{"id":11892,"date":"2026-07-27T14:38:00","date_gmt":"2026-07-27T13:38:00","guid":{"rendered":"https:\/\/www.rldatix.com\/en-uki\/?p=11892"},"modified":"2026-07-27T14:38:01","modified_gmt":"2026-07-27T13:38:01","slug":"data-intelligence-and-leadership-why-nhs-boards-need-analysts-at-the-table","status":"publish","type":"post","link":"https:\/\/www.rldatix.com\/en-uki\/resources\/data-intelligence-and-leadership-why-nhs-boards-need-analysts-at-the-table\/","title":{"rendered":"Data, Intelligence and Leadership: Why NHS Boards Need Analysts at the Table"},"content":{"rendered":"\n<p>NHS boards are drowning in data but starving for insight. Quality, workforce and finance reports are presented independently, board papers run the length of a football pitch, and the analytical capacity to challenge what the numbers actually mean is often missing entirely. In this session from the Connected Health &amp; Care Summit 2026, Marc Farr, Chief Data and Analytical Officer representing East Kent Hospitals, NHSFT and NHS Kent and Medway and the national chair of the Chief Data and Analytical Officer (CDAO) Network, and Alex Kafetz, CQC board member, discuss what needs to change to ensure data plays a central role in improving quality, safety and workforce decision-making.\u00a0<\/p>\n\n\n\n<p>Watch a CQC board member and the national chair of the Chief Data Officers Network discuss why boards need data-literate leadership, what good looks like, and how analytical professionals can strengthen decision-making across the NHS.\u00a0<\/p>\n\n\n\n<div style=\"padding:56.25% 0 0 0;position:relative;\"><iframe src=\"https:\/\/player.vimeo.com\/video\/1210451943?badge=0&amp;autopause=0&amp;player_id=0&amp;app_id=58479\" frameborder=\"0\" allow=\"autoplay; fullscreen; picture-in-picture; clipboard-write; encrypted-media; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" style=\"position:absolute;top:0;left:0;width:100%;height:100%;\" title=\"Missing the Signs. How to Trust Data, Dashboards and People Part 2\"><\/iframe><\/div><script src=\"https:\/\/player.vimeo.com\/api\/player.js\"><\/script>\n\n\n\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">What the session covers and why it matters<\/h2>\n\n\n\n<p>This panel covers the current NHS data landscape, board-level use of intelligence, health inequalities, and why the analytical profession needs a seat at the table. The key points discussed were:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>The speakers argue that boards have lost their way on data. The transparency agenda has regressed, with indicators that once showed individual surgeon outcomes now removed entirely\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Every board member should be able to answer three questions: what is the risk-adjusted mortality rate, how are we doing on the friends and family test, and would staff want their loved ones treated here\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>More than three in 10 NHS staff would not want their loved ones treated at the hospital where they work\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>NHS analysts are described in the session as historically being classified as clerical and administrative. A national strategy is seeking to strengthen the profession through science-based roles and professional accreditation\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Data is presented independently across quality, finance and workforce, when what boards need is linked intelligence that shows how these things connect\u00a0<\/li>\n<\/ul>\n\n\n\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">The challenges discussed and where the opportunities lie<\/h2>\n\n\n\n<p>Marc Farr describes a landscape where CIOs and digital leaders can focus heavily on systems and procurement while the data that flows through those systems is treated as an afterthought. He highlights a practical example: if the locations loaded into Datix are not the same as those in other trust systems, it becomes impossible to triangulate what is happening across the organisation. That kind of foundational data quality work is often dismissed during procurement, but without it, the quality of downstream analysis and intelligence can be compromised.&nbsp;<\/p>\n\n\n\n<p>Alex Kafetz describes a CQC that is trying to get back onto the playing field after a period where quality conversations have drifted from the centre of board agendas. He highlights the National Outcomes Framework as a good idea that was badly designed, with confidence intervals so wide that hospitals in band four could statistically sit in band one. He argues that the calibre of non-executive directors needs to improve, with data literacy treated as essential rather than optional.<\/p>\n\n\n\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">What this means in practice and who it is relevant to<\/h2>\n\n\n\n<p>Marc Farr&#8217;s work on health inequalities at East Kent illustrates the kind of insight that becomes possible when analytical professionals are given space to work. Using a tool called Origins, his team broke down assumptions about the local Eastern European population and found that Albanian was the largest group by some distance, with Polish ranked sixth. When they applied that data to maternity outcomes, they found statistically significant differences in emergency C-section rates and third and fourth-degree tears for certain South Asian groups. They also found socioeconomic patterns in breast and colorectal surgery, where wealthier patients were more likely to receive reconstructive procedures.&nbsp;<\/p>\n\n\n\n<p>This kind of analysis does not happen by accident. It requires a chief data officer with board-level influence, a medical director who is interested, and a culture that welcomes constructive challenge. Marc Farr is candid that those conditions came together at East Kent partly by coincidence, and that most trusts do not yet have equivalent capacity.&nbsp;<\/p>\n\n\n\n<p>Alex closes by noting that data is making a comeback, with leadership changes and renewed focus on data across organisations including NHS England and CQC, and new data companies investing in the Marc Farr in ways that were not visible two years ago.&nbsp;<\/p>\n\n\n\n<p>This session is relevant to trust board members, non-executive directors, chief data officers, analysts, patient safety leads, medical directors, finance directors and anyone responsible for board reporting, data strategy or quality improvement across health and social care.<\/p>\n\n\n\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Frequently asked questions<\/h2>\n\n\n\n<p><strong>Who takes part in this session?<\/strong>\u00a0<br>The session features Marc Farr, Chief Data and Analytical Officer representing East Kent Hospitals, NHSFT and NHS Kent and Medway and the national chair of the Chief Data and Analytical Officer (CDAO) Network, and Alex Kafetz, board member at CQC and HFEA. It is chaired by Pam Garside, who works across healthcare including with RLDatix. Marc Farr&#8217;s background is in inequalities research, and he previously worked at Dr Foster. Alex also has a Dr Foster background and advises on regulatory issues.\u00a0<\/p>\n\n\n\n<p><strong>What is the Chief Data and Analytical Officers Network?<\/strong>\u00a0<br>The network is a professional body for senior data and analytical leaders in the NHS and beyond. It advocates for data as a discipline distinct from digital and IT, campaigns for professional accreditation of analysts through bodies like FedIP, and is working with NHS England to establish a National Competency Framework covering data engineers, analysts, scientists and leadership roles. The network runs events and webinars open to NHS, industry and academic participants. Marc Farr describes it as deliberately loud and disruptive because the profession is new and needs to build its profile.<\/p>\n\n\n\n<p><strong>What are the four uses of data in the NHS?<\/strong>\u00a0<br>Marc Farr outlines the NHS England classification. First, direct care, where a clinician uses patient data in real time to make treatment decisions. Second, population health management, where aggregate data is used to plan interventions and allocate resources. Third, planning, where data supports workforce and infrastructure decisions at a system level. Fourth, research, where data feeds into secure environments and national programmes like HDRS. Everything falls into one of these four categories, and different roles will focus on different elements.<\/p>\n\n\n\n<p><strong>What three questions should every board member be able to answer?<\/strong>\u00a0<br>Alex Kafetz proposes three questions as a starting point for every board meeting. First, what is the risk-adjusted mortality rate at the hospital? Second, how are we performing on the friends and family test, where patients are asked whether they would recommend the service? Third, what percentage of staff would want their loved ones to be treated at the hospital where they work? He notes that the staff survey question averages around 65 to 66%, meaning more than three in 10 NHS staff would not.\u00a0<\/p>\n\n\n\n<p><strong>What did the East Kent inequalities analysis find?<\/strong>\u00a0<br>Marc Farr&#8217;s team used a tool called Origins to break down ethnicity data by first and second name. Midwives had assumed the local Eastern European population was predominantly Polish, but the analysis showed Albanian was the largest group by some distance, with Polish ranked sixth. When applied to maternity outcomes, the data revealed statistically significant differences in emergency C-section rates and third and fourth-degree tears for certain South Asian groups. The team also found socioeconomic patterns in breast and colorectal surgery, with wealthier patients more likely to receive reconstructive procedures.\u00a0<\/p>\n\n\n\n<p><strong>Why does the session argue that boards are not using data well enough?<\/strong><br>Alex describes what he sees as a regression in the transparency agenda since the removal of NHS Choices indicators and the Good Hospital Guide. The National Outcomes Framework was introduced but designed with methodology so poor that hospitals in band four could statistically sit in band one within confidence intervals. Board papers are too long for non-executives to read. Many non-executives lack the data literacy to challenge when a medical director dismisses high figures as being caused by a poor population. The session argues that boards need data-literate NEDs who can ask the right questions and hold the organisation to account.<\/p>\n\n\n\n<p><strong>What does the session say about the analytical profession in the NHS?<\/strong>\u00a0<br>NHS analysts are currently classified as clerical and administrative staff. A national strategy is underway to reclassify them as science roles with professional accreditation. The National Competency Framework establishes job descriptions for data engineers, analysts, scientists and leadership positions. Marc Farr argues that analysts need to be on boards, not reporting into someone who reports into someone else. He describes the work as interesting, purposeful and flexible, and notes that when given the choice, 75% of data professionals at Google DeepMind chose NHS projects over data centre optimisation.\u00a0<\/p>\n\n\n\n<p><strong>How does this session relate to tools like Datix and RLDatix?<\/strong>\u00a0<br>Marc Farr uses Datix as a specific example of the data quality challenge. If the locations loaded into Datix do not match those in other trust systems, triangulating incident data with workforce or operational data becomes impossible. He argues that this kind of foundational data work is routinely dismissed during procurement but is essential for any effective intelligence or AI capability to work. The session reinforces the broader RLDatix proposition that workforce and safety data must be linked and analysed together at board level.<\/p>\n\n\n\n<p><a href=\"https:\/\/www.rldatix.com\/en-uki\/connected-health-care-summit-2026-sessions-on-demand\/\">&lt;&lt; Back to Sessions on Demand<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>NHS boards are drowning in data but starving for insight. Quality, workforce and finance reports&#8230;<\/p>\n","protected":false},"author":10,"featured_media":11893,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[213],"tags":[352,390],"class_list":["post-11892","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-videos","tag-connected-health-care-summit","tag-connected-health-care-summit-2026-on-demand","primary-category-videos"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v25.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>NHS Data &amp; Intelligence: Boards, Analysts &amp; Better Outcomes<\/title>\n<meta name=\"description\" content=\"CQC and HFEA Board Member Alex Kafetz and Chief Data and Analytical Officer Dr Marc Farr LFEDIP, representing East Kent Hospitals NHS Foundation Trust, NHSFT and NHS Kent and Medway, explore why data-driven decision-making is essential at board level, shaping improvements in quality, patient safety and workforce performance.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.rldatix.com\/en-uki\/resources\/data-intelligence-and-leadership-why-nhs-boards-need-analysts-at-the-table\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"NHS Data &amp; 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