Abstract
OBJECTIVE: This study investigated the barriers and facilitators that senior leaders' experience when using knowledge generated from the analysis of administrative health or care records ('analytics') to inform strategic health and care decision-making.
SETTING: One London-based sustainability and transformation partnership (STP) in England, as it was on the cusp of forming an integrated care system (ICS).
PARTICIPANTS: 20 senior leaders, including health and social care commissioners, public health leads and health providers. Participants were eligible for inclusion if they were a senior leader of a constituent organisation of the STP and involved in using analytics to make decisions for their own organisations or health and care systems.
DESIGN: Semi-structured interviews conducted between January 2020 and March 2020 and analysed using the framework method to generate common themes.
RESULTS: Organisational fragmentation hindered use of analytics by creating siloed data systems, barriers to data sharing and different organisational priorities. Where trusted and collaborative relationships existed between leaders and analysts, organisational barriers were circumvented and access to and support for analytics facilitated. Trusted and collaborative relationships between individual leaders of different organisations also aided cross-organisational priority setting, which was a key facilitator of strategic health and care decision-making and use of analytics. Data linked across health and care settings were viewed as an enabler of use of analytics for decision-making, while concerns around data quality often stopped analytics use as a part of decision-making, with participants relying more so on expert opinion or intuition.
CONCLUSIONS: The UK Governments' 2021 White Paper set out aspirations for data to transform care. While necessary, policy changes to facilitate data sharing across organisations will be insufficient to realise this aim. Better integration of organisations with aligned priorities could support and sustain cross-organisational relationships between leaders and analysts, and leaders of different organisations, to facilitate use of analytics in decision-making.
| Original language | English |
|---|---|
| Pages (from-to) | e055504 |
| Journal | BMJ Open |
| Volume | 12 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - 17 Feb 2022 |
| Externally published | Yes |
Bibliographical note
© Author(s) (or their employer(s)) 2022. Re-use permitted under CC BY. Published by BMJ.Funding
Contributors EI, HIM, MG, SH and JS conceptualised the study and devised the research questions and methods. EI applied for the ethical approval and conducted all interviews. EI and SB analysed interview data with the support of SC, KK and JS. EI drafted the manuscript and acts as guarantor of the work. All authors commented on drafts of the manuscript and agreed the decision to submit for publication. Funding This study is an independent research funded by the National Institute for Health Research School for Public Health Research (grant reference number: PD-SPH-2015-10025) and the National Institute for Health Research Applied Research Collaboration (ARC) North Thames. The views expressed in this publication are those of the authors and not necessarily those of the National Institute for Health Research or the Department of Health and Social Care.
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
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SDG 3 Good Health and Well-being
Keywords
- England
- Health Services
- Humans
- London
- Organizations
- Qualitative Research
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