Robert Clifford

To Audit and assist in the Information Governance DSPT Submission for 19/20

Kettering General Hospital provides acute healthcare services for the people of North Northamptonshire and South Leicestershire. The services are delivered from our main hospital site in Kettering, and satellite outpatient facilities at Nene Park, Corby Health Complex and Isebrook Hospital in Wellingborough. The trust employs around 4,000 staff and are one of the largest employers in Northamptonshire. This is a short period contact to support the backfill of four key vacancies until the recruitment process has identified suitable candidates. I am responsible for the operational day to day efficiency of the directorate whilst ensuring the delivery of the capital projects

The AKDN works in over 30 countries around the world. It currently operates 1,000 or so charitable, programme and research institutions − many of which date back over 60 years, and some over 100. I was responsible for the delivery of the technical strategy, drive the creation of a blueprint to support the underpinning operational model and the programme of improvement within the EMEA. To review and deliver a revised operating model to reflect the shared services approach across four organisations worldwide. Tasked to deliver an improved technical and facilities service management function based upon ITIL Principles. To propose an alternative working approach to a multi-vendor Shared facilities, IT service and financial environment (Introduction of SIAM). Lead and deliver an approach to distance learning and collaborative tools having Digital and user led developments at the heart of all initiatives. Deliver an alternative Access and security platform. Key Achievements • Consolidated the back office technical functions of four organisations within the global network and introduced a shared service approach to technology delivery within the London HQ. This reduced first year overheads by over 85k and improved service performance in the first quarter to over 55% • Designed and delivered the digital strategy that underpins the corporate objectives • Designed,and implemented the technical operating model to support ongoing digital operations across the Global estate with emphasis on Cloud services • Delivered a Hybrid approach to Data Centre management to reduce Risk and improve service accessibility • Reduced the current Silo approach by aligning out-sourced and in-house cross functional teams along service lines • Simplified the Programme of reporting to provide assurance around project and programme delivery

Largest national Scout organisation in Europe, providing activities to 464,700 young people with 146,400 adult volunteers supporting youth activities; aims to provide ‘fun, adventure and skills for life’ – equipped with a commercial arm in retail, insurance and events departments worth £1.2M per annum. Responsible for designing, leading and delivering a new operating model that unites the disparate IT functions concerning IT Operations, Application Development and Support, Data and Information management and the new Digital Transformation team. Delivering an effective technical strategy that supports the needs of the Scout Association for the next three-year period – close collaboration with CFO, COO, HR Director and Commercial Director on technical initiatives across the three main business areas (Membership services, E-commerce and Insurance); reporting directly to the CEO • Designed and delivered a ‘Technical Operating Model’ that focuses teams on high performing, collaborative working based upon a Disciplined Agile Design (Dev Ops) framework; TOM was delivered through the ADKAR change process • Accountable for the transformation of legacy systems into a contemporary service structure • Phase 1 of the digital transformation piece has been delivered by the launch of the new Scouts Website; launch coincides with a major rebranding exercise. Multi matrix and cross functional teams completed this activity within budgetary and timescale constraints • Increased sales to over 300% (£4.8M in turnover) with the launch of the New Scout Shop E-Commerce site (MS Dynamics – ERP and CRM); utilising cloud based (Azure) technologies. Approach reduced upfront capital costs. Ensured capacity, capability and continuity approaches supported the new customer requirements • Improved transaction times by 20% after the replacement of legacy PCI-DSS on premise equipment with a more secure and streamlined cloud offering (AWS)

NHS trust that covered the whole of London, one of the busiest Ambulance Trusts in the World; taking around 5000+ calls each day. With over 5,500+ staff members based at 70 ambulance stations and support offices across London. IT budget responsibility of £25M from a total of £158M. Accountable for 5 senior technical manager direct reports with a team of 35 permanent staff and a variable number of contractors • Delivered technology leadership in the architecture, information governance and policy management and the operational effectiveness of the infrastructure, information and operational environments - 24/7/365 • Reduced work package duration to 40% by prioritising the work that added true value and that enhanced delivery teams’ skillsets • Increased productivity using both Agile and LEAN methodologies within the software development teams by personally introducing, leading and directing an improvement plan • Increased GxP compliance in data governance after introducing AWA; additionally, the environment also ensured HIPAA compliance when the application moved into the portability stage • Focused on service support programmes and adopted toolkits such as the NHS IG toolkit to support new service processes with trained and competent service management staff • Developed the SIAM process from an in-house service to a mature hybrid schema that reduced the overall CAPEX by over £300k per annum • Coordinated the information governance technical and operations group in certifying mail and data systems to ISO 27001 standards • SRO - led the delivery programme that replaced the existing 999 telephony system, moved the backup system to the cloud and upgraded the Cisco VOIP and UCCX platforms to budgetary and timescale constraints • Saved £250k each year after managing the consolation of an existing data centre estate that released 75% of existing data space, with added bonus of reduced power and cooling overheads