Interrogating data:
building leadership capability with
new tools and information
Jacqui Beer (Head of Performance &
Management Information)
Paul Uren (Business Intelligence Manager)
Gareth Lawless (Performance Manager)
Setting the scene….
Our starting point
• Well established reporting platform
• Good level of data quality – strategy, monitoring & steering
group with champions
• Performance Team historically controlled & developed RTT
trajectories
• Specialties asked Performance Team to explain problems
• Cause of problems were anecdotal from Specialties
• Deteriorating RTT position
• => Elective IST invited in to support us
Why did we need change?
• Trust recognised as having significant capacity shortfalls &
financially challenged
What could we do to improve RTT position other than spend
money on outsourcing/WLIs ?
• Too much reliance on small Performance Team
• Lack of ownership/accountability within front line services
framework
• Waiting times milestones at high level but needed to be
refined to fit each specialty/condition pathway
Reporting & Data Quality platform
Raw Data
Reporting Platform
Reports/Data Quality
Data Quality platform
“There is a comprehensive data quality methodology in place within the Trust
which is supported by a range of data quality indicators and reports all available
at specialty level. Where new DQ issues are identified locally, the Trust has the
flexibility to respond by developing additional reporting. The data quality
improvement process is clear with accountability positioned within the
operational teams.”
And
“The Trust is making a conscious decision to move away from a validation
approach (i.e. correcting data retrospectively ahead of national returns) and
more towards real-time audit; this is an approach that the IST fully supports and
should be recognised as best practice.”
6
Identify areas for opportunity
• Phase 1 – Elapsed
Waiting Times
• Pareto graphs for key pathway intervals
• Wanted to identify specialties that could benefit from some pathway
redesign work & flag these to SI early on
• Updating monthly
• Picked the interval between 1st appt & DTT as initial focus
• Not always related to pure capacity constraints
• Process issues e.g. admin & reporting diagnostics delays
Elapsed RTT Wait Time - Non-Admitted
Elapsed RTT Wait Time - Admitted
Identify areas for opportunity
• Phase 2 – Breach Analyser
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Visual representation of pathways at patient level
Break down pathway into smaller chunks – home in on the issues
Look for themes/ helps back up anecdote
Updating quarterly
• Helps identify any change in problems over time
Breach Analyser Tool PHNT - Non-Admitted
Breach Analyser Tool PHNT - Admitted
Identify areas for opportunity
• Phase 3 – Summarise
breach analyser using
Box & Whisker plots
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Review at specialty level
Being developed now
Helps identify intervals with large variation – ask why?
Help identify new actions for improvement
Updating quarterly
Box & Whiskers Tool
Creating RTT Recovery Plans
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IST introduced a new tool
We developed a model which worked for us
Set up a model for each specialty using historic data as a starting point
“Roadshow” for several weeks supported by IST
Summarise all specialties to give Trust forecast position by week/month
RTT Trajectory Model 17-18
RTT dashboard
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Lots of information, we had to bring it together
Needed new a dashboard
QlikView Technology provided the perfect opportunity
Specified with help of operational teams
Could only provide this with a mature Data Warehouse
What next? How do we intend to develop further?
RTT QlikView Dashboard
RTTDashDemo.wmv
Business As Usual
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Encouraging daily use of RTT dashboard by teams
RTT training re-launched
RTT meetings
• Weekly
• Checklist of tasks developed (Daily/Weekly/Monthly/Quarterly)
• Summary of tools to use
• Monthly:
• Specialties present their recovery models and update on actions to senior
management
• Performance team sense check, challenge and support where necessary
• Quarterly:
• to review updated tools to check if problems/delays have changed or actions
had desired impact – help drive new/amended actions to improve
performance further
Benefits
• More informed operational teams with increased knowledge & skills
• Greater ownership of RTT pathways and key delays by specialties
• Performance team function transformed from telling everyone why they
problems to challenging what are they doing about the issues
• Fewer information requests as dashboard provides information from lots of
reports into one
• Help provide assurance to Executive Team
• Turned corner on performance despite capacity shortfalls