- Almost six in ten (57%) employees say current NHS trusts’ patient data is inoperable
- The proposed NHS Federated Data Platform brings positives but also risks
- Creating data buy-in, co-design methods and increasing data proficiency will motivate and empower NHS staff
The NHS holds a vast network of patient information; however, a historical lack of centralised data systems and the failure of previous IT contracts means that analytics are often overlooked or misunderstood, negatively impacting the ability of NHS staff to confidently handle and interpret data.
Six in ten (57%) NHS employees with knowledge of current data systems complain that patient data is isolated and inoperable, highlighting the need for greater accessibility to unlock valuable insights.
In an effort to alleviate data mismanagement, the NHS has proposed a new Federated Data Platform (FDP), which promises better data management across the organisation. However, this is currently in the development phase with no solid start date.
With this in mind, Philip Purdy, Principal Consultant at Healthcare Consultancy Acumentice, discusses why data buy-in from staff is vital to help NHS trusts improve patient experience and lower waiting times while looking ahead to the potential benefits and risks of the FDP.
The current data challenges across the NHS
A lack of data buy-in from NHS staff – in other words, the way in which they successfully engage with data solutions – is a pressing issue, preventing employees from confidently navigating a growing volume of patient information. This is exacerbated by a shortage of knowledge transfer across organisations, creating a cycle of employees unsure how to analyse and use data across NHS teams, which is preventing new processes from being confidently implemented by all levels of staff.
Interestingly, according to a recent study, over half (51%) of NHS employees say improved evidence of outcomes would enhance their technology adaption, as the benefit for themselves and their patients should be made explicitly clear. In addition, respondents said that regular training from outside experts (34%), and peers (32%) on new technology adaptions is desired.
Philip says: “The above suggests that the NHS requires the development of organisational-wide ownership of data, which means the responsibility to manage and analyse data is shared across all UK trusts. Establishing greater data ownership would ensure that individuals across all levels can access and comprehend patient data and encourage cooperation between departments.”
Key ways to create data buy-in amongst NHS staff
Implementing NHS-wide ownership of data and proactive data analytics can only be achieved once trusts have data buy-in amongst organisations and individuals.
Co-design is one of the most effective ways to implement systems unlikely to burden the user, and implementing a smoother data collection process can encourage data buy-in. Gaining feedback during the design process will increase the chance of acceptance of new processes amongst the workforce, positively impacting the broader organisation.
If processes are low friction, they can form a natural part of everyday tasks, meaning staff are more likely to prioritise data collection. Moreover, supporting individuals to use data and information as part of their day-to-day work rather than a theoretical approach to the general benefit will help to solidify understanding and acceptance that data, when used well, can be a powerful tool.
“Once NHS teams understand the precise value of data analytics for patient experience, data buy-in will likely be achieved. In light of increasing waiting times and patient dissatisfaction, it must be determined how data can impact patient experience, supporting employee retention as they will feel more confident in their work,” says Philip.
How the NHS Federated Data Platform could impact data buy-in
To overcome various data challenges, the NHS has proposed the development of a new Federated Data Platform, which would provide new software to trusts to encourage communication between departments and regional systems.³ If the FDP does come to fruition, the government promises to bring together health records, waiting lists and staff rosters to allow staff from across regions to find new solutions for patient treatment, such as uncovering free theatres outside of the patient’s regular hospital attachment. Overall, the system aims to bring positive change by providing a standard guide to data intelligence and understanding, giving way to better data intelligence.
There are risks to centralised approaches, though. For example, engagement for something so large-scale as the FDP could be a problem, and Philip says we can already see hesitation from some parts of the NHS.
“It has not been co-designed and so comes with some risks. It is also a ‘one-size-fits-all’ concept and the NHS must be careful not to limit local solutions and innovation in favour of standardisation of approach,” Philip adds.
Philip believes data proficiency should be a top priority for leadership teams across the NHS in the next 12 months, especially amid rising waiting times and declining patient satisfaction. An improved data collection system will allow trusts to gather valuable data about patient pathways and uncover options for actionable change.
“In addition, trusts need to invest in regular maintenance of datasets. For example, waiting list validation reveals errors in patient pathways and ensures all necessary follow-up appointments are booked.
“Once trusts have a clear map of patient data, they can spot bottlenecks in service delivery, ensuring that all patients can access care promptly. Looking into patterns of data insights, NHS staff can identify clear challenges and proactively discover how to make better everyday patient decisions,” he adds.
“Previous challenges with large IT contracts highlight the advantage of the NHS using boutique suppliers who truly understand the industry’s challenges and can craft bespoke solutions based on first-hand experience working within the NHS.”
