Ekta Mehta, Author at CACI

A Readiness Package for North Bristol Trust’s (NBT) Power BI Tool Migration – pt1

Posted on: 22 August 2024

Background

When North Bristol NHS Trust (NBT) was tasked with enhancing their business intelligence (BI) system within a specific timeframe while simultaneously futureproofing their service, optimising their data, and aligning with emerging ICS standards, they turned to their trusted and proven partner, CACI, for best-in-class support. Having worked with CACI for several years for data and analytics support, NBT was confident that CACI could help them with their discovery and engagement project.

Project hero

David Hale, Assistant Director of Informatics at NBT, leads NBT’s data and analytics strategy and is responsible for delivering analytics to the board, clinicians, operational leads and business managers, and informatics teams across the ICS.

Project mapping & planning

Planning how to navigate from where NBT was to where it aimed to go was not a simple task, especially considering the constant evolution of technology and how people adapt and respond to it. Engaging a broad group of clinical, operational, and senior stakeholders, each with their own priorities and expectations, increased the complexity of the project. Among technical teams, the most substantial challenge was achieving a balance between blending considerable in-house knowledge and partnering with service and technology organisations to implement and fulfill their strategic objectives.

“The challenge is to discern what the underlying rationale of any query, concern or requirement unearths, and document that in a way that speaks to the more strategic concerns that you hear throughout the engagement,” David elaborated. “This is uniquely where a third party like [CACI] can come in to cut through multiple and often complex sets of stakeholder feedback to truly establish what the underlying requirements might be for a successful transition and elevation in technology.”

Meets guide

According to David, the positive working relationship with CACI and proven expertise were key in significantly enhancing their readiness work.

“We’ve been very fortunate that we’ve had [the CACI team] who we’ve had a very professional and supportive relationship with for many years. We can talk openly about how existing products and services are working and what our needs and requirements are,” he explained. “It made perfect sense to also go to [CACI] for the next step in the journey because it’s about concluding the chapter that we were currently in and setting ourselves up for the next. Our relationship with CACI had been built over a number of years, so we were really able to unlock our shared knowledge and expertise.”

David went on to acknowledge that there will always be gaps in understanding the evolving tools and technologies, which is when a trusted partner can be critical to bridge any knowledge gaps.
“We look to you as experts in the field, so not just within healthcare, but as a gold partner for a number of other technical suppliers,” he continued. “We reached a point where we had to look not only at the commercials with our existing technology, but a more all-encompassing approach to how we might scale-up our technology in future. This approach was also in response to internal audits about our own data strategy, and how we respond and accelerate our use of information now that we’ve done our EPR system transition.”

Action

To execute these plans, CACI first analysed NBT’s existing reporting outputs and infrastructure to gain a comprehensive view of its architecture. CACI and NBT then engaged with NBT’s internal and external data analytics stakeholders on their needs and preferences to assess the board’s strategic data and reporting priorities. Aligning with NBT’s digital and data strategies followed this, coupled with the production of a blueprint for moving forward, which outlined new data architecture, data governance, licensing requirements and enablement.

This action within the readiness package bolstered NBT’s creation of a compelling business case, which according to David was “one of the fastest approved capital cases I’ve ever experienced”, with a turnaround time of around 10 days from submission to approval.

“By approaching our BI technology transition in this way, we’ve enabled the navigation of one of the often-held assumptions within the public sector and the NHS that it’s hard to get things done. With a clear vision and exceptionally good outputs, we’ve been able to move at a pace, which is not normally expected to be the case in an NHS setting,” David concluded.

Avoid failure

David shared that one of the most valuable outcomes for NBT was CACI successfully engaging a variety of internal and external key stakeholders and compiling their feedback and requirements.

“There is something much more compelling about engaging stakeholders through a trusted partner under the mandate of a board-approved digital strategy. This was enhanced by a combination of recommendations from our internal audits and building upon the momentum of the EPR (Electronic Patient Record) programme delivery to quickly understand peoples’ requirements, needs and concerns, and structure that into an approach that we believe would answer the majority of those concerns,” he explained. “We were confident that we would be able to do the right thing for the organisation. The key differential was the focused piece of CACI-augmented stakeholder engagement. It allowed people to see their concerns reflected back to them so they can understand that they have been heard, enabling you to create a far more compelling, effective case.”

Success

NBT succeeded in producing a detailed report of all quantitative and qualitative findings with CACI’s support. These findings helped NBT gain a newfound understanding of their existing functions and capabilities and the changes required to succeed in the future. According to David, the initial communications through to the report and presentation delivery were pivotal in ensuring NBT would be set up for success.

“[Our relationship with CACI] feels grounded in practicality… it’s grounded in addressing real problems, and this is the latest installment of addressing one of those real problems,” David concluded.

Power BI migration & implementation process & outcomes for North Bristol Trust (NBT) – pt2

Posted on: 16 August 2024

Background

When North Bristol Trust (NBT) was tasked with migrating their existing reporting tool to Power BI, CACI was their trusted partner that supported the successful production of a migration readiness package. This readiness package included a detailed report of all quantitative and qualitative findings, a newfound understanding of existing functions and capabilities, a reassessment of future requirements and definitive progression of next steps in the Trust’s migration from business case creation to sign-off.

NBT possessed over 100 reports in their pre-existing analytics platform, ranging from list-based for front line, operational workers to more backend, dashboard and analysis reports for email distribution. Once these reports needed to move from NBT’s pre-existing system to Power BI, the Trust wanted to understand and reconsider their design, particularly its contents and data structure.

Customer lead

Andrew Elliott, Head of Data Analytics at North Bristol Trust, has handled analytics platform outputs and has been a key player in the Trust’s Power BI migration.

Project mapping & planning

The first course of action identified for NBT was the need to improve efficiency when creating reports. This was a multi-step action, not simply addressing the speed at which reports are updated, but the efficiency and maintenance of data.

To achieve this, Andrew’s team revisited their hospital data analysis practices to ensure they would remain up-to-date, reliable and accurate.

There was also an emphasis on redesigning the data models that fed the reports to meet requirements. This required a substantial amount of analysis to understand where data was coming from and what NBT was doing with that data to display the report. Once this analysis was complete, NBT had to consider how it could be streamlined to become more efficient and recreate that logic in a new location within their data warehouse.

With these needs in consideration, Andrew’s team reached a consensus on the requirement for a new reporting database, as well as a redesign of the data models that would facilitate the moving of their reporting tool.

Action

This process took the Trust a lot of time and input from CACI to execute, as the initial input stages were focused on providing business knowledge and data understanding, with CACI possessing the technical knowledge. CACI’s Richard Brennan, Principal Consultant, worked on the mapping process and provided ongoing support to Andrew’s team.

Determining the best design for that data followed this. Andrew’s team had ambitions on what the Trust wanted to do with their data, one of which was knowing that through Power BI, other analysts from across the hospital could be brought on board. The board was an especially important and crucial factor as NBT approached the Power BI go-live date. For Andrew’s team, this included ensuring alignment on decision-making, gaining organisation-wide buy-in and keeping motivation up.

“We weren’t putting our head in the sand, we were very honest with any issues that we had and [the board was] immensely helpful in their responses, particularly around communication,” Andrew shared.

In the weeks prior to going live, Andrew’s team liaised with key individuals in the Trust across various departments and divisions on the status of upcoming reports. Power BI also began to be displayed on the intranet’s homepage of the intranet for collective awareness on Power BI going live. NBT followed an additional CACI recommendation of forming a Power BI developer group for regular meetings to take place on what Andrew’s team was doing, how they were using Power BI, encourage others to use Power BI and share best practises.

All licenses were in place and once the reports were signed off as tested, they were moved into the appropriate workspace apps for users. A soft launch using advanced functionality for several areas took place a week prior to go-live to ensure comfortability of using Power BI and iron out any final issues before eradicating their pre-existing BI tool. The final step was adding users to groups for immediate access and turning off the original platform.

By Friday afternoon, users were given access while the original platform remained available over the weekend, and by Monday morning, a blocking page prohibiting access was implemented, marking the official introduction of Power BI.

Supporting our customer

The diversity of requirements and revisiting the data design were two pivotal focal points to be reprioritised over the course of the implementation.

The ambition around optimised data design was initially obfuscated due to the comparatively little data available from various clinical divisions and departments across the hospital that used Excel. This prompted Andrew and his team to encourage the use of one cohesive reporting platform to ensure data sufficiency, accuracy and reliability, creating an environment that analysts would engage with and host their reporting on and unite users.

The immense size of this ambition quickly became clear to the Trust, particularly regarding the data scope, the systems it took from, the amount of available data and the data that was also being used by divisional analysts. The Trust also acknowledged the fixed date by which this project had to be completed. Upon further investigation into the data sources, an added layer of complexity came to be: rebuilding all the data sources into a new data model would not be possible to achieve by the stringent deadline. With CACI’s help, however, the situation took a positive turn.

“CACI provided helpful support and advice [during this time], even during times where I think our project had gone from a green to an amber stage where we were coming into the last couple of months,” Andrew shared. “CACI was incredibly supportive of the decisions that we were making, also contributing to those decisions themselves.”

Success

Richard’s Power BI configuration has set up Andrew’s team for a successful first few weeks of post-go-live, with the team receiving about 600 hits on reports in the first two days post-go-live and receiving approximately 60 support requests (mainly access requests or general functionality enquiries). While some minor accuracy issues with outpatients arose and were resolved quickly, the reporting has remained accurate and was very well received by the end users.

According to Andrew, Richard’s continued support in demonstrating any changes to the semantic models, identifying any issues with uploading data or explaining the environment’s functions has been particularly useful.

“We had Richard in the background with any small changes that we wanted to do with the data loads or semantic models, and that support was useful in the run-up and afterwards, because we’ve watched how to look after this system as Richard has built it, but when you’re actually live and you’ve got to look after yourself, it’s nice to have that bit of hand-holding as you learn,” he explained.

That brings us to present day, where NBT has moved out of the post-go-live period of constant close monitoring and rapid issue resolution towards a business-as-usual position. Plans for future enhancements to the environment and the data behind it can now be reviewed, along with an assessment of the Trust’s future and the potential of reaching a similar outcome with NBT’s partner, UHBW, enabling both data teams to have the same view of data across Trusts and share it seamlessly. The project’s success also led to Andrew and his team being nominated by NBT’s Operations leadership for their annual staff award, an internal mark of excellence and recognition for a project well-delivered.

“This project has been a lot of hard work, but it’s been a great project and fantastic to work with [CACI],” Andrew concluded. “I really enjoyed it and [CACI] brought a lot of experience and expertise to the vision and ambition that we had, so I really appreciate it.”

How Northern Ireland Trusts successfully adopted Synergy, CACI’s patient level costing solution

Posted on: 15 August 2024

Background

Migrating to and developing a patient level costing solution (PLICS) programme has been a prominent topic of conversation for the costing community in Health and Social for years now, especially following its successful adoption within other jurisdictions. Trusts and the Strategic Planning and Performance Group (SPPG) alike have recognised the value of integrating a PLICS programme to enhance analytical capabilities and the quality and granularity of Health and Social Care (HSC) financial information. By integrating a PLICS programme, providers and commissioners would be able to better understand how resources are used to identify opportunities for cost reduction, improved efficiencies and achieving clinical level ownership.

As an increasing number of Northern Ireland Trusts began reaching the end of their original costing systems’ lifetimes and a drive to deliver PLICS data as quickly as possible, a decision to initiate a tender process was made.

Although the tender process– managed by colleagues in the Business Services Organisation Procurement and Logistics Service (BSO PaLS)– was lengthy, CACI’s patient level costing solution, Synergy, came out on top thanks to its costs and exceptional quality, along with CACI’s project team’s demonstrated understanding of the Northern Ireland landscape through their previous experiences.

Customer lead

Eilis Calvert is a head accountant in financial performance within the Strategic Planning and Performance Group of the Department of Health, responsible for producing guidance, returns submissions, data quality assurance and usage in the most effective capacities possible.

Project mapping & planning

According to Eilis, Synergy’s ability to deliver high-quality PLICS product and data insight with ease and flexibility would address each of the Northern Ireland Trusts’ needs, especially gaining a better understanding of their population. Previous systems costed in aggregate, resulting in a lack of visibility or granularity that Synergy could rectify. In addition, some Trusts previously needed to take additional steps to populate the necessary NI costing template following the completion of the costing process, which Synergy 4 would output directly and significantly reduce time for Trusts.

“Prior to [Synergy], we used higher-level costing data, but the devil is in the details, so getting that level of granularity [was critical] to help us to really understand the whole patient journey, especially as our healthcare system covers social care,” Eilis explained.

Action

The scope of Northern Ireland Trusts differs from NHS in other UK jurisdictions. While the Northern Ireland Trusts lean heavily on the work of NHS England and NHS Wales in developing patient level methodology, Eilis recalls the significant work that had to go into developing methodology and guidance for other elements specific to Northern Ireland, such as social care and adapting datasets to fit the electronic patient data collected in Northern Ireland. Reporting requirements also differed for these Trusts, such as the inclusion of Programmes of Care.

CACI helped the Trusts overcome these differentiation challenges by developing additional guidance aspects and modifying software to process data and report in the necessary capacity that would meet HSCNI’s unique needs. CACI’s project lead provided continuous support and advice through to the final cost submission being made. A constant flow of communication was maintained between CACI and the Trusts, ranging from ad-hoc calls to the creation and delivery of formal reports. CACI’s communicative approach ensured that a collective understanding was met across the Trusts, with Eilis sharing that CACI was “very supportive of everyone’s individual needs while ensuring that the department received the consistency that they required”.

Overcoming challenges

Working with such large data volumes and patient level data was unfamiliar territory for the costing teams, leading to teams having to upskill in these areas. Patient level cost allocation only began (and through a new system) in 2023, changing the pre-existing costing methodology from what the teams had been using for several years prior. With a plethora of data to review and a new system to work with, the cost review challenge was substantially heightened.

The implementation of Synergy began in January 2023, with Trusts trained up on the new system within the year, including working on a pilot model and completing a cost submission. Despite Eilis recalling this time as one of intensity, she is proud of what the HSC costing community have achieved.

“The project team at CACI was great at bringing people along this very challenging journey on a very tight deadline and keeping us all right, so that we were able to achieve what we needed to in that first year,” Eilis shared.

Success

Working with CACI on the PLICS data was helpful, although not without its challenges. The Northern Ireland Trusts are continuing to work with CACI this year to further develop and implement individualised validation and cost review dashboards to ensure Trusts will be equipped to meet their needs and deadlines as they arise.

Automating competency management: effective, efficient, accurate

Posted on: 23 May 2024

Having the ability to automate your competency management process enhances your workforce scheduling, improving output and safety

When assigning staff to tasks and schedules, understanding their core competencies is essential. As a stark and wholly unfair example, in a transport organisation you wouldn’t assign an accountant to drive a train. Nor would you ask a train driver to look over your accounts. Understanding an individual’s skills, training and experience is essential. It’s essential to the smooth running of your services and the safety of your workers and end users. Competency management is central to this.

Running schedules in a live and constantly evolving environment such as transport is difficult. There’s the basic schedule to adhere to. Then there are events, often beyond your control, which can curtail even the best laid plans. Being able to respond to these unforeseen circumstances swiftly and accurately is the difference between minimising service disruption and lengthy delays or cancelations.

This goes beyond transport, too. In construction, for example, if there is an accident on site or work isn’t carried out to the required standard, it can cause delays and impact the cost of the project.

The most reliable way of minimising such incidents is by having the right people in the right place at the right time. Your competency management framework plays a vital role in this. It achieves this not only by ensuring staff are trained, skilled and experienced, but also by being made transparent and available across your organisation. The link between training, assessment and scheduling needs to be seamless. Information must be available in real-time and events responded to accordingly.

What does real-time competency management look like?

Automation is key here. Let’s take the example of a train driver being assessed. Their ongoing competence is paramount to the smooth and safe running of services. Regular assessments need to be scheduled, conducted and reported on.

Driver A is due for their assessment. The assessor needs to be notified of the need to assess them and they will then go about conducting the assessment. Once the assessment is complete, they will then need to record the outcome of it. If Driver A has passed the assessment, this information needs to be made available to the driver, their management team and the scheduling team. In this scenario, it’s a case of confirming business as usual.

But what if Driver A fails to pass their assessment? In this scenario, further training may be required as remedial action to rectify their error. If the assessor notes Driver A as having failed, there needs to be a swift chain reaction to this. Driver A must be notified, their managers too, plus the scheduling team. Driver A may need to be removed from duty until such a time that they have undertaken the requisite training. This means, therefore, that the training team must be notified, too, with a view to booking Driver A in for training asap.

The scheduling team will then need to arrange to have another driver cover any shifts that they are booked in for. This triggers its own chain of communication, impacting another driver and their ongoing shifts. Regulations around working hours must be factored in and adhered to.

Automating this process makes it more efficient. Information, rather than being siloed by department, can be shared electronically at the point of input. This means that the driver, their managers, the scheduling team and the training department can all act quickly.

How do organisations automate their competency management?

This is a process that Transport for London (TfL) operates through CACI’s Cygnum software. Assessors are assigned to a list of tube drivers who need assessing, they can see their routes and timings and meet drivers at a station that best suits them. The results are recorded instantly and follow-up activities are automatically triggered.

Assessors access a priority list of drivers on the go through Cygnum. They can see where drivers are due or coming up for assessment. This means they can prioritise accordingly. Using the Cygnum Mobile app, assessors can record results on the go, in real time.

Obviously mobile reception can be an issue on sections of the London Underground. Where this is the case, results are stored offline on the app to be uploaded as soon as possible once reception is available again.

With results recorded in or near to real time, TfL’s training and scheduling teams have accurate and up to date information available to them. For the training team, their list of drivers is demand driven, so those drivers who need to receive training most are put to the front of the queue. This minimises frontline absences.

Ongoing training can be enhanced via automation too. Regular checks, from safety briefings to eyesight checks need to be conducted and recorded. Sending reminders and auto-booking people onto courses makes for a smoother process.

Network Rail operates its training management programme through Cygnum. This enables Network Rail to automate vast swathes of its training operation. Mandatory courses are booked in advance, attendance is accurately monitored and results are recorded and shared across the organisation.

The automation of this enables Network Rail to not only keep abreast of its training courses and who needs to attend, but also to inform schedulers of their outcomes. This is essential in keeping the right people in the right place at the right time.

Conclusion

Whilst automation of competency management can be incredibly useful across any transport organisation, it is only as reliable as the data entered into your system. Bringing data together from across your organisation is essential. Where data become siloed, its usefulness is stunted. Creating a single view requires the input of every department.

Automation can make the crucial task of keeping the right people in the right place at the right time more straightforward. It can alert you and your staff of required upcoming training. Assessments can be scheduled well in advance with results logged instantly. Training can be booked when it’s needed, including in a demand-led fashion. Again, making the outcomes of sessions available to the wider business instantly facilitates accurate and timely decision making.

Ultimately, automation of competency management underpins accurate scheduling. Assigning tasks to staff safe in the knowledge that they are the right people to perform such tasks is essential in transport. In any industry with moving parts, being able to make changes in a live environment is also essential. When schedulers and administrators have to manually trawl through records to evidence the changes they wish to make, it wastes valuable time. Being able to instantly understand someone’s suitability for a task, against their core competencies, skills, experience and working patterns, saves time and keeps services moving.

Automation is undoubtedly challenging to achieve, but the results are well worth it.

Technology and its impact on risk in the rail industry

Posted on: 16 May 2024

How technology is enhancing safety for rail workers at organisations like Network Rail and Transport for London (TfL)

Whilst the UK is in the enviable position of having one of the safest rail networks in the world, that’s not to say that things couldn’t be improved upon. Technology is playing a major role in advancing safety standards and enhancing safety for the rail network’s workforce and passengers. This case study looks at how Network Rail and Transport for London (TfL) are utilising CACI’s Cygnum software to support their efforts in managing the training and competency of their workforce.

Beyond the immediate safety of the workforce, enhancements in training and competency management serve to reduce overarching risk. Risk takes on many forms in the rail industry. Mistakes can lead to health and safety incidents; they can also result in service disruption and delayed projects. If staff aren’t appropriately trained, mistakes are more likely to occur. If staff aren’t assessed, there’s no knowledge and reporting on frontline delivery.

Capturing data and appropriately acting upon it is vital to a successful training and competency management framework. Being able to schedule training and assessments effectively and efficiently, whilst also being able to capture outcomes in real-time, helps organisations to maintain core competencies across their workforce and provide opportunities for career progression, an expansion in the available pool of skills and also the opportunity for re-training and mandatory ongoing training where necessary.

Training management

Training management takes many guises within an organisation such as Network Rail, which has a workforce of over 48,000 people. From mandatory ongoing training courses to more advanced, career progressing initiatives, Network Rail caters for its workforce with the provision of thousands of courses every year across 11 national training centres.

Running this process efficiently is paramount in achieving the desired training outcomes. Where manual processes are involved in inviting staff to mandatory sessions and checking that they have attended, mistakes inevitably creep in. This can result in staff attending the wrong courses, being sent to the wrong location or not attending.

Implementing a technology system can help to alleviate such issues, with automated checking of course prerequisites, auto-booking of staff to mandatory courses at defined intervals, auto-logging attendance on the day (plus any results that are required) and creating efficiency and consistency across the process. This leaves the more manual aspects to exceptions and more complex arrangements.

Furthermore, a robust training management programme enables organisations to diversify and enhance the range of skills available to them within their existing workforce. If places on courses are free, then they can be offered out to the wider workforce. This improves efficiency by helping to keep courses full. Making best use of available training resources by ensuring that courses are run to capacity and any vacant spaces are offered to interested employees who would benefit from the training opportunity, continuously enhances the core competencies and career opportunities available to your workforce.

Each training course costs money to run, from the trainer, the time taken by the employee and the room and facilities used. Finding a way of maximising the results of this expenditure is crucial. With improved visibility of class utilisation via Cygnum, Network Rail can offer out vacant course places to the wider rail industry, thereby supporting other organisations in their training needs and helping to support the wider safety standards of the rail industry.

Competency management

Closely linked to training is competency management. TfL utilises Cygnum to support the ongoing competency management of its 4,500+ Underground drivers. At a basic level, competency management is ensuring that staff are competent to perform their roles. For example that they are appropriately trained and qualified for the tasks they are undertaking. Beyond that, competency management helps organisations to understand the skills at their disposal across their workforce.

It also ties into training where mandatory ongoing training is required to maintain competence for a role. For train drivers, this includes basic aspects such as eyesight checks. It also establishes the triggering of mandatory training where mistakes have been made out in the field. Similarly to Network Rail, TfL can then schedule training at the point of a result being logged. This ensures that all drivers have access to relevant and necessary training to ensure ongoing competence.

To further have assurance on driver competency, TfL carries out ‘on the job’ staff assessments. These are scheduled by Cygnum automatically based on business rules and the driver’s duty rota. Both the assessor and driver are notified instantly. This reduces the manual effort in arranging assessments, making the process more efficient.

When an assessor assesses a driver, they can capture the outcomes on their mobile device via Cygnum’s mobile app, Cygnum Mobile. Results are uploaded to the Cygnum database and any follow up activities are automatically triggered as a result. Cygnum Mobile also includes offline data capture capability, to mitigate poor mobile reception when operating underground.

Improving workforce safety and reducing risk

By running robust training and competency management programmes, Network Rail and TfL are better positioned to monitor the skills of their workforce and ensure that appropriately trained and competent personnel are operating their services. This further helps them to monitor the safety of their networks by ensuring that all operators are compliant with industry safety standards.

Of course, no system can eradicate human error, but technology can help in prioritising workforce safety whilst at the same time encouraging career progression and the expansion of available skills within the workforce. Where the workforce is trained and regularly assessed, incidents can be kept to a minimum and when they do occur, understanding why is made easier. This is because the competencies, training, skills and experience of those involved can be quickly understood in reporting on incidents.

Having a complete picture of skills, experience and the results of regular assessments also supports administrative and scheduling staff and accurately and fairly assigning tasks to appropriate members of the workforce. Having a central view of core competencies set against bespoke business rules facilitates a degree of automation in scheduling, which reduces manual effort, improves accuracy and makes it easier to handle exceptions. Creating a central view of staff skills enhances workforce safety and reduces risk, since it reduces the likelihood of staff being assigned to tasks to which they’re not suitable for.

For more information on Cygnum, please visit: https://www.caci.co.uk/software/cygnum/

NHS data effectiveness planning in the real world

Posted on: 7 May 2024

Let’s talk about what really happens when an NHS Trust initiates a data transformation project, including key factors that determine success

How can NHS Trusts and ICS access the much-discussed potential of their data within the real-world environment of a complex, large-scale, over-stretched, pressurised, life-saving organisation?

Enthusiasm about the power of data is widespread and many leaders and managers have glimpsed a vision of how their organisation and function could transform its planning and service delivery with leading-edge insight. They know the possibility is real, because in their Trust, there are certain highly evolved functions, datasets and systems that form an aspirational benchmark. But in reality, rolling out this best practice consistently, to create an ultimately system-wide transformation, is daunting.

We don’t have easy answers or a silver bullet approach. Every NHS organisation is sophisticated and complicated – optimising data effectiveness demands rigorous focus and a commitment of resources. But we do have best practice examples of successful readiness projects we’ve worked on with NHS Trusts, helping them take the most efficient and cost-effective route to data transformation.

We reached a point where we knew we had to make changes in our technology for future scaling. We had to look not only at the commercials with our existing technology, but at our all-encompassing technology. (NHS Trust Informatics Leader)

One NHS Trust recently asked CACI to help them develop a comprehensive readiness package for a major data migration. The Trust’s situation was typical, with constantly evolving technology and a wide range of users with different levels of capability and understanding. There were acknowledged weaknesses in understanding fast-changing tools and technologies – the Informatics team had identified the value of engaging a trusted partner to help bridge any knowledge gaps.

Adopting a user-centred approach was key. The Informatics lead was determined to do the right thing for the organisation and knew the value of a focused piece of user engagement that would allow everyone to be heard and have confidence that their concerns were understood and included in the output.

Trust and openness are key to an effective readiness project. Whether you conduct it internally or using an expert third party partner, it’s important that everyone feels comfortable discussing how existing products and services are working in practice. External specialists can bring objectivity to the process, defusing possible defensiveness or concerns about confidentiality by using and explaining a transparent and proven methodology designed to achieve the end goal of better data insight for everyone.

It’s one thing to catalogue data queries and requirements as users express them, but to deliver an effective new solution, Trusts must understand the underlying rationale and how data is supporting critical processes and decisions. Our experts were able to explore and question effectively, so different users’ experiences were fully understood in an organisational context.

A third party like CACI has unique capability to discern what the underlying requirements might be for a successful transition and elevation in technology. Our relationship feels grounded in practicality and addressing real problems. (NHS Trust Informatics Leader)

For this project, CACI’s Healthcare Insight consultants first analysed the Trust’s existing reporting outputs and infrastructure, to gain a comprehensive view of its architecture. They engaged with internal and external data analytics stakeholders to understand their needs and preferences and to assess the board’s strategic data and reporting priorities.

The output was a detailed report of all quantitative and qualitative findings. From this, the Trust gained new understanding of their existing functions and capabilities and the changes required to succeed in the future.

The next step was to align with the Trust’s data strategy and produce a blueprint for the future, outlining new data architecture, data governance, licensing requirements and enablement. This evidence-based blueprint, compiled by trusted and experienced experts, made it possible for the Trust to create a compelling business case for change. It was a major accomplishment for the Trust’s informatics team that the capital case was approved faster than ever before, taking just ten days.

By approaching this in the way that we have, we’ve overturned a common assumption in the public sector and NHS – that it’s hard to get things done. Actually, with a clear vision and exceptionally good outputs, we’ve been able to move at a pace that’s not normally expected in an NHS setting. (NHS Trust Informatics Leader)

As external CACI healthcare consultants, we have a privileged viewpoint, because we work with a range of NHS Trusts and can identify common challenges, barriers and imperatives. By applying this insight, we help NHS leaders access a system-wide perspective that can make a big difference in achieving their data effectiveness goals.

Get the full picture with our Data Effectiveness white paper

In this blog, we’ve shared an example of our user-centred NHS data effectiveness approach in practice. If you’d like to know more about the rationale and how it’s evolved, as well as how it’s designed to tackle key issues in the complex NHS environment, we’d love you to read our white paper. Download it free now.

If you’re ready to start a conversation about how our data effectiveness experience could help your organisation please get in touch with Susan Brooks in CACI’s NHS team.

Ready, set, go! Making change happen in the NHS data ecosystem

Posted on: 29 April 2024

Discover a proven and efficient approach to preparation and planning that paves the way to meaningful data transformation for NHS Trusts

It’s widely recognised in the NHS that harnessing data effectively holds the key to understanding and improving performance. When Trusts and ICS can gather and analyse a full and accurate range of patient and service data, they can better understand and anticipate patient needs and can shape service provision and manage capacity to enhance outcomes for patients.

The will is there to make this happen, amongst managers and clinicians. But the scale and complexity of NHS organisations and their data universe makes it difficult to make meaningful progress. Somehow, NHS leaders need to find a way to understand the dauntingly dense web of data, processes, requirements and systems in their Trust and form a workable plan of action that moves the entire organisation forward.

In your NHS organisation, some functions, datasets and systems may be highly evolved. You may regard them as an aspirational benchmark for the whole organisation. But in reality, rolling out this best practice consistently, within a fully connected data ecosystem, is daunting.

Working hands-on with NHS Trusts, the CACI Health Insights team has evolved an approach that empowers leaders to crystallise their current data reality and desired future state, so that pragmatic action planning is possible. We call this approach Ready, Set, Go. Structured preparation and discovery form a foundation for realistic planning and delivery of priority data effectiveness projects, ensuring synergy between projects and constant progression towards a single, system-wide goal.

The three stages of data transformation

1. Ready…

Readiness is the foundational phase of the approach. This means understanding and documenting current reality, then focusing on stakeholder engagement. Once stakeholders are on-side, you can work with them to define their requirements. Clearly setting out the planned benefits of change and (making sure that there are no unintended side-effects for other stakeholders) brings everyone to a clear vision of the desired future state. During the readiness phase, you’ll also establish standards and processes for quality assurance and governance.

2. Set…

Now that you understand the whole context and have determined the key projects to address, you can lay the foundations for data success by initiating transformation activities. It’s important to set timeframes and allocate resources across the entire transformation programme, so your delivery projects are realistically achievable in harmony rather than competing with each other. You may need to iterate the phasing so that the entire plan of discrete, connected projects is robust. Progressing at pace is key, so stakeholders can see and experience improvements at tangible milestones, but the schedule must be realistic, taking account of available internal and external staff with the right skills, and making sure that vital NHS activities are not hindered or disrupted.

3. Go…

As data transformation projects are completed, you move into a development phase. This means optimising data effectiveness by building the structures and outputs you need to extract ever-increasing benefit and insight for improved outcomes. Targeted learning and development sessions in all functions will enable data users to build their expertise in critical business practices. For ongoing management, you’ll need to use internal or external data experts in a cost-effective way, to maintain, optimise and continually enhance your data, so you can keep pace with new demands and opportunities to improve patient outcomes.

Stepping into the future of effective NHS data

The aspiration for every Trust is a single, complete data platform and analytics solution, providing accurate and consistently formatted data. Following the Ready, Set, Go approach, you can map a path towards seamless provision of historic, real-time and projected data. This will include strong and effective governance for sharing data securely, plus well controlled and monitored access to data for different users.

In the Readiness phase, mapping user requirements reveals the priorities with the greatest potential to transform efficiency and outcomes. In our experience, one of these is provision of self-service analytics and reporting tools that are both powerful and easy to use. By planning your data transformation project to deliver this, you can empower different people, teams and functions to create and tailor queries and reports, regularly and on demand. This cuts down reporting bottlenecks and reduces the pressure on under-resourced analyst teams.

When actionable reports can easily be tailored to the recipient and audience need and level of understanding, with meaningful visualisations and comparisons, you will be able to unlock the full, democratic power and impact of your data to inform strategic and clinical decision-making that improves your most vital NHS performance measures. Adopting the Ready, Set, Go approach can put this transformative outcome within your grasp.

Get the full picture with our Data Effectiveness white paper

For more context about the challenge of unlocking data effectiveness in NHS organisations, our white paper has further detail and examples of how our user-centred approach to defining data transformation priorities can work in practice. Download it free now.

If you’re ready to start a conversation about how our data effectiveness experience could help your organisation, please get in touch with Susan Brooks in CACI’s NHS team.

Environment Agency to use CACI’s Cygnum solution to prepare for and respond to flooding and environmental incidents across England

Posted on: 23 April 2024

CACI is delighted to announce that its Cygnum software will be used by the Environment Agency as a logistics planning tool to schedule its workforce and assets in the preparation of and response to incidents across England ranging from small pollution incidents to widespread flooding. Cygnum will support the Environment Agency in scheduling the 7,000 staff members who have an incident role.

The Environment Agency has around 450 staff on duty 24/7 ready to respond to incidents. These roles cover specific or multiple geographical locations or are nationwide. In the event of larger incidents, the Environment Agency needs to scale up its response, with more people involved and requiring the movement of people and equipment across the country to support them. The Cygnum solution will be used to plan both the duty roster of the workforce as well as the rostering of specific incidents as they occur. This will include managing the sharing of staff and equipment between teams where necessary.

“We’re delighted that the Environment Agency has chosen our Cygnum solution as its logistics planning tool,” says Ollie Watson, group business development director at CACI. “We have extensive experience in delivering solutions for largescale workforce management requirements and the team is excited to be supporting the Environment Agency in achieving these important outcomes.”

For more information on Cygnum and how it supports businesses, please visit: https://www.caci.co.uk/software/cygnum/

A practical approach to solving the NHS data conundrum

Posted on: 19 April 2024

To understand why your NHS organisation is data-rich but insight-poor, you need a system-wide perspective as a basis for structured change

The potential of NHS data is exciting. It’s also accessible – there are proven examples of effective and constructive data use that provide valuable reporting and insight for clinical service development. But that’s just the tip of the iceberg.

NHS leaders know that NHS data within and outside their organisation is infinite, complex and continually collected. It’s very powerful when it’s analysed effectively, so the insight can be channelled to the right person in a way that they can understand and use. However, for the most part, this doesn’t happen enough.

Managers and analysts work hard every day to try and generate the insight that’s so desperately needed. They’re typically thwarted by scarce resources, time, understanding, technology and specialist skill. There’s often a lack of consistency, momentum and sponsorship across the system and organisation.

This holds back ICS, Trusts, teams and individuals from delivering the best service to patients and optimising their strategy, resources and operational plans.

NHS leaders know that they need to crack the data conundrum, but it’s a tall order without taking focus away from daily priorities

In such a complex and busy environment, it’s hard for any individual to grasp the system-wide position. There’s rarely time or opportunity to step back to survey the scene across an organisation or connected entities.

Current challenges for NHS data

There’s a massive volume of complex, constantly changing data
It’s held in many data sources and repositories
There are many users with diverse requirements
These users have widely different levels of data literacy and expertise
Trusts rely on a mix of modern and legacy systems and tools
Some departments have enjoyed greater investment than others
There are crucial governance issues, including patient privacy and data security

Identifying these top-line issues and how they are affecting service planning and delivery in your unique organisation is a key first step. There’s a clear need to approach the problem holistically. But squeezed budgets, limited resources and a lack of time stand in the way of major, system-wide projects. Everyone in the tightly stretched NHS is busy dealing with current workload already. There’s no appetite for launching an amorphous, resource-hungry transformation programme. Trusts need a structured, thorough and efficient approach to identify issues in a finite timeframe.

A practical approach to inclusive, system-wide data effectiveness

Traditionally, data transformation tends to mean adopting new products or technologies. The problem is that they only offer a tactical solution to one small part of the overarching data problem. Worse, they can sometimes aggravate issues in other parts of the system.

We observe that data architecture is at the core of system inadequacies for many NHS Trusts. Data feeds and flows are poorly constructed and insufficiently flexible to meet the diverse needs of those who work with data and need the insights generated from it.

Addressing the data challenge from a user perspective

Delivering effective data solutions and tools relies on a clear understanding of what users really need from the data. We have identified three communities with distinct requirements:

Executives and leaders who demand trusted insight and high-level views of data. They work with KPI scorecards and look for drill-down access to data from individual divisions, programmes and patients, so they can explore strengths, opportunities, weaknesses and anomalies in performance by understanding the data behind them. They need current, historic and comparative data views.

Clinical leaders who need real-time and trend insight to help them predict demand for services. They need detailed waiting list information and data tracking that can drill down to programmes, wards and treatment functions so they can understand and assess demand and response. They use this to optimise day-to-day activities as well as in planning future service developments.

Analysts responsible for tailored and specific report generation across different periods. They want the capability to select data for specific organisations and to deliver data in different formats and channels to meet the different requirements of their users. Their productivity and output depend on detailed, centralised data that’s accurate and easy to work with.

To unlock the potential of your data you need to engage with all senior stakeholders, including clinicians, to understand their priorities and how they are currently using data in practice. Finding the resources and capability needed to take an objective look can be challenging. Some Trusts have engaged us to deliver a short, consultative engagement to provide a clear overview, without committing to excessive spend or investment in products.

Get the full picture with our Data Effectiveness white paper

We’ve pulled together the key points of our approach in this blog, but if you have time for a longer read, our white paper has more detail and examples of how the user-centred approach to defining data transformation priorities can work in practice. Download it free now.

If you’re ready to start a conversation about how our data effectiveness experience could help your organisation please get in touch with Susan Brooks in CACI’s NHS team.

Scheduling – getting the most from workforce management in the transport industry

Posted on: 6 March 2024

Having the right people in the right place at the right time sounds easy. In largescale transport organisation, effective scheduling is crucial

At the heart of workforce management sits the simple sounding task of scheduling. Your organisation has shifts to fulfil and a pool of workers to fulfil them. Add staff to the rota and away you go. Such shift patterns can be sacrosanct across organisations of any size, providing clarity to workers, management and administrators alike. In largescale transport organisations, however, there are several moving parts to consider and shift patterns can be thrown off course by anything from weather to equipment failure and cancellations in the supply chain.

This blog aims to take a closer look at scheduling in transport organisations. It’s a topic we’ve covered in greater detail in our recent white paper, Tackling workforce management complexities in transport. If you would like to explore the topic in greater detail, you can download a free copy here.

There are myriad tasks that need completing across the transport industry. The complication introduced to the scheduling process often requires a lot of manual work by administrators and schedulers. People fall ill, take holidays and external events can throw a schedule completely off kilter.

Automation in workforce management

Automation of scheduling can greatly reduce the administrative burden. At its most prosaic, automation can simply assign workers to shifts in advance. This can be set out indefinitely, with new workers swapped in for departing/unavailable members of staff easily. Such a process can consider your bespoke business rules and any other factors such as the working time directive and fatigue management.

Where automation can lend a vital hand is in times of strain. We’ve seen examples, notably during the Covid pandemic, of vast swathes of a workforce being absent at once. Where a manual process exists, this resulted in inevitable cancellations of services. With carefully configured automation, it is possible to be more agile in the face of disruption.

Where a worker is absent, having a central system and a central view of your entire workforce enables swift consideration of replacements. This works for smaller examples, too. For example, if a train is delayed and members of crew onboard it are required to meet another service which they will now miss, how can this be handled?

An automated process enables identification of other members of staff who are nearby and can be reassigned, whilst at the same time handling all communications with staff members. The staff who have been delayed can then be reassigned to other tasks, ensuring that their shift isn’t wasted.

Variable demand and moving parts

Another factor to consider in the transport industry is variable demand and moving parts. A high level example of this is the change in train timetables during the Christmas period. Fewer customers means less demand for services, therefore, services can be reduced to ensure more efficient use of the network and staff time.

A more short-term example of this is in shipping. Where a port is expecting a shipment, staff need to be prepared to meet it to initiate the unloading and loading of it. Variation is frequent in such a scenario, since ships can be diverted at a moment’s notice to other ports due to factors such as storms. Another example would be the blockage of the Suez Canal. This can leave a port with a full roster of staff without a function to fulfil. This is a waste of time, money and staffing resources.

Mapping out the changes caused by variable demand in a central system can help to understand its implications. Factors such as cost can be calculated and your response to it can be better informed. Understanding where the risks of variable demand are most likely to occur can help mitigate its impact.

Another example is with revenue protection officers on trains. Understanding the demand for services helps to better utilise them. There’s little point, for example, scheduling ticket inspectors during rush hour to major stations, since moving through the train is all but impossible. Similarly, there are more likely to be barriers at major stations, so working out the best deployment of such staff is more likely to realise the ultimate aim of their work.

Overlaying tasks onto shifts

Establishing a schedule is one thing. Rosters can be worked out well in advance and communicated to staff. But what happens when they show up on the day? Often the set number of employees turn up and discover the specifics of their tasks at that point.

Utilising a workforce management system such as Cygnum helps organisations to understand the specifics of the tasks that need be fulfilled during a shift. This helps organisations to better prepare aspects such as equipment required, time needed to complete the task and where exactly they need to be.

This helps to drive better understanding and efficiency through shifts and tasks. Matching specific skills and experiences to not only shifts, but also tasks, better ensures that the right people are performing the right tasks.

Conclusion

Scheduling can be a complicated and nuanced process, especially across largescale organisations. With several moving parts, variable demand, unpredictable disruptions and the usual ebb and flow of workforce absences, managing the process can be extremely complicated. This can result in inefficiency and poor service delivery.

Introducing automation, clear communication and overlaying tasks onto shifts helps to better understand your workforce the tasks required of them and more accurately assign staff to tasks based on their skills, experience, training, availability and geographic location.

This is a topic that we’ve explored in greater detail in our recent white paper, which you can download freely here. Alternatively, if you would like more information on how Cygnum can help you with your workforce management requirements, please visit our website.