USING DATA TO TRANSFORM INTEGRATED SERVICES
Transcript of USING DATA TO TRANSFORM INTEGRATED SERVICES
USING DATA TO TRANSFORM INTEGRATED
SERVICESROY ELMER – HEAD OF PERFORMANCE AND INTELLIGENCE
PATRICK FORREST – CONNECT INSIGHT AND INTELLIGENCE MANAGER
WHAT DID WE DO BEFORE?
• Reporting single-line, single-agency performance indicators, based on national and statutory frameworks such as PAF, National Indicator Sets, ASCOF.
• A lot of manual spreadsheet manipulation, sending data-sets to operational practitioners to update spreadsheets.
• Only ever a single agency view of data that lead to misunderstandings, competitive data-wrangling rather than effective multi-agency problem solving.
• Practitioners were alienated from service delivery. The tail wagged the dog. No ownership of performance, data and intelligence were seen as a burden.
EXAMPLES
• Management Team reporting for each agency
• Based around statutory frameworks
• Practitioners led by performance and reporting requirements (tail wagging dog)
• Practice driven by system constraints and rigid workflows
WHAT DO WE DO NOW? (1)
• Data sharing across adult social care and health for a variety of reasons:
• Delayed Transfers of Care (analysis)
• Delayed Transfers of Care (management and reduction)
• Integrated Network Teams and Sudbury and Ipswich CONNECT
• Admissions Prevention and Out of Hospital Teams / Discharge Planning
• Placement of customers in appropriate and safe care settings (links with CQC and Healthwatch)
• Development of integrated performance frameworks across health and social care for specific projects
WHAT DO WE DO NOW? (2)
• Use of Shared Identifiers
• Understanding across the system from an intelligence and a practice perspective that data sharing is a positive and a requirement for now, and for the future
• Shared Health and Care Plans
• Integrated and joined-up practice across agencies and specialisms
• Shared offices / co-location
• Requirements capture for the future in line of business and BI systems
• A lot of this is manual, however, and based on standalone systems and Excel spreadsheets…
EXAMPLES
• Sudbury and Ipswich Connect, Integrated Performance Framework
• Management Team reporting consists of health and social care data; whole system thinking
• Established co-operation and links with health and social care analysts and performance professionals
• Shared offices in Sudbury and Ipswich, 11 more sites going on line
• Electronic patient discharge record in development
WHAT WILL WE DO IN THE FUTURE?
• Vision 2020
• No longer rely on manual solutions or spreadsheets!
• Shared intelligence built around a Suffolk-system-wide data warehousing solution
• Joint working with partners to establish single care records, customer tells their story once
• Commissioning of a social work CMS that is fit for the 21st century
• Paper-light working and digitally mature systems
• Interoperability
EXAMPLES
• New CMS that is interoperable with partner agency systems
• Development of shared-agency data warehousing, powered by Power BI and Microsoft Cloud
• Open Data via revamped Suffolk Observatory
• Single client identifier across a wide range of systems
• Web-based client portals to enable feedback and engagement in all aspects of support from statutory services
CONTACT US
• Roy Elmer, Head of Performance and Intelligence, Adult and Community Services, Suffolk County Council, Endeavour House, Ipswich, IP1 2BX. Tel: 01473 26 5628
• Patrick Forrest, Connect Insight and Intelligence Manager, Adult and Community Services, Suffolk County Council, Endeavour House, Ipswich, IP1 2BX. Tel: 01473 26 4602