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Our engagement with services across MPFT has made it clear that we are at the beginning of our data management and analytical information transformation journey.

Our multitude of systems that hold data for our service users and staff need to be connected together and shared in a way that is meaningful and useful.

Our service leads are often burdened by manual processes to collect and collate the data they require for their services and for commissioners. Staff do not consistently have sufficient access and training on how to manage their service data to inform their daily care priorities and enhance performance.

“Reports need to be live, rather than a month out of date.” 
Christy Botfield, Operational Lead, 0-19 service Stafford Moorlands

The Trust has an ambition to mature the levels of data management and analytics across the organisation and our Integrated Care Systems (ICS). This will be aligned to industry best practice for data warehousing through cloud services, big data, data lakes, machine learning and artificial intelligence (AI).

Connecting our systems into a consolidated, robust and highly available data-warehousing platform will be the foundation stage for where we need to enhance the use of our organisational, partnership and service user information. 

We must build on the operational dashboard that was developed for the restoration of services due to the COVID-19 impact. This dashboard collated Trust-wide data on the activity of the Trust’s clinical and care services into a single view. We want to state in real-time the operational Key Performance Indicators (KPIs) including number of service users within each care service, our waiting list sizes and the Did Not Attend (DNA) rates across every service in the Trust.

Through the development of the data warehouse platform, we will be better equipped to deliver rapid configuration of business intelligence reporting and dashboard analytics. This will be made available for all of the organisation’s services and staff. This will reduce the manual administration of data through Excel spreadsheets in use across all service areas.

“There is an industry to reporting that is beyond manual. The volume of reports means capacity within certain teams is consumed by creating reports.”
John Costello, Quality Improvement Lead

Business Intelligence (BI) will automate its activity and the activity of corporate and clinical operational teams in collating and preparing reports.  

Our enhanced capability for reporting and self-service dashboards will improve the delivery of statutory, regulatory, national and local commissioner reporting. This will also reduce the volume of requests for local bespoke reports from across our services. 

Through the implementation of a Trust-wide Business Intelligence tool, we will provide dashboards designed for delivering and improving performance and health care-outcomes. 

We will enable the functionality to offer analytical data activities to our clinicians, carers, managers and policymakers along with training and guidance.

“Staff need to be able to see their own performance and understand their own outcomes for their service users. Feedback through information is really important. For example, you’ve booked this many appointments, their DNA rate has increased or reduced month by month” 
Kieran Doherty, Quality Lead Inclusion Services

Developing better business intelligence is fundamental to implementing change. Through an effective BI approach, we will support expedited informed decision making and demonstrate how the proactive use of health and care data can improve the health of the people who use our services.

“How to do we instil the use of data by our workforce? Data needs to be used more for clinical decision making”
Steve Martin, Associate Chief Nurse, Chief Nursing Information Officer (CNIO)

Business Intelligence will be an enabler for change through the ability to connect information from all systems locally and where possible the systems used across our wider ICSs.

Where the performance data dashboards highlight, we will support and highlight service outliers in cost and quality and compare our performance metrics against a portfolio of external data sources. These will include Model Health System, Patient Level Information and Costing System (PLICS), Get It Right First Time (GIRFT) and Public Health data.

We will report on productivity opportunities through developed Standard Operating Procedures (SOPs) and develop partnerships with our Trust’s functions that deliver quality and performance improvements.

User needs analysis will support how digital information needs to be presented in ways that are relevant, readable and actionable to the staff and service users accessing them. 

Infographics dashboards including pictograms, word clouds and statistical maps will become part of the BI reporting portfolio alongside the traditional bar charts, pie charts and line graphs. This will present information in a way which tells a story that is understandable to as many stakeholders as possible, ensuring we can make robust and informed decisions from our data. 

Through integration, the future data warehouse environment, BI tools and our application development tools we will deliver information through platforms such as dashboards, mobile apps, portals and digital signage such as appointment waiting time screens.

“We need the information and dashboards in place not only for the operational leads but for our clinical colleagues so that they know the difference they’re making, how they are performing and the outcomes they’re achieving and essentially, if the patients are improving through their care. The current operational dashboards are useful for services to run efficiently and to ensure capacity and demand are looked at, at a basic level. However, there’s more elements which could be looked at to support this even further for even more operational efficiency.”
Dominic Ellington, MSK Seisdon Service Lead

As technology becomes embedded within everyday devices such as Internet of Things (IoT) including wearable technology, smart buildings and clinical monitoring devices, the volume of data we collect increases. The increased data that is available and produced for analysis offers MPFT opportunities in improving health care, including pre-emptive intervention, personalised and prescriptive analytics. 

Our business intelligence and data warehousing functionality therefore needs to be scalable to capture the wealth of increased information we are anticipating to be available in the coming years. An increasing volume of data across an ever expanding and changing number of devices and systems means storing and analysing data must be robust and improved. There will be significant resource investment in readiness for these demands to tackle the increased volume, frequency and need for real-time data reporting. 

The milestones for these aspirations will be measured through the Trust’s HIMMS AMAM (Health Information Adoption Model for Analytics Maturity) process. The baseline of our existing data maturity on HIMSS AMAM, measured the Trust at Stage 2, and the ambitions are to improve this to a Stage 5 over the course of the strategy.

The following areas are used to measure the Trust’s maturity to provide analytics for:

  • individual specific prescriptive care
  • quality performance management
  • the management of variation and waste
  • the economics of providing health and care
  • population health analytics combined with research

The focus on shifting from tariff to block contracts and greater collaboration with health and care colleagues will aid us to focus on the right data. This will improve reporting for our service users, workforce, Integrated Care Systems (ICSs), partnerships and our national population health analytics outcomes. 

"Reporting needs to be sensitive to the actual need of the service users and the service. For reporting, we need digital services to communicate with the services on what needs to be built." 
Michaela McAndrew, Mental Health Services Quality Lead, Staffordshire

An increase in the volume and detail of our data will also bring opportunities in research with our university partners both locally, regionally and nationally.

In terms of workforce, we need to spend less time and effort on data wrangling, on the capturing and cleaning of our data, and more time on the data science and analysis for decision-making from data.

Our MPFT Digital business intelligence workforce will bring to life the “TRUST Our Digital Offer” with alignment to our digital principles. With greater time spent understanding our care services and what the data needs are, more time can be spent on the data visualisation, communication and co-design elements of the service.

We need to work more consistently with service operational leads to understand which questions need answering, for example, “What are our appointments and waiting list data telling us?” “What does our bed occupancy stats over the last 12 months mean for the next three months?” “Based on our previous service users with these conditions what do these clinical data sets potentially mean for this service user and what is the best personalised treatment for them?”

“We need to be democratising the information dashboards to manage their caseloads. This level of information is needed on the more clinically focussed dashboards to inform care on a daily basis.”
Helen Booth, Operational Manager, County Wide Speech and Language Therapy/Occupational Therapy/Falls and Community Rehabilitation

Through this consistent, disciplined and empathetic approach to understanding and applying data, we can truly enable the Trust and its partners to make ongoing operational and strategic decision-making. We will achieve this through use of the skills, technology and data within the BI and Data Warehouse function.

We will be a data driven Trust in all areas. Health and social care analytics will support our local, regional and national partnerships in health, care, and public health. This will support the improvement and efficiency of care being offered and provide personalised service user care across MPFT.

For the majority of our services, we are still operating in the descriptive data analysis phase, the “what happened?”.

We need to mature in the availability and use of data to move to the predictive, the “what will happen?”.

When we achieve success in our data development and BI maturity, with AI real-time analytics, we will mature to prescriptive analytics with our services, the “how can we make it happen?”

  • Descriptive service dashboards – for example, how many people are using our Stoke sexual health clinics? What conditions are we supporting with most?
  • Predictive dashboards – for example, how many people are likely to turn up to next week’s clinic? With what? Which age range?
  • Prescriptive dashboards – for example, how can we reduce clinic admissions through a school sexual health education programme focussing on benefits of condoms. When is this likely to result in reduced people turning up to the clinic?

These digital achievements will:

  • Provide operational analytics to improve service user outcomes and individual specific prescriptive care
  • Contribute to our Population Health outcomes to tackle health inequalities for our localities
  • Support the development of research through the analytics of our big data provision
  • Provide digital information to support improvements in quality performance, management and reductions in the Trust’s operational variation and waste
  • Deliver appropriate demand and capacity digital infographics including dashboards to support the delivery of care, operational management and strategy implementations
  • Deliver strategic information to enable the growth of the Trust’s operational portfolio
  • Provide evidence-based knowledge on the economics of providing health and care and the variations through mobilisation and service changes
  • Engage with and enable the sharing of cross-regional data to support local care, public health and strategic planning

  • Delivering a trust wide Business Intelligence (BI) tool that provides real-time dashboards through the consolidation and replacement of historical dashboards and reports
  • Work with clinical leaders to reduce complexity, and the maintenance overhead, of clinical pathways by enabling AI supported clinical intervention through predictive analytics
  • Minimising data collection and report collation by operational staff through the use of self-service dashboards
  • Providing guidance and training to enable staff to fully utilise the dashboards and information reporting capability for themselves in a self-service capacity, enabling the MPFT Digital BI & DW teams to focus on the provision of high-quality information and complex ad-hoc requests
  • Consolidate all available data into the data warehouse to enhance the Trust’s capability to develop knowledge and intelligence on our care and corporate services
  • Provide a secure, consolidated and managed data warehousing environment that is highly available, resilient and is retained as a strategic, long-term information asset for MPFT   
  • Creating a single source of digital information for national, regional, partnerships and local teams
  • Supporting decision making, that enables complex modelling and forecasting to enhance health and social care planning for service users and regionally for public health
  • Expand beyond clinical and social care data into the collation and presentation of transactional data, including, finance, workforce, customer relationship, service user surveys, estates, research, security and cyber, assets, QI outcomes, Programme Management Office (PMO), benefits realisation, legacy records, retention alerting and systems utilisation
  • Applying the use of national and independent standards and benchmarking to drive improvement, for example, Information Standards Notices (ISN), Health and Social Care Act 2012, Model Health System, HIMSS AMAM (Health Information Adoption Model for Analytics Maturity), National Benchmarking Network, National Institute for Health Research (NIHR)
  • Explore safe secondary use of Trust data for NHS research and ensure fair processing and GDPR compliance
  • Applying clinical coding and data quality principles and processes for seeking excellence and continual improvement
  • Developing partnerships with other health and social care providers to enhance our data provision and decision making
  • Use National NHS Digital, NHS Improvement, NHSx, NHS England data and 3rd party providers to enhance our data provision and decision making
  • Enhance the presentation and delivery of digital information using BI dashboards

"Data is needed for capacity and demand, service design and to stop the firefighting"
Liz Hall, Data Quality Lead, Children’s & Families Care Group

  • Corporate-wide BI tool / capability procured and deployed
  • Majority of systems data consolidated into single data warehouse
  • Establish data quality assurance function reporting into Digital Committee
  • Activity data for service user, care pathway, care group team cost analysis
  • Support Patient Level Information and Costing System (PLICS) deployment
  • Management dashboards to provide operational KPIs headlines
  • Personal, role-based caseload reporting to inform daily priorities
  • Resilient, highly available, near real-time data warehouse, for example, urgent care, MPFT Care Portal
  • Improved data collection, data operations and orchestration across breadth of systems to support local MPFT Care Portal and single care plan approach
  • Skills development for staff to use BI tools self-service reporting processes in place to support data literacy, the ability to read, understand, work with and communicate data
  • Predictive analytics – service design, planning in place through BI Dashboards
  • AI support for improvements in areas such as clinical and social care, for example prediction of critical care
  • Supporting national and regional data initiatives for example, the new national data model scheme
  • Baselining data quality standards and ensuring all future reports that feature the Kitemark are known to be validated and accurate
  • Enable Population Health Management within place-based partnerships

Measures for success

  • When we understand the BI capability through a Business Intelligence Demand & Capacity Review
  • When we understand the activity the Trust has in reporting through KPIs and benchmarking
  • When the vast majority of our systems are consolidated into the Data Warehouse
  • We have BI Dashboards in place that are highly available
  • When we are enabling and engaging with Population Health Management

  • We have automated our contractual reports
  • We have migrated all reports from our legacy dashboard solution
  • We have our Data Warehousing cloud enabled with advanced use of Microsoft tooling
  • All outputs contain Kite marks with review dates built into processes. Through bench marking, report volumes are reduced to a smaller number of dashboards

  • All digitally enabled clinical and corporate devices flow their data into the data warehousing offering a rich data lake of enquiry and research
  • Data Marts are in production with the use of Machine Learning
  • We can provide evidence-based knowledge on the economics of providing health and care and the variations through mobilisation and service changes
  • Modelling capability across clinical and corporate functions within Dashboards is available

  • When we are leveraging the power of our data for AI predictive modelling, research capability and this is verified through our Model Health System Data Quality Index and HIMSS AMAM Digital Maturity
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