Video Customer Story

County Durham & Darlington NHS Foundation Trust

County Durham and Darlington NHS Foundation Trust are one of the largest integrated organisations in the country, providing hospital and community services to a population of over 650,000. With a workforce of over 7,000 colleagues. They provide hospital services from two acute sites as well as over 80 other community based settings and providng care in patients' homes.

Learn why County Durham and Darlington NHS Foundation Trust chose to procure and implement a platform like InPhaseOversight, despite the pressures of the pandemic, what they are aiming to achieve, how they are rolling out the platform and the outcomes achieved so far.

Emma Carter - Head of Assurance & Governance, County Durham & Darlington NHS Foundation Trust

InPhase Usage Results:

" all levels we understand our data, we've got it in one place and we are assured that we are acting as we should be on that information."

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County Durham and Darlington made the decision to implement the InPhaseOversight solution last year to help with your performance management and auditing processes. So can I start by asking you - what was the driving force behind that project and why did you choose InPhaseOversight?

We decided to move forward with this, as for some time, we’ve been looking for a solution that will allow us to build a “ward to board” dashboard. We have had a plethora of reports received into both specialty care group and trust level - the different committees - which deal with all the elements of quality. But it’s really hard with the individual reports to be able to see the full picture. So, we were really looking for a solution that allowed us to see exactly the same data, from ward to board, in one place that people could access and have the same conversation about the same information, so essentially, we’ve got one version of the truth that we can all understand and have a conversation about.

We’d previously looked at InPhaseOversight about two or three years prior to last year, but the opportunity came with the pandemic for us to use this as a method to accelerate our plans to do this, and it also really enabled us to get into and understand the data that we’ve got to support us through the pandemic and, coming out the other side, to understand our future direction of travel.

Great, so, can you explain in a little more detail the areas you’ve chosen to implement InPhase Oversight in first?

So, we’ve taken the clinical audit module in a smaller way so we can have InPhaseOversight for our clinical audit projects. We’ve also taken the NICE module so we can automate some of the tasks around the management of NICE guidance and the dissemination to free up staff’s time to concentrate on actually implementing the actions. Similarly, with policies, we’ve taken that module so the management of that and its tasks can be automated, again freeing up staff’s time both at a corporate level and in our care groups.

The biggest piece of work that we’ve taken is the quality dashboards, which we’ve implemented across the board, focusing on clinical quality measures to enable us to understand and pull together all the key quality metrics for the organisation.

That’s great, thank you. So, you made the decision to implement InPhaseOversight mid-way through 2020, though resources must have been very limited at that point due to the pandemic. So, can you explain from a customer point of view, how that deployment was managed and any impact that it had on any other areas or services in the trust?

We started in June with the procurement process and really started working on it in August last year. In terms of resources, it’s very much been corporate teams that have been leading on this. So, I head up the assurance and compliance team, so it’s been a lot of my time pulling all of this together and some of my team’s. So, we’ve tried to keep it away from clinical teams as much as we can in terms of the impact of the time they have to spend, but what we have done is reviewed all the data that we currently collect and report on, had discussions with the clinical teams about which of those are metrics that they want to know about and the sorts of thresholds that we can apply to identify those quality improvement opportunities within the data.

We then took that through various committees so we can demonstrate that we’ve been clear and transparent about the way we’ve built the system. Then shared our findings back through Governance Facilitators and our Associate Directors of Nursing, so they’re very clear about the data involved. But in terms of impact on those teams, it’s been minimal. The biggest impact has been (on) my time and my team’s time which has been considerable, but only on understanding our own data sources, mapping the different ward names (we have about 5 different sources that use 5 different names for the same ward), so tying to that piece of mapping work, but again in terms of impact on other teams, it’s been minimal.

That’s great to hear! So, now the solution is deployed, what outcomes are you aiming to achieve?

What we’re looking for is to give much better visibility and transparency for all the information available to the teams, so they can really use it to drive their quality improvement in their areas. We’re focusing in at ward level so the ward managers have that opportunity to explore the data, to provide their commentary on what they’re doing and really showcase some of the work they’re doing. This then feeds up through the structure to specialty and care group, so we’re only having one conversation about the information, and it’s all in one place.

From that, we get assurance at executive and non-executive level that we understand the quality of care in the organisation and that we understand what our opportunities are on the actions that are being taken. So that’s really the key outcome that we’re looking for - that at all levels, we understand our data, we’ve got it in one place and we are assured that we are acting as we should be on that information.

So, finally, can I just ask you, how do you see the InPhaseOversight solution as part of your future strategy at County Durham and Darlington NHs Foundation Trust?

So, we see it as the key tool we’ll use as part of our quality improvement programme. The timing is actually really good for us because we are just due to refresh our quality strategy this coming year, so we can really use the insight that the system is giving us. We’ve rebranded it to “CDDFT Quality Insights” because that’s exactly what we’re looking for it to do - to drive that quality strategy so that we’re able to find those opportunities but also to track how we’re doing against the interventions that we’ve put in place.

Then looking longer term, we want to develop more specialty-specific information in there because we’ve gone very core information at the moment to develop things like maternity dashboards and workforce reporting. Then to develop over time a fully integrated system so that we’ve got our performance and finance metrics in there as well.

Emma, thank you for those insights and specifically for explaining why you chose to work with InPhase and what you’re aiming to achieve. It’s always helpful to listen to customer feedback and fully understand what your objectives are. We look forward to working closely with you in the future.


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