Thread by @ChorltonJim

Last thread of #CCIOHomeSchool before the weekend and lets try to tackle the existential question of what a CCIO is and does

This is important not just for our own sanity (!) but because without there being a clear understanding of the role inside and outside of the #DigitalHealth community, then the calls for these roles to be recognised as important in organisations will fall flat

Staff at all levels will broadly be able to describe what the Medical and Nursing Directors do. I don't think the same is true for CCIO type roles

Even though the first National CCIO was appointed in 2016 (with a little nudge from @Bob_Wachter) these are still seen as 'new' roles. The most up to date list of names probably sits with @DHCCIO rather than with @NHSCCIO which doesn't seem right

england.nhs.uk/2016/07/senior…

The Wachter review argues for great clinical digital leadership, but doesn't define roles - maybe due to the heterogeneous digital landscape in the NHS and varying needs of trusts or maybe to let the profession define itself? @jamesfreed5 may have a view?

assets.publishing.service.gov.uk/government/upl…

Most descriptions of the CCIO role fall into two broad buckets
- the technically aware clinical who can 'speak geek'
- the translator who can act as the conduit between digital and clinical teams

Where attempts are made to define what these roles need to deliver, there are sometimes absurd expectations and suggestions that the role requires "a physician with >10 years clinical experience and at executive level"

informatics.bmj.com/content/25/2/8…

#HopeNotOrINeedANewJob

It's also often implied (as above) that CCIO roles are for doctors. This feels wrong and a limit to diversity of option. @PhillipaWinter and @jackie_whittle will rightly disagree!

So what should a modern CCIO do and deliver add value, enhance the role and build support? The answer, I think is 'lots' and it's too much for one person in a PA limited setting

Strategy is critical. Ensuring a digital/clinical voice contributes to the development and implementation of the organisational strategy (not just a digital strategy) is vital.

Engagement with peers and colleagues comes next - understanding needs, promoting voices and finding opportunities. A grounding in design thinking will help here.

Responsibility means owning risk - CCIOs should be key in managing clinical digital risk and mitigating this through training, improvement and development of systems

Providing subject matter expertise is important but impossible (please do not ask me questions about any clinical issues where the answer is not ramipril or dialysis). Networking with peers to create fast routes to accurate answers is a must

Understanding change management to enable design and delivery of clinically led digital projects and also allow support of projects requiring digital clinical enablement. This does mean having an understanding of project management and being able to define and measure of success

Networking on a regional and national level to learn from the best, share thinking and ideas. CCIOs have a responsibility not to continue the NHS's love of reinventing the wheel

Building relationships with vendors builds partnerships rather than transactions and creates the space for mutual benefit. We need to learn how to work with suppliers to make sure our problems are solved

Most importantly, a CCIO needs to teach, train and engage others. I learnt a huge amount in the @NHSDigAcademy and from the generosity of those in an around the @DHCCIO network (never forgetting @ukpenguin)

We need to educate, train and mentor our colleagues to the point where the CCIO role changes again because digital (and an understanding of what it can and cannot do) is the norm

As always there will be many omissions and errors here, but if any of the replies make me know what my job is with any greater certainty I'll be very grateful ;-)
Happy weekend!