Circle Healthcareis a hospital group which runs privately-owned hospitals, clinics and healthcare centres. However, Circle also operates in partnership with the NHS in Nottingham and Hinchingbrooke. Circle Healthcare has independently run healthcare facilities in Bath and Reading and has its main office in Marylebone, London. Last year the company reduced its loss before tax from £9,117,000 to £6,800,000. Circle is the largest healthcare partnership in Europe with over 2,500 healthcare professionals involved. Circle healthcare operates as a John Lewis style partnership, meaning all its employees have part ownership of the company. The company is co-founded and co-owned by clinicians, however the company functions so that people at all levels of responsibility employed by the company gain a share of the company’s profits. This year Circle Healthcare became the first privately-owned company to run an NHS hospital. Circle will help deliver all NHS hospital services for Hinchingbrooke hospital, based in Huntington and the hospital will have a privatised management through the company. This venture will most likely see the company’s profits increase, as in the first year of the partnerships; Circle will receive the first £2 million of the hospitals profits. The current CIO of circle healthcare, Gary Mudie has previously worked for Arcadia Group, Universal Music Group and asos.com, whereby he was responsible for overhauling the architecture and systems for the retailer. He transformed asos.com’s payment process to one which could be completed in ’three clicks’ and has tried to apply this type of simple system to Circle Healthcare administration. IT leader:Gary Mudie, Group CIO. In role since:December 2010. Reporting line:CEO. How often does the CIO meet with the CEO: Weekly/daily communications. Board level seat:Yes. Op boards for Circle Group, and divisions with-in Circle – Circle partnership and Hinchingbrooke NHS elective and non-elective. IT budget:Circa £5-8 million. Circa 4-5% to support development agenda. Basic support and maintenance is 1.5-2%. IT staff currently employed:Circa 50. Split between in-house/outsourced staff:Split is 50-50. IT management team and reporting structure: Hinchingbrooke Head of IT – technology service, information management (regulatory reporting to government). Corporate – All circle sites and guidance over NHS sites. Head of systems support and infrastructure. Head of business intelligence. Applications and data architect. Head of digital. Primary technology platforms at the organisation: All hospitals – core technology is the patient admin system responsible for scheduling patients, medical activity and recording of key governmental regulatory and statutory statistics. Additionally various medical technologies used – including cancer screening, X-ray, drug management. Primary technology suppliers:Telecoms and market specific vendors including McKesson, BT. Significant strategic technology deals struck in the last 12 months: Clinical Solutions/capita – data centre. Accenture/McKesson – pacs. Vidyo – vc conferencing across sites. Ascribe – staff rostering, clinical risks capture. Percentage of your applications/infrastructure run from the cloud: None – as yet. Specific limitations within healthcare to ensure UK/Euro Zone only. Major technology or transformation project recently completed and how did it transform operations, customer experience or the organisation:Surgical pathway app – Improved patient appointment accuracy by 60% addressing multiple challenges including clinic scheduling accuracy. It is available group wide with access for CEO to see how all clinics are performing across circle group hospitals. New PAS to private hospitals – visibility of costs across the full patient journey – previously manually captured, strategic move for data collection to front systems (rather than typical healthcare model to back of house central admin/informatics teams), substantial reduction in running costs, 80% reduction from legacy maintenance fee. Did the above project reach its cost, timing and transformation objective: Cost and timing yes – transformation following to plan as this is a major market shift. Business transformation programme – beyond technology – that the CIO owns or is a major contributor to: Digital – moving clinicians to mobile devices and provision of key patient information to these devices (this will include images, eg X-ray, patient notes – currently this information is all held in paper filesPartnership communications and collaboration – part of digital. To support transformation agendas across our hospitals we will install a Facebook-style app to support internal partnership development and growth, supporting fast track communications and lessons learned across our organisations. Business Intelligence – key platform that will report outcomes, quality measures and financials for service lines operation types. Strategic aim of the CIO and IT operation for the next financial year: Deliver the above. Strategy in the use by employees of their own technology, use of mobiles and how social networking is impacting operations, customer experiences or the organisation: BYOD is supporting rapid connectivity for the obvious of emailing and off site connectivity. As we advance our mobile agenda BYOD is a key part to ensure amount of technology our patients carry with them. Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice: We do – it is a key part of our service strategy and governance strategy. All BYOD employees must sign up to our usage terms and conditions which includes device security and installing market recognised remote wiping if device stolen/compromised. Our secure networks only allow employee sign on. Technologies being considered to enable transformation:WiFi across hospitals, RFID, mobile, BYOD, Voice recognition, video, Grails/Ruby, .net, web. Transformational inspiration sources: My past experiences from retail, media, music and fashion industries. Working with our partnership whom have diverse expertise within banking sectors, retail, manufacturing, medical. Working with our consultant clinicians. Working with our patients.