Results of the Information Survey Tracy Crookes (Head of Applied Information) Friday 8 th May 2015

Background Led by the Working Together BI Leads Working Together Trusts had already undertaken some benchmarking around BI and structures within the Trust Extended to all members of the NHYDIF Completed summer 2014 via Survey Monkey

Background Survey responses: Sheffield Teach Hospitals NHS Foundation Trust Bradford District Care Trust South West Yorkshire Partnership Foundation Trust Airedale NHS Foundation Trust Northern Lincolnshire & Goole Foundation Trust Bradford Teaching Hospitals NHS Foundation Trust The Mid Yorkshire Hospitals NHS Foundation Trust The Rotherham NHS Foundation Trust Doncaster and Bassetlaw Hospitals NHS Foundation Trust Barnsley Hospital NHS Foundation Trust Sheffield Children’s NHS Foundation Trust Chesterfield Royal Hospital

Background Survey consisted of 105 questions covering: Establishment Structure Workforce planning Data quality Business intelligence Future challenges

Survey Results Not all Trusts responded to all questions Unable to provide any robust benchmarking on spend on Information Comparing structures robustly has not being possible

Key Background Facts – Type of Trust Answer OptionsResponse Percent Response Count Teaching16.7%2 University8.3%1 Acute58.3%7 Foundation58.3%7 Mental Health16.7%2 Other (please specify)16.7%2 answered question12 skipped question0

Key Background Facts - Number of Sites Number of Sites Answer OptionsResponse Percent Response Count 133.3%4 28.3% %4 48.3%1 50.0%0 >516.7%2 answered question12 skipped question0

Key Background Facts - Number of Outpatient Attendances 13/14 Total number of outpatient attendances for 2013/2014 Answer OptionsResponse Percent Response Count <100,0008.3%1 100,000 to <250, %2 250,000 to <500, %4 500,000 to <750, %4 750,000 to <1,000,0000.0%0 1,000,000 or >1,000,0008.3%1 answered question12 skipped question0

Key Background Facts – Number of FCEs 13/14 Total number of FCEs for 2013/2014 Answer OptionsResponse Percent Response Count <50, %3 50,000 to <100, %4 100,000 to <150, %2 150,000 to <200,0008.3%1 200,000 to <250,0008.3%1 250,000 to <300,0008.3%1 300,000 to <400,0000.0%0 400,000 to <500,0000.0%0 500,000 or >500,0000.0%0 answered question12 skipped question0

Structure – Directorate Information Sits In

Structure – Centralised v Devolved 42% of Trusts had some/all Analysts aligned to Business Units / Clinical Teams

Structure – Main Teams within Information

Structure – Re-structuring Does the structure you have in Information work well? Answer OptionsResponse Percent Response Count Yes happy with it and it works well33.3%4 I would like to make some changes66.7%8 answered question12 skipped question0

Structure – Re-structuring Centralise analyst functions Need dedicated support for Business Units Create BI and DW development team Pooling of analysts – not enough integration between teams Invest in DQ resources Permanent structure required

Structure – Key Areas of Responsibility Which of the following functions is the Information Department responsible for? (Please tick all that apply) Answer OptionsResponse PercentResponse Count Central returns100.0%12 Performance reporting75.0%9 Data quality83.3%10 Training users and training materials25.0%3 Developing business intelligence solutions / data warehouse management91.7%11 PbR processing and generation of files to support Trust income processes91.7%11 Developing/submitting CDS100.0%12 Small systems development / maintenance33.3%4 Information specialist on Trust projects such as system replacement projects83.3%10 Implementing Information Standards notices (ISNs)100.0%12 Data collection process re-design and streamlining of processes58.3%7 General data analysis services83.3%10 Clinical Coding41.7%5 Other (please specify)33.3%4 answered question12 skipped question0

Staffing Models vary considerably with differing responsibilities and roles and Information budgets This also reflects in differences in bandings – Information Manager role varies from a band 7 to a band 8B Not all Trusts have Senior Information Developers or data quality staff within the Information structure Comparison very difficult

Recruitment & Retention – Vacancies & Ability to Recruit 70% of Trusts had vacancies for Analysts ranging from 1 to 4 vacancies 70% of Trusts had found it difficult to recruit Analysts 30% of Trusts had vacancies for Information Developers ranging from 1 to 2 vacancies 70% of Trusts had found it difficult to recruit Analysts 27% of Trusts recruited Trainee Analysts but no Trusts currently recruit Trainee Information Developers No Trusts guaranteed a Trainee Information Analyst a post at the end of the trainee period

Data Quality – Resource Levels 75% of Trusts had permanent DQ resource Some Trusts also had temporary resource Resource ranged from 1WTE to 8WTEs

Data Quality – Main Team Roles Role of Data Quality Team Answer OptionsYesNoResponse Count % Correcting data at source % Producing training materials % Delivering user training, streamlining and re-designing processes % Independent data quality audits and assurance processes for the Trust % Targeted validation to improve Trust performance % Data cleansing to support data migration activities % Providing specialist knowledge and help to users i.e. 18 Week rules % Monitoring user compliance %

Data Quality – Responsibly for Correcting Data

Data Quality – 18 Weeks 75% Trust said they had ongoing challenges with the quality of 18 Weeks data 67% felt that they were very confident/confident with the quality of their 18 weeks data 92% felt that they could mostly provide reassurances to their Trust Board around the quality of 18 Weeks data All but one Trust said their 18 Weeks performance was improved through data validation

Data Quality – 18 Weeks 18 Weeks validation was undertaken by a variety of different models within Trusts. For some it was the sole responsibility of Business Units and for others it sat within dedicated DQ resource 50% of Trusts had a backlog of 18 Weeks validation All had plans to eliminate the backlog For some Trusts the backlog was related to recent new PAS system implementations

Data Quality – 18 Weeks

Information Strategy 50% of Trusts had an Information Strategy 3 Trusts had implemented a specific information migration strategy/approach within the last 2 years When asked about the learning from the experience the main areas identified were: – Underestimated resources required – Scope creep – User engagement/lack of champions

Data Warehouse – Systems Integration Which systems are integrated into the data warehouse? (Tick all that apply) Answer OptionsIntergrated into the DW Response Count PAS100.00%11 Maternity55.56%9 Pathology50.00%8 Radiology60.00%10 Clinical correspondence100.00%1 A&E100.00%10 Theatres88.89%9 Electronic documentation/patient record50.00%2 Specific specialty based clinical systems66.67%6 answered question12 skipped question0

Data Warehouse – Self Service Reporting Please estimate the amount of self service reporting that is available from your Information Team, as opposed to it being produced by an Analyst Answer OptionsResponse Percent Response Count <10%27.3%3 10% to 20%18.2%2 21% to 30%27.3%3 31% to 40%9.1%1 41% to 50%0.0%0 51% to 60%0.0%0 61% to 75%9.1%1 76% to 90%9.1%1 >90%0.0%0 answered question11 skipped question1

Data Warehouse – Reasons for Self Service Reporting not Being at Required Levels 70% of Trusts quoted lack of development resource 50% Trusts said they could not free up enough time to work on pro-active tasks 50% of Trusts said that further investment was needed in reporting solutions 40% Trust said they did not have the right level of technical skills

Data warehouse – Reasons for Self Service Reporting not Being at Required Levels 9 Trusts out of 10 identified training needs around SQL/SSRS/dashboard development type skill sets 30% of Trusts said users preferred how they currently received the reports 2 Trusts had written a business case around BI 80% of Information Managers spent more than 20% of their time on direct data management 40% of Information Managers spent more than 60% of their time on direct data management

Information Development 83% of Trusts had plans for 2014 around what they needed to deliver for information development Only 1 Trust had the resources to deliver the required plans (50% did not know yet) Main plans to fulfil the gaps were: – Employ contractors ( 59% of Trust were expecting to use contractors within the next 12 months ) – Use of fixed term contracts – Using external companies – Business case – Re-prioritisation

Use of Contractors

Key Challenges Next 3 Years

Key Challenges Next 5 Years

Summary Survey provided some useful intelligence but more work is needed to provide more robust benchmarking around structures and resources A large proportion of Trusts felt that they need to make changes to their current structures to enable them to deliver Business intelligence is a key challenge for most Trusts and one which features highly in the next 5 years

Summary EPR also features very highly in the next 3-5 years Reliance on contractors and fixed term contracts was a strategy used by many Trusts Recruitment is a challenge in most Trusts across a range of Information roles with some Trusts now employing Trainee Information Analysts Data quality is an ongoing challenge for Trusts with different models in place to respond to the data quality challenges Not all Trusts had a formal information strategy

Discussions and Sharing