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Our Strategic Commissioning Plan sets out how we want to provide care in the future. This programme relies on the effective management of data to support the design, planning, and delivery of care, as well as to support people in managing their own care. This approach is underpinned by an actuarial approach to population health, which relies on segmenting, stratifying, and proactively streaming people to the most appropriate source of support. The CDIO will be accountable for: Digital Transformation: Our ambition is to improve patient experience by offering consistently excellent online services where local people can easily find reliable health-related information, select service options, manage their health care appointments, and self-refer where the option exists.
The CDIO will also be accountable for: Driving the improvement of interoperability across providers, reduce fragmentation across the digital landscape and leverage developments such as EPR systems and the Shared Care Record. This will ensure all digital initiatives incorporate the no wrong door approach for patients and clinicians, aligned to the Managed Care Hub or nerve centre ambition in the Strategic Commissioning Plan. Collaborating with provider organisations, other partners and patients to deliver digital priorities across the system, ensuring seamless integration and alignment with strategic goals. The CDIO will provide subject matter expertise to help the ICB and wider ICS balance national policy implementation with local decision-making and delivery.
Ensuring robust governance structures are in place and that new and emerging digital technologies and innovations are evaluated and integrated into the digital strategy and programmes to support process change and improvement. Providing Subject Matter Expertise to identify digital exclusion risks and ensure that all digital developments consider national and local requirements to improve digital inclusion. Technology Innovation: The CDIO will be accountable for the establishment of an effective operating model and processes for anticipating, identifying, and responding to innovation opportunities including areas such as telemedicine, remote monitoring, and artificial intelligence to enhance patient care and operational efficiency. As part the this the CDIO will be accountable for working with internal and external stakeholders to pilot, evaluate and scale innovative technology solutions and to ensure the integration of new technologies with existing systems and processes.
IT Management: The CDIO will: Be accountable for the provision of high-quality IT support and services to the ICB workforce and our primary care providers, enhancing their ability to deliver effective patient care. The CDIO will work with primary care stakeholders to identify and address their IT needs and ensure seamless integration and interoperability of systems. Ensure that IT systems and data infrastructures support real-time or near-real-time Population Health dashboards, enabling integrated neighbourhood teams to identify and address emerging risks across the system. Ensure that robust business continuity programs are in place as it relates to ICB IT infrastructure and services, including regular testing and drills to test contingency plans.
Work in partnership with the Head of Governance and Data Protection Officer to ensure the ICB achieves all relevant cyber security standards and compliance with the Data Security and Protection Toolkit (DSPT) and maintains high levels of cyber-resilience. Work collaboratively with the Information Governance function to ensure that high standards of Data Protection are maintained. Performance Monitoring and Reporting: Establish PHM-focused key performance indicators (KPIs) and real-time dashboards to measure the impact of data and digital initiatives on patient outcomes, operational efficiency, and health inequalities. Drive an outcomes-based reporting framework that aligns with ICS-wide strategic commissioning priorities.
Regularly report on progress to the executive team and board, highlighting successes and areas for improvement. Ensure robust business reporting and maximise the use of self-service and automation tools to enhance operational efficiency and data-driven decision-making within the system. Stakeholder Engagement: Working alongside our Communications, Engagement and Partnerships leads, actively engage with our local people and communities to understand their needs, embed their reflections and ensure our data and digital strategy and solutions address digital literacy and equitable access, which is in line with the ICSs health inequalities strategy. The post will require establishing and maintaining strong partnerships across the system and with key data stakeholders including but not limited to NHS England, UK Health Security Agency, UK Research & Innovation, National Institute for Health and Care Research, DARE UK, Turing Institute, and the EOE Secure Data Environment.
Workforce development and Cultural Change The professional workforce: The CDIO will drive the professionalisation and development of the digital, data, and technology workforce across the ICS, through strong links with partners, external bodies and peer networks. The wider workforce: Work closely with the ICS Chief People Officer and ICS HRDs, to: Understand and plan to address digital literacy needs, as technology and change advance Identify the implications of service and digital and data strategies on the workforce, with plans to help profile the workforce of the future Lead the support to staff as digital and technology developments make old skills/knowledge redundant and create new needs from our people Identify and augment digital and technology tools to help reduce labour costs, address prolonged shortages and improve working lives.
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