Jon Shingleton Email & Phone Number

Leeds, England, United Kingdom

I've joined Deloitte UK to provide assurance to the firm's processing of patient data in it's evolving health care and life science accounts. My priority is ensuring that we use patient data only when absolutely necessary, and that such use is lawful, ethical and secure.Deloitte is committed to providing the highest levels of protection for all the data we process and I'm currently driving forward a Patient Level Data Governance strategy. This strategy will further enhance our ability to receive, store and use data safely to deliver digital solutions to improve health and care across the UK.

Leeds, United Kingdom

I have developed and oversee a corporate assurance framework to ensure NHS England and NHS Improvement remain operationally compliant with the Data Protection Act 2018 and GDPR, as well as maintaining high standards of Records Management, Information Security and confidentiality. My team compliments the established Information Governance delivery team by delivering a proactive assurance service which undertakes assurance deep dives of our organisation’s teams and data processors to assess their IG compliance and identify potential improvements to working practices and processes.I'm also responsible for delivering an efficient IG PMO service to ensure our organisation's IG resources are effectively managed and our objectives are effectively planned and prioritised.

Leeds, United Kingdom

I work in NHS England's Corporate Information Governance team. In this role, I am responsible for designing, implementing and overseeing a programme of work to ensure that NHS England and it's Commissioning Support Units are able to demonstrate compliance with the EU GDPR data protection legislation that is due to replace the current Data Protection Act in May 2018.I am working with a team of national and regional information governance specialists to deliver a fully assured, robust strategy for meeting all requirements laid out by the Information Commissioner's Office and the UK's Data Protection Bill, while enacts the GDPR in legislation.In addition to the GDPR programme, I am also co-ordinating and contributing to the development of an information governance framework to support the emerging new care systems that will deliver the NHS' five year forward view. Developed in conjunction with NHS Digital, the framework aims to support the new care systems (STPs, ACSs, New Care Models etc.) to clearly:• Describe the activities they will underpin that requires data• Justify the legal basis underpinning any data sharing• Provide robust assurance around how the data will be protected.This will provide content to support high-quality data sharing applications, agreements and governance, which will allow new care systems to access, link and (where appropriate) share data to enable population health management, while ensuring that its use is appropriate, legal, secure and not excessive.

Leeds, United Kingdom

As a Senior Manager in the Data Services for Commissioners programme I work in a national team who are ensuring commissioners are able to access the right level of data to enable them to fulfil their key statutory duties: · improving health and well-being and reducing health inequalities; · improving quality, effectiveness and efficiency; · achieving best value within available resources.Through positive and effective engagement with stakeholders across the NHS intelligence and commissioning landscape, I am working with my team to develop and implement the short and medium-term strategies to improve the quality and content of the data flows that support commissioning activities, via new and more efficient data distribution, processing and delivery systems.

Leeds, United Kingdom

This role combined my analytical and project management skillsets to maximise the intelligence available to commissioners of NHS England's direct commissioning functions. This predominantly focussed on specialised commissioning, but also covered other functions including public health, armed forces, health and justice, secondary dental and primary care.Most of this role was spent supporting the specialised commissioning turnaround team - a pan-organisational task force working collaboratively to improve specialised services. As project manager of the informatics and analytical work stream, I effectively led my PMO team to initiate, plan and progress all project activities, tailoring Prince 2 methodologies. I led all aspects of project governance, including managing risks, issues, change control and reporting directly to senior project and programme managers.I contributed and project managed progression of a range of key data flows and tools that are now generating robust activity, finance and contract monitoring intelligence to the organisation.I also developed and oversaw delivery of an ad-hoc analytical service for specialised commissioning. I recruited and led a team of analysts in order to provide dedicated and specific resource to improve delivery of short-term, high-quality informatics to inform QIPP programmes and wider initiatives.

Leeds, United Kingdom

I developed indicators for the board to evidence organisational progress in reducing health inequalities. I developed indicators to reflect outcomes of four inequality characteristics against various NHS Outcomes Framework metrics. I employed various methodologies, including slope indices, gap analysis and cumulative change and was able to demonstrate changes in outcomes such as Potential Years of Life Lost (PYLL), patient experience and life expectancy. These metrics were published in NHS England board reports and directly to the Chief Analyst.I developed the workforce equality census and associated analyses to facilitate more effective reporting of workforce diversity. I engaged effectively with a range of stakeholders to identify reporting requirements and secure regular extracts from the Electronic Staff Record to support this analysis and used this data to generate diversity analysis reports for the NHS workforce. This was presented to various parties, including the NHS England board, NHS Employers and Royal College of Nursing to quantify the issue of diversity in the workforce.I managed the team's business support function, administrative and programme budgets and led the administrative team.I co-ordinated the NHS Values summits - which were held throughout the country and attended by a range of senior NHS and community leaders. Alongside managing the logistics of these events, I also had a key role in facilitating them and engaging with senior staff across the NHS.

Leeds, United Kingdom

I was responsible for developing analytical models to inform the future training requirements for the health and social care workforce.I developed stock and flow models to simulate how proposed revisions to social work bursary funding might impact on the number of students flowing through the training pathway. I also assessed the financial impacts of policy revisions and produced Impact Assessments that, due to the cross-government nature of the policy, required approval by the Home Affairs Select Committee. I inspired the trust of senior policy colleagues in my ability to present defendable affordability estimates, while acknowledging the caveats and analytical limitations by thoroughly and transparently explaining the opportunities for analysis, as well as the inherent constraints and risks.Effective workforce planning requires end-to-end modelling to indicate how new medical trainees would shape the future structure of the NHS workforce. I used a range of modelling techniques to understand the process and develop these analyses, including system dynamics and stock and flow modelling. I created a flexible model to assess the various stages of a medic's career, from initial medical school training, through hospital experience to specialising and, eventually, retirement.I led on the co-ordination of analytical work across a range of teams and organisations to overcome disparate and duplicated social care workforce analysis. I chaired meetings between internal and external analytical leads to map out the various projects. I proposed the reallocation of resources to facilitate a streamlined analytical work programme, which involved negotiating between external consultancies to transfer projects where appropriate and commission new work to analytical leads. Where stakeholders were resistant to transferring their projects, I clearly defined the priorities and where gaps or duplication in effort were taking place, in order to negotiate future ownership of work.

Leeds, United Kingdom

My primary role was to calculate and assure the Payment by Result (PbR) tariffs; the mechanism by which over £25bn of NHS trust income was allocated.I collated, assured and manipulated reference cost and SUS datasets that recorded the cost of over 15m inpatient, outpatient and emergency admissions in order to generate draft PbR tariffs. I developed automated assurance databases that reduced the time required to assess the impact of various tariff iterations on NHS income. This involved obtaining national activity data via SQL, assessing its quality and using it to assess the sensitivity of income to revised prices.I developed generic calculation databases to process different activity datasets, and assess how sensitive income was to activity and casemix changes. Their outputs enabled speciality leads to make informed decisions and engage effectively with stakeholders around pricing revisions.I developed an automated tool to assess and analyse raw cost data and provide a range of descriptive statistics, reducing the burden of duplicating regular analyses and enabling non-technical users to undertake meaningful analysis. The final output saved time and removed the risk of inconsistencies generated by the same analysis being carried out by colleagues across the branch.I regularly engaged with expert reference groups, bringing together commissioners, providers, senior leaders and clinicians to quality assure my outputs. I was responsible for drafting written communications and presentations suitable for a variety of audiences with different priorities and knowledge.

Leeds, United Kingdom

I was responsible for assessing the efficiency with which the Department for Work and Pensions spent it's administrative budget. I developed a large and complex spreadsheet model to assess separately, and then combine, the administrative spend of the DWP's corporate functions and wider agencies. This involved collating and assuring a wide range of financial data from the Department's agencies (Jobcentre Plus, Disability and Carers Service, Pension Service, Child Support Agency) and weighting them against output levels to generate efficiency indices for each organisation.As a member of the Government Operational Research Service (GORS), I identified a lack of consistent marketing efforts across the profession, and worked with senior management to commission the role of marketing co-ordinator. I then assumed this role for four years, which involved managing a rolling and expanding, programme of promotional work, aimed at promoting the role of operational research within government and recruitment opportunities to relevant students nationwide. I identified the objectives that the programme needed to meet, including ensuring the widest possible coverage with minimal resource (in terms of event costs, T&S expenditure and analysts' time) as well as fair provision of the development opportunities on offer to GORS volunteers involved in the campaign. I effectively co-ordinated a team of around sixty government analysts and built strong links with over thirty universities. I arranged and facilitated various promotional events (careers fairs, presentations, workshops, Q&A sessions etc) to correspond with key academic and recruitment dates. This maximised the quality and quantity of applicants for regular GORS recruitment and the fast stream.I successfully planned each year's university liaison strategy, which was critical in promoting the as then new GORS fast stream.

Leeds, United Kingdom

My undergraduate placement year provided a sound introduction to real-world analysis and specifically health informatics.I contributed to a range of analyses, including:- Ambulance Reporting Tool - a spreadsheet model designed to automate analysis of raw ambulance response data in order to identify bottlenecks and other areas for service improvement. The tool was utilised by London Ambulance Trust, who subsequently enacted service changes and reported a notable reduction in response times.- 18 weeks waiting times analyses- Long term conditions intervention toolkit for providers

Bsc, Computing & Management Sciences, 74

3 A-Levels (A, A, B), Business Studies, Ict, English Language & Literature

11 Gcses A*-B, Inc Maths, English, Science, Ict