The use of new visualisation tools (dashboards) with statistical process controls, allows users with limited statistical knowledge and/or limited subject knowledge to understand the data in a more meaningful way. Dashboards bring together data and eliminate the use of data tables, providing data visually including trends for multiple years’ worth of data.
Using national health datasets and approved Information Governance protocols, local housing and homeless data was then linked to various national health data sets using a unique patient identifier. A comparator group was identified and treated similarly. The intelligence gained was used to inform and develop a multi-agency health and homelessness plan, which aims to improve outcomes for this vulnerable population.
These examples show how linking LIST analysts working with local and national data can provide a much greater level of understanding and knowledge to local managers which can improve their decision making.

Both examples are at the stage of implementation. The dashboard is currently sent out weekly to aid operational working in reducing delayed discharges. Training sessions were held with service managers to provide them with the correct skills to operate and interpret the dashboard as part of a pilot group. Discussions are taking place to recreate a similar dashboard for other operational areas, in particular Care at Home.
With regard to the homeless work, a multi-agency health and homeless plan has been created and some of the actions from this are currently being worked on locally to increase knowledge with work analysis underway to look at the health needs of children who experience homelessness.
LIST is also sharing these examples across the team so that these ways of working can be utilised in other areas of Scotland and for other topics. This ensures that the next iteration will develop further analysis and understanding more effectively by sharing what has already been done.

LIST collaborates with staff from different areas of HSCPs.
These are strategic decision makers, operational and data managers and specialists.
They provide guidance on what the project should achieve and how products are used. Other staff share their expert knowledge of the topic area and local population, giving LIST the necessary information they need to analyse and design outputs or tools.
LIST works closely with national teams who assist with the process of linking local & national data.

Dashboards allow data to be presented in a more informative and engaging manner, to a larger audience.
Staff can view current performance of delayed discharges, and identify trends much more easily. This allows them to query or provide evidence-based feedback about the service.
With a much clearer knowledge of the local homeless population’s needs services can be designed that will ultimately improve the lives of homeless individuals, particularly their health needs.

LIST has been able to influence local decision making across a range of services by providing a much better evidence base for staff to understand local needs and how services can be designed to meet these. LIST has not just provided evidence but has facilitated joint working across health and social care which has benefitted both staff and local populations.
The success of the dashboard allows feedback to staff and can help develop services to improve outcomes for local users. Staff are better equipped to understand trends that are highlighted automatically providing near ‘live’ figures on delays and care home vacancies in a clear visual format that is easy for busy managers to interpret and to take action as required.
Similarly the information supplied on the homeless population has encouraged joint work across areas to provide services which will improve outcomes for this vulnerable population and reduce local health inequalities.

Due to the number of different organisations LIST works with and the nature of the data that is handled there have been significant issues in getting Information Governance processes agreed in a timely manner which can impact on progress.
Software and network limitations in a partnership can often cause a variety of problems which mean that bespoke solutions have to be designed by LIST staff. One example was that the delayed discharge system operated on a separate health service network and an immediate solution to allow automatic data linkage was not possible. This meant analysts had to create the best possible interactive dashboard and manually transfer data on a weekly basis.
Financial constraints in service areas means that although issues can be identified not all actions can be implemented as soon as required. Instead work is started on the actions that require little or no financial input but can be of value.

Analytical expertise identified new ways of working with data guiding managers to improved use of data and better ways of delivering services. LIST has been instrumental in assisting a shift in behaviours across partnerships. By providing clear evidence and intelligence it supports the development of new services to meet service users’ needs and discourages doing things the way they have always been done. Service providers need to be prepared to be flexible and to use an evidence based approach to designing new services.
Personal values and motivation have played a big role in this innovation, analysts saw that data was not being used as well as it could be and identified that better presentation of data has the potential to help managers understand systems better, and therefore benefit the users involve. Their commitment to providing intelligence to improve decision making and ultimately services is motivated by their knowledge and desire to improve services for the local population.

LIST has facilitated the sharing of templates for different work across other partnership areas. The team has already developed a subsequent dashboard to check the progress of General Practitioners prescribing a certain type of antibiotics to patients. This tool is being used across other partnerships, in one area to display patient flow through hospital services.
The methodologies of the statistical process control charts used within the dashboard are being used across sectors for various types of projects. In particular, the statistical process control charts are useful in determining if a process is stable across a time period or if an implementation of a new product or idea has resulted in a favourable or unfavourable outcome.
The housing and homeless data led to the development of a needs assessment process and this was extended in the area to look at children’s specific needs. This work is currently informing development of other needs assessment work.

LIST has tried to build a solid base of work that demonstrates the power of good intelligence based on using local and national data and linkage where this builds knowledge.
LIST will try to involve everyone and every service that is involved in the work from the start as each service brings their own expert knowledge which is beneficial to the end goals of the work.
Gaining support from the senior team can help build momentum for a project, so early engagement is essential.
Sometimes it is difficult to provide an optimal solution but a good alternative which is quick to create with limited expense and resource can provide enough information about the potential value to persuade local staff to support further development It allows basic ideas to be realised and put into action in situations where software or networks do not allow for more advanced solutions.
Group learning sessions in the early stages provided staff with the necessary knowledge to understand the methodology of the dashboard when it was rolled out.