNING DISABILITY SERVICES CAREHOME PLUS CHILDREN & YOUNG PEOPLE S SERVICE Covering: Health In Mind: Hastings & Rother and Eastbourne, Lewes, Havens & Wealden Wellbeing Service: Brighton & Hove City Covering: Secure & Forensic: Sussex (East, West and Brighton & Hove) Prison Healthcare: HMP Ford and HMP Lewes Covering: Sussex (East, West and Brighton & Hove) Covering: Lindridge Nursing Home, Nationwide Covering: Sussex (East, West and Brighton & Hove), Hampshire and Kent & Medway Crawley Road Rehab: Sussex (East, West and Brighton & Hove) and external 14
Chief Digital and Information Officer JOB DESCRIPTION AND PERSON SPECIFICATION 1) JOB DETAILS Job title: Directorate: Accountable to: Hours of Work: Contract: On call requirement: Disclosure required: Chief Digital and Information Officer Executive Team Chief Executive 37.50 per week Permanent Yes Enhanced DBS 2) JOB PURPOSE This role will lead our digital and information transformation across our organisation and support the use of digital health services as part of achieving Our 2020 Vision and enabling delivery of our new clinical strategy. Having invested heavily in our IT architecture, infrastructure and clinical care intelligence, this post holder will ensure that the benefits are now realised. This will be through ensuring we are supporting our workforce with the capabilities required to use digital as well as drive innovation in the use of digital health services with those who we provide care and treatment to. The role will also join up our clinical care intelligence, information and digital health services to provide support to our Care Delivery Services and enable us to deliver outstanding care and treatment you can be confident in. 3) JOB SUMMARY This is a new Board level appointment and the post holder will be an Executive (voting) member of the Board of Directors and report to the Chief Executive. The role of Chief Digital and Information Officer is required at Sussex Partnership to support the strategic aims of the Trust for digital tools, technology and information these are to: l Enhance patient engagement placing the patient at the centre of their care l Engage, educate and empower our staff l Deliver true innovation, optimisation and transformation l Provide a complete and secure single source of trusted information 15
l Leverage our data to achieve clinical care intelligence l Use joined up information to deliver improved care Our strategic intent is set out in our Digital Healthcare Strategy 2016 2020, approved by the Board of Directors in March 2017. The post holder will take particular responsibility for: l The strategic oversight and delivery of our Digital Healthcare Strategy l Enabling the adoption and use of digital technology across our clinical and support services l Establishing the Trust as a leader in the field of digital health services for the benefit of our patients, carers and staff l Integrating IT systems across the Trust to ensure the user experience is positive and we maximise clinical activity i.e. reduce bureaucracy for staff l Ensuring the effective delivery of secure, effective and efficient IT services l Delivery of a first class clinical care intelligence that is outcomes based and able to drive quality improvement and measure productivity and effectiveness l Data quality and also be the Trust Senior Information Risk Owner l Drive forward system optimisation and integration to enhance user experience and improve productivity l Enable clinical leadership and support in the design and delivery of systems e.g. Care Notes l Enabling the Trust to have a data-driven improvement culture where teams can use the best analytics to accelerate best practice and adoption by using data to create quality information. This will mean information drives decisions and we enable clinicians and teams to focus on outcomes l Collaborate with other Digital and IT leaders across the health and care system to ensure mental health and learning disability services are able to integrate with physical health care. 3) STATUTORY AND CORPORATE RESPONSIBILITIES l Ensure compliance with statutory responsibilities as both an Executive Director of the Trust and a Trust Board member l Responsible, with other Directors, for the achievement of targets in both performance and finance and for the quality of service and care provided to our patients, whilst promoting the strategic direction of the Trust l Contribute towards the continued corporate development of the Trust, coordinating key areas as directed by and agreed with the Chief Executive l Support the Chief Executive to manage the Trust on a daily basis, fostering strong relationships with external agencies and organisations l Participate in the Director on call rota l Be the Senior Information Risk Officer (SIRO) for the Trust. A SIRO is an Executive Director with overall responsibility for an organisation s information risk policy. The SIRO is accountable and responsible for information risk across the organisation. They ensure that everyone is aware of their personal responsibility to exercise good judgement, and to safeguard and share information appropriately 16
5. KEY TARGET AREAS l Digital Technology l Digital Health Services l Digital competency & workforce capability development l Clinical Care Intelligence l SIRO & Information Governance l Data quality and analytics (including development of predictive analytics) 6. SCOPE AND AUTHORITY General Requirements: The Executive responsibility for all aspects of Digital, technology, data and information quality and clinical care intelligence. 7. PRINCIPAL DUTIES Leadership and advice: Responsible for ensuring that our digital Healthcare Strategy is well led and governed effectively with regular reports to Trust Board. Be a transformational leader one who can drive a step change in our approach to digital healthcare. Drive the adoption and integration of digital as a core aspect of our service offering. This includes ensuring our workforce is digitally competent and systems are designed to support clinical and cost effective delivery of health and care services. Ensure our systems (corporate and clinical) function effectively within the available resource. To provide effective leadership and support to the teams responsible for delivery within the remit of the Directors portfolio. Working together with the Chief Finance Officer to play a key role in the development of business cases to demonstrate cost benefit for implementing new digital systems / projects to deliver the strategy. Lead on establishing the Trust as a leader in the field of digital healthcare for mental health and position us to benefit from national resources available to further our work. 17
8. QUALITY STANDARDS AND GOVERNANCE: Working closely with the Chief Operating Officer ensure the Care Delivery Services have access to accurate and timely clinical care intelligence to support operational delivery of services and prioritisation of resources. Ensure the Trust complies with all relevant national regulatory standards for digital, information and IT services. Utilise the principles and tools of the Trusts developing quality improvement system and ensure the digital and information services provide appropriate support to facilitate continuous improvement. Undertake all responsibilities as the SIRO working closely with the Trust Caldicott Guardian (Chief Medical Officer). Enable the Trust clinical services to be outcomes focused ensuring information drives decision making and continuous improvement. 9. COMMUNICATIONS AND RELATIONSHIPS: Establish positive partnerships with organisations that can further our aims from within and outside the NHS. Communicate in a way that engages people in the digital transformation we need to achieve and in line with our Trust values. Build effective relationships with operational services to ensure the broader implications of the business and impact are widely understood whilst balancing the need to be a disruptive innovator to lead business transformation. 18
PERSONAL SPECIFICATION Job title: Chief Digital and Information Officer Qualifications & Experience Previous Experience ESSENTIAL Education to relevant Masters level / management qualification Evidence of personal and professional development Minimum of 5 years experience in a senior position within the public or private sector Minimum 2 years experience in service planning in a large and complex organisations Experience of providing strategic and technical IM&T advice to the NHS or comparable organisations Track record of delivery Track record of delivering large scale change and knowledge of quality improvement methodologies and evidence Experience in creating integrated digital platforms of online and offline solutions and asset management IM&T systems procurement experience Experience of managing and negotiating large contracts Experience of large budget management DESIRABLE Experience of working at Senior Director level in a large complex organisation (in or outside the NHS) leading on digital, IT and information services Examples of creation and delivery of innovative digital solutions Communication/ Relationship Skills Ability to present to large groups Evidence of effective influence over a wide range of stakeholders Able to influence at the highest level within agencies external to the Trust, specifically with national organisations, commissioners and key partners 19
ESSENTIAL DESIRABLE Analytical & Judgement Skills Able to interpret complex data and information to inform decision making at Board level Demonstrates professional and personal credibility and integrity and is a respected leader Able to take difficult and challenging decisions that support strategic aims and long term vision Planning & Organisational Skills Able to create / shape innovative strategic vision and plans for the best possible long term benefit of patients, the organisation and health and care system People Management/ Leadership/Resources Demonstrate ability to create constructive and customer focused teams across the organisation Lead a team successfully Brings a fresh perspective Ability to motivate people to transform care outcomes Impeccable interpersonal, communication and facilitation skills Experience of building staff capacity and capability IT Skills Ability to use IT in all aspects of role Mental Effort Ability to prioritise, delegate and meet challenging deadlines 20
ESSENTIAL DESIRABLE Emotional Effort Ability to maintain personal resilience and exhibit high levels of emotional intelligence Demonstrate and role model expected Trust behaviours and values at all times, even when under pressure Exhibits energy, enthusiasm and resilience to drive through change and required outcomes and improvements Working Conditions Flexible with work location ability to travel across multiple sites Strong team working with collective leadership style Examples of positive use of disruptive innovation to deliver sustainable change Approach/Values Demonstrate support for the values and beliefs of the Trust Demonstrate an understanding of the practices of Human Rights in the delivery of this role Team working, personal integrity Team player with a can do attitude Punctual and flexible across hours of work when required 21
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