Data Strategy Archives - Page 2 of 3

Elevating Customer Experience with High-Quality Data: The Power of DataHub

Posted on: 7 February 2023

“Garbage In, Garbage Out” (GIGO) is a well-known adage that holds true across various industries, including sports nutrition, education, wine making, data science, and, most notably, customer experience.

Poor-quality data can undermine confidence in reports and impede the implementation of personalisation and other data-driven initiatives.

At CACI, we are dedicated to harnessing the power of data to deliver remarkable results.

High-quality customer data is critical to this mission. Data that is accurate, consistent, and free from duplicates will enable us to optimise customer loyalty, personalisation, AI/ML, conversion optimization, and regulatory compliance.

To ensure that our data is of the highest quality, we adhere to the following criteria:

Demographically rich: The data provides insights into the customer’s identity and lifestyle.
Standardized: The data is consistent across systems, allowing for quick and efficient processing.
Veracity: The data adheres to your standards for validity and consistency.
Free of duplicates: The data is resolved at the individual level to avoid double counting and over-communication.
Consistent identifier: The customer is identified consistently, regardless of the source.
Predictive: The data contains variables that enable modelling and prediction of customer interests and needs.
Compliant: The data adheres to relevant consent and permissions standards.
Understood within the organization: The data is accessible and understandable to stakeholders.

To address these challenges, CACI has developed DataHub, a solution that solves data quality issues faced by brands. DataHub was built on the experience of working with leading brands in retail, publishing, financial services, gaming, and utilities.

It processes and enriches data in real-time using a scale on demand cloud native architecture, engineered to work with your data, wherever it is stored. For CACI clients already using Acorn, Ocean, and Fresco, DataHub provides dynamic, real-time enrichment of data, enabling real-time personalization and optimization of the digital or call center experience.

To learn more about DataHub and its flexible integration options for all use cases and enterprise architecture needs, download our short brochure or reach out to us for more information.

Let’s work towards a future where data quality is no longer a concern.

A Customer Personalisation Platform to deliver change for financial services brands

Posted on: 3 January 2023

Change within the financial services sector is complex. There are multiple stakeholders, regulatory needs, and often a base of legacy data and technology to unpick.

From our work with major brands, we know that the change is achievable and worthwhile. Investing in customer centricity will pay dividends in the long-term by reducing competitive threats, winning new customers, and ensuring retention of base customers.

To succeed in an increasingly competitive market, financial services brands need to establish change that encompasses:

A coherent data-driven strategy – where customer data is of a high quality and securely democratised to enable meaningful messaging to the individual
Establishing the right business targets and success measures – moving from short-term outcomes to long-term value for the customer and the organisation
A focus on your customers and the market context – understanding the needs and behaviours of both customers and prospects to better engage them
Maximising data and tech ROI – having the right tools to deliver the outcomes the business needs and then sweating the technology assets to deliver long-term ROI
Measure and optimise what matters – ensuring accurate reporting is fed through the business and that teams are empowered to act on those insights to optimise performance

Our challenge to leaders within financial services is to create a vision and become an agent of change. We want to work with brands who care about their customers and are making changes to show it. Therefore, our catalogue of services is developed to do amazing things with data and connect your brand with the individual.

At CACI, we can improve marketing ROI through detailed attribution modelling. Our customer demographics and bespoke segmentations provide a more accurate profile of customer needs, market size, and even financial vulnerability. Technical decisions around investment in AI, decisioning or identity resolution are made by defining clear use cases for technology and designing future technical architectures.

This work led to CACI developing a framework for customer personalisation at scale. Working with leading vendors Tealium, Braze and Snowflake, we created a technology blueprint that can achieve full integration between enterprise data and the omnichannel experience.

To find out more about the CACI Customer Personalisation Platform or to discuss issues related to customer transformation, please get in touch.

You may also be interested in downloading this report which uncovers a surprising disconnect between what banks think and how customers feel about the customer experience, with statistics and insight gathered from 1,500 marketing leaders and 5,000 consumers.

You can also check out the previous parts of this blog series below:

Blog 1 – How the banking and financial services sector can lean into a changing market

Blog 2 – Creating human banking experiences through data-led marketing

Blog 3 – Three ways to stand out in a crowded insurance market

Blog 4 – Combining data and technology to deliver effective customer journeys in the financial services industry

The difference between reporting and insight

Posted on: 17 August 2022

Data is no use to NHS organisations without the expertise and tools to make it actionable

Data has become more and more significant in all industries and settings. The NHS is no exception. With a huge amount of patient, service and performance data at its disposal, there should be a wealth of insight available to help shape patient care and develop the best services in every community.

But there’s a very important caveat. Everyone knows that raw data doesn’t provide actionable information. That’s why it’s generally issued in the form of reports. But what do the reports tell you?

Reporting on data is not the same as generating meaningful and transformative insight from it.

It’s common for NHS organisations to produce reports that list statistics and objects without the context or perspective that could give them meaning as a basis for decisions. These reports can tell us what has happened and provide headline figures for costs, volumes and timeframes, but they don’t reveal insight.

Drawing insight from data means looking at it through a new lens. It could mean evaluating how past performance could influence future behaviours and decisions. It could mean modelling multiple hypothetical scenarios to decide the best approach from several options.

Data reporting is a valid exercise when you’re monitoring performance against fixed objectives. But it’s generally a historical, static activity. The data insight that NHS organisations need is about planning for the future and adjusting programmes in-flight to reflect the latest information and evolving patient needs. It’s about scenario modelling. It’s about bringing together different datasets, to gain more and more detailed and specific understanding of the causes of outcomes and what influences them. This kind of data insight is truly transformative because it allows NHS organisations to continually scrutinise, optimise and innovate in their services and care.

The impact of true insight on NHS services

Sarah Culkin, Interim Head of the Analytics Unit at NHSX, and Sukhmeet Panesar, Deputy Director within NHS England and NHS Improvement’s Data, Analysis and Intelligence Service describe the impact of data insight: “Knowledge is power. In healthcare, it is often life-saving. The NHS generates a huge amount of data which can be analysed and used to drive improvements in care and how services are run. Ultimately, data analysis results in improved patient outcomes and experience, as well as optimal use of NHS resources.”

Trusts and NHS service providers know that data is valuable. Many have already invested in data solutions and tools designed to store and analyse information. But not all are generating powerful and potentially life-saving insight. Digital insight for healthcare is a constantly evolving field, with new tools and technologies emerging to extract more relevant information. It can be hard to keep pace with the range of data resources on offer and to know how to prioritise system development and investment.

Acquiring and acting on insight demands data literacy in teams

Sarah Culkin and Sukhmeet Panesar highlight another key issue that affects many NHS organisations in their quest to use data to improve services: “In general, the NHS is failing to make the most of its data because there are not enough people with the right analytical skills to make sense of the information being collected.”

Data insight and analytics is a fast-evolving field. Without training, mentoring and support from specialists who understand the NHS environment as well as the potential of data, NHS managers and analysts cannot make informed decisions and harness the data they have to best effect. Education and skills are key – both for general data literacy in NHS clinical, management, operations and finance teams, and for analytics and technology in the data science teams who support them.

With all the data you collect, are you making the most of it to support crucial trust or service decisions and to deliver responsive, patient-centric care that meets real-time needs?

If you’d like to find out more about CACI’s Data Maturity Assessment service, or our data and analytics training, please get in touch. It’s all part of our HISC (Healthcare Insight Success Cycle) data optimisation approach for NHS organisations. Find out more by downloading our brochure Spearheading your data journey to improve patient outcomes.

Is knowledge and skills a barriers to transformative insight for your NHS organisation? Working with a specialist NHS data transformation partner could help you achieve best value from your data and budgets.

Find out how CACI’s healthcare team can provide advice on developing and maintaining your technology and offer staff training for data literacy and skills, so you can sustain your data journey from within. For further information, visit or website or get in touch with our NHS client team.

Managing patient data to guide you in the new ICS landscape

Posted on: 1 August 2022

How NHS organisations can prepare to access and contribute to a powerful pool of insight that will help them meet local needs better than ever before

When the new ICS framework rolls out, predicted for summer 2022, it should enable healthcare providers and bodies across the NHS to collaborate better than ever before, with a shared goal of providing improved patient care across the board. By moving away from fragmentation and competition, NHS services should be able to consider patient needs and pathways holistically and offer the best locally targeted overall care from a range of specialisms and organisations in a more coordinated and efficient way.

We have a real opportunity with the formation of the ICSs to change how we use data to better coordinate care and re-design our service based on the needs of our citizens… It’s a really exciting time to work in the NHS.
Ayub Bhayat, Director of insight and data platform at NHS England and NHS Improvement

NHS leaders and healthcare teams are excited about the opportunity to smash silos and break through frustrating organisational barriers to work more effectively together in this new, collaborative culture. But they’ll need the right information and tools for shared decision-making. That means bringing together data that was formerly held separately and unleashing its full potential as part of a comprehensive system of healthcare insight.

What should NHS organisations do to make sure they’re playing their part and will have access to the data and analytics they need to deliver excellent outcomes as part of their ICS?

Trusts and healthcare bodies will need to be certain they can share data securely and effectively. They’ll need systems that can bring together disparate data in actionable formats, so it can be compared and analysed at patient and pathway level. They’ll need reporting tools and dashboards that reveal insight to underpin operational and investment decisions, as well as to track the success of initiatives. They’ll need to continuously augment data, so planning and collaboration keep pace with real-time community and service needs.

Every ICS will have its own priorities, reflecting what the local community needs in terms of NHS care across the board. Different data and analysis will be needed to plan the best collaborative service provision in every area.

The overall vision is exciting, but to achieve it, organisations must identify practical steps to move from where they are today with their own data to the collaborative ICS data ecosystem. There’s an opportunity to exploit new and proven technology that manages and harnesses data to produce advanced, relevant and detailed insight.

We recommend a systematic approach to assessing where your organisation currently stands and how you can evolve your data strategy to achieve the best outcomes in an ICS. In CACI’s digital healthcare knowledge model HISC (Healthcare Insight Success Cycle), we’ve developed Discovery tools and processes that help NHS organisations do exactly that:

Describe and assess your current data strategy, systems and approach
Define your future data direction and destination as part of an ICS
Review your data security, storage and infrastructure
Build a strategy and roadmap for data insight that will improve clinical and operational delivery and performance in the ICS framework
Build a business case to connect investment in insight with tangible outcomes

CEO of NHS Confederation Matthew Taylor said in March 2022 that the use of high quality, real-time population health data will help “to shift from a system that responds to demand to a system that genuinely responds to need”, and that the NHS’ implementation of Integrated Care Systems (ICS) has the potential to “help create that enabling environment” needed to leverage data effectively.

Ruth Holland, deputy chief information officer at Imperial College Healthcare NHS Trust, went even further: “ICS’ will stand and fall on their data capability in ten years’ time. I would sternly encourage digital and data leaders to look at the costings you are putting into plans [for staff and skills] that will support the ambition.”

CACI’s specialist healthcare technology team has the experience and knowledge to support your organisation with planning and delivering an ICS data transformation programme, including training and skills transfer for your staff.

If you’d like to find out more about CACI’s HISC model for optimising NHS healthcare data, download our brochure Spearheading your data journey to improve patient outcomes. It describes in more detail how you can take action to activate data insight to reshape health and social care in an ICS.

To find out more visit our website or speak to an NHS data consultant about the results we’ve helped other organisations achieve, please get in touch with our NHS client team.

Reshaping health and social care with data insight

Posted on: 14 July 2022

How data can help you improve patient outcomes in 7 priority areas

There’s constant pressure on NHS organisations to deliver better patient outcomes and value from public funding. Demand is high and service quality is under intense scrutiny.

NHS organisations have access to a wealth of organisational and patient data. But bringing it together to produce meaningful and trusted insight is a challenge. Decision-makers and clinicians must have access to analytics and reporting in clear formats. Data insight needs to be current and available in a timely manner. Data storage and usage must also be secure and compliant, to meet NHS and national standards for patient and citizen confidentiality.

Everyone’s talking about the fact that data insight is crucial to help your NHS organisation plan, operate and continually optimise resources, services, staffing and patient experiences. But what does that mean in practice? How do you unlock the insight to make a difference today? Amongst all the competing priorities for NHS managers, how specifically can data insight change the way your organisation operates, improve patient outcomes and tackle challenges like waiting lists and staff shortages?

Working with NHS Trusts and social care organisations, we’ve seen at first hand the difference that well managed data can make to efficiency and patient care. Actionable insight to influence real-time and future service design and planning is the holy grail for driving real value from your data to help improve the performance of your NHS organisation.

But to make it happen, where do you start? How can you achieve rapid and meaningful impact from an investment of time and budget in a data project?

We’ve identified seven high value activities that our NHS customers and partners have successfully optimised using data insight. By quantifying the benefits of one or more of these outcomes for your organisation, the case for prioritising your data project becomes clearer and easier to communicate with colleagues and stakeholders.

7 priority activities that NHS organisations can drive with data

1. Model and predict demand for services

Complete and accurate data and effective analytics tools give you the power to model and predict demand for services based on specific evidence relating to your patients and community. Produce relevant reports that decision-makers can scrutinise and understand with ease, so they can support your recommendations readily.

2. Put the right staff in the right place at the right time

Effective and accurate data about demand for services and availability of staff can help you roster more effectively – reducing wait times and giving patients better experiences in your clinical organisation. This has particular value when dealing with increased absence relating to Covid.

3. Review and respond immediately to current patient needs

If you have the capability to analyse patient data in real time, you can give clinicians the information they need to make fully informed decisions in the moment about care and treatment, to achieve the best patient outcomes.

4. Plan services effectively for better patient outcomes in critical areas

With a specialist NHS data platform like CACI’s InView, you can apply powerful analytics to dive deep into data and answer the most important questions for your organisation. Drive improved patient outcomes by tackling priority KPIs for your organisation – from waiting list monitoring, patient level costing and clinic usage to theatre utilisation and clinician availability.

5. Focus on frequent flyers

With a clear picture of frequent flyer characteristics and visit patterns from comprehensive and up-to-date reporting, you can proactively identify patients who need more support or information and help them to access the most appropriate services and treatments for their needs.

6. Integrate data to build a complete picture of demand for services

When you bring together local government and hospital data in a single, integrated data platform, you can access even richer insight into patients, services and demand. With one source of analytics and reporting, you can maximise the value of the information your organisation holds, including collaborating with other Trusts through data sharing within an ICS ecosystem.

7. Understand your patients more thoroughly and personally

Compliant data records and effective reporting gives your NHS organisation a clear picture of the demographic backgrounds of your patients. By understanding their backgrounds and lifestyles, you can shape your services and communications for better access and improved outcomes.

Every NHS organisation is different, with priorities and challenges that are unique to its community and resources. No matter where you are on your data journey or how you most urgently need to uncover and apply insight to your decision-making and planning, a tailored data transformation strategy can help you move forward. The most practical and effective approach is to outline a series of steps on that journey, making sure that you drive value from your data project as early as possible by accessing insight that supports your most pressing tactical requirements.

If you’d like to find out more about how data helps you deliver tangible improvements in key areas of your NHS organisation’s patient care, download our brochure Spearheading your data journey to improve patient outcomes. It describes in more detail how you can take action to activate data insight to reshape health and social care. It explains how CACI’s Health Insight Success Cycle is specifically designed to drive maximum value from data for NHS organisations.

To find out more visit our website or speak to an NHS data consultant about the results we’ve helped other organisations achieve, please get in touch with our NHS client team.

Cambridge and Peterborough NHS Foundation Trust

Posted on: 21 June 2022

Highlights

• Specialist PLICS solution built for NHS Trusts
• Supports Critical Care Board operations
• Blended financial and patient insight for clinicians and managers
• User-friendly, intuitive dashboards for immediate visibility
• Expert, responsive training and valuable User Group support

About CPFT

CPFT is an NHS health and social care organisation that provides services in inpatient, community and primary care settings. The Trust’s services support adult mental health, older people and adults, and children, young people and families. Its biggest bases are the Cavell Centre in Peterborough and Fulbourn Hospital, Cambridge, but its 4,000 staff are based in more than 50 locations, supporting a population of nearly one million people

The challenge: Finding an intuitive PLICS solution to suit CPFT’s workstyle

With new PLICS regulations in force from 2020 for Mental Health, CPFT needed to update its systems to comply. The Trust was in the process of implementing a new e-patient record system, so requested a PLICS deadline extension to 2021, which was granted.

Michelle Barnes, CPFT’s Assistant Director of Finance, explains: “We knew that the regulation would soon be extended to its Community operations, so we decided to deploy a PLICS solution for both Mental Health and Community. We particularly wanted to find a system that felt intuitive to our team, so we could get the most value and efficiency from it.”

CPFT decided to replace its existing software outright, rather than upgrading it. The team selected CACI to integrate and implement our Synergy 4 patient level costing solution in a competitive process delivered through the NHS procurement framework.

The solution: Leading, specialist capability and supportive deployment

Michelle Barnes says, “We had demonstrations of four different systems. We particularly liked the logic of Synergy 4 – it matched how we approach things in our day-to-day work. For example, it uses familiar language and terms in allocations and apportionments. Other systems that we reviewed seemed either too basic or too convoluted.”

Finance Assistant Michelle Clarke adds, “We had been using Excel for a lot of our costings, which had its limitations. Some of the solutions we evaluated were still spreadsheet-based – we wanted to move away from this to a specialist system. We liked the way the outputs were presented and being able to customise the dashboards, so we could choose what we wanted to see.”

Once CPFT had selected the CACI solution, CACI’s trainers booked in working sessions to upload data and support the CPFT team to embed their financial model. CACI delivered training on the features and functions of the system, in context of CPFT’s particular approach, and provided a high-level reference guide.

Michelle Barnes says, “CACI made us feel confident that they were on our wavelength whenever we asked questions about the system.” Michelle Clarke agrees: “We worked with two different trainers, who were both really knowledgeable. They always understood what we needed – we felt the system was in our control from day one.”

The benefits: Secure PLICS reporting and accurate, relevant Trust-wise insight

Synergy 4 provides granular, detailed and accurate information that CPFT can use in an intuitive and collaborative way across the Trust. Michelle Clarke affirms: “Synergy 4 gives us a lot more flexibility with the dashboards – we can share the information with clinical managers and show them the fluctuations, in more detail. You can customise it for wards, teams and communities. Before we only had average contact and bed days – now we can have much more detail when we talk about what services cost.

“Before, we basically divided total costs by the number of patients to calculate patient-level costings. Now, we have so much more scope to be detailed and to layer financial information with demographics and population data. For example, we can apply postcodes and look at metrics like staff downtime and travel time for patients.”

Michelle Barnes adds, “When we move into Critical Care boards, we’ll have to split our contract into two, for north and south. The extra information we can extract from PLICS at GP practice level will really help us see how to split that contract.”

Peer advice and experience from the Synergy User Group

Both Michelle Clarke and Michelle Barnes agree that CACI’s Synergy User Group is an additional benefit that they’ve not experienced before. The User Group brings together NHS organisations from around the country in an online forum and for regular virtual meetings and clinics. This means the CPFT team can question other users with similar approaches and organisations and share their own best practice knowledge and tips. The User Group is led by CACI’s Synergy lead, who has a wealth of knowledge about how the solution works and how it can best deliver on Trusts’ priorities. Trusts can feed back to CACI about new functionality they’d like to see and upcoming requirements, so CACI can continue to evolve Synergy to anticipate and meet the latest needs.

Michelle Barnes says, “The User Group forum feels like it belongs to the Trusts – it’s not a sales update for CACI. It’s a chance to ask each other questions, as well as the CACI consultants. For example, peers might demo what they’re doing with reports – it’s a really good forum because it shows how people use the system in practice. It’s truly collaborative and interactive. Spin-off groups have emerged for different aspects, like the dashboards. And it’s so useful to be able to talk directly to other mental health and community trusts, because our needs can be different from acute trusts.”

It’s a strong relationship – we’ve had great support and interaction with everyone from the account manager to the trainers and helpdesk. We had a few IT issues, related to our firewall and making connections through it. CACI’s consultants were really responsive and came back to us very quickly to get this sorted. They were always progressing what they needed to and checking that things were satisfactorily resolved. The Synergy User Group is great – it helps us continue to explore and make the most of the solution, to deliver more decision insight and value for our Trust.”
Michelle Barnes, Assistant Director of Finance, CPFT

Torbay and South Devon NHS Foundation Trust

Posted on: 20 June 2022

Highlights

• One version of the truth instead of diverse standalone solutions
• Insight for decision-making, financial measurement and forecasting
• Local customisation to keep pace with change
• Fully maintained solution to reduce in-house IT burden
• Supports latest statutory reporting and ongoing change

About Torbay and South Devon NHS Foundation Trust

Torbay and South Devon NHS Foundation Trust provides acute health care services from Torbay Hospital, along with community health services and adult social care. It was the first Trust in England to integrate hospital and community care with social care.

The Trust has around 6,500 staff and 800 volunteers. It runs Torbay Hospital as well as five community hospitals and other local clinics. It provides health and social care to the local population, with around 500,000 face-to-face contacts in patients’ homes and communities each year, serving a resident population of approximately 286,000 people, plus about 100,000 holiday visitors at any one time in the summer season

I’d be happy to recommend this product to any other NHS Trust. InView gives us the flexibility to work around a stable core product — and the support from CACI is outstanding.
Stephen Judd, Informatics: Head of Data Engineering – Strategy and Improvement, Torbay and Devon NHS Foundation Trust

The challenge: Inadequate legacy systems and disparate, incomplete data

South Devon and Torbay has used InView for many years, with the original solution implemented in 2006. More recently, the Trust has experienced challenging times in its IT division, with tight budgets limiting staff and resources. This led to key systems becoming outdated, through lack of investment in upgrades and system replacements.

The resourceful IT team used workarounds and in-house development to bridge gaps and connect systems, to draw essential clinical and financial insight from the Trust’s data, stored in disparate sources.

Head of Data Engineering Stephen Judd says, “On top of this, since Covid, there have been big organisational changes in the Trust, including new wards, which affected the data we work with. And a lot of our lookup tables were based on old national standards. Although we had a made series of updates to the standards and data dictionary, our Patient Administration System (PAS) and InView hadn’t caught up.”

In 2020, Torbay and South Devon received funding to upgrade their SQL server and jumped at the chance. Stephen Judd says, “We knew we needed to upgrade the InView system as well and seized the opportunity to present a business case for this. It was accepted – but we needed to implement by the end of the financial year – less than four months away. Normally, we would have planned twice as long for this type of data warehouse project.”

The solution: A new, fully functional InView database and support to prepare and migrate

CACI agreed to work with Stephen and his team to deliver a new InView data warehouse against the tight deadline. Stephen explains, “CACI provided overall consultancy to plan the data warehouse migration. With many vacancies in our data team, we also used CACI consultants to backfill. Due to time and resource constraints, we didn’t have as much engagement with the information team and data team as we wanted. Moreover, some of our old source systems and extracts didn’t have an Information Asset Owner or anyone who understood the data architecture fully. We had to do a lot of interrogation analysis to bridge this knowledge gap. We wouldn’t have been able to deliver the project without CACI’s support with this.”

CACI’s consultants worked with Stephen’s team to implement the latest version of the InView data warehouse for healthcare organisations. It brings together feeds from in-patient, outpatient, critical care, the old maternity system, neo-natal and paediatric and some community and extended data (from InfoFlex) that adds richness and detail to patient records – for example, information from GP discharge letters.

Torbay and South Devon’s core project embraced the core data feeds they knew best. Stephen’s team set a stretch goal to bring some of the Trust’s community data in. This was particularly challenging, as it was poorly defined and spread over eight systems.

Stephen says, “Some of the services had started setting up their own booking systems outside our main PAS and using InfoFlex. Drawing on CACI’s expertise and resources, we were able to merge these in, which has made our data more complete and accurate again.”

To improve outputs and reporting, the team replaced a daily, fixed format export routine originally written in the 1980s. They built new feeds for demographic, inpatient and outpatient data from the SWIFT bed management system.

The benefits: Data best practice from a proven solution and trusted partner

Torbay and South Devon NHS Trust could have chosen to build its own custom solution. But InView has a powerful advantage. Stephen explains: “If we create anything bespoke, we have to support it. And we don’t have capacity.”

There has been a big shift because of Covid – the NHS is moving towards a more standardised national view of income. “InView means we can accommodate national SUS calculations and keep pace as our obligations increase each year, because it uses a recognised best practice approach. With InView, we have a proven, standard platform and can make local adjustments for a perfect fit to our organisation,” says Stephen.

For ongoing support, CACI’s team is responsible for upgrades and loading new tariffs. Stephen can focus his own engineers on getting the data right. This is key, because some of NHS England’s payment to the Trust relies on it. Stephen gives an example: “We discovered that a percentage of our outpatient activity had the wrong consultant speciality, which potentially reduces our national NHS income. With CACI maintaining InView, I have the resources to investigate and rectify that type of issue.”

“The beauty of working with CACI is that they take ownership of everything they promise in the scope of the agreement, and fix it. They provided excellent project management. I didn’t have to chase up work or check every detail – you can only do that with real trust in the team’s capability and judgement to escalate when needed.”

“The InView data warehouse is a product that will last us ten or more years – it’s our one source of data for all key reporting so it’s a critical solution for the Trust. Amongst the many programmes I’m responsible for, it was a relief not to have to worry about this one, because CACI has earned our trust and confidence throughout a long working relationship. CACI’s engineers are extremely experienced and were able to jump in, ask intelligent questions, and deal with unfamiliar and unusual data feeds and systems! The project manager provided excellent communication throughout, so I didn’t need to intervene and always knew the latest status and progress.”
Peter Sheard, IT Programme Manager, Torbay and South Devon NHS Foundation Trust

Hybrid and online learning – putting perceptions in context

Posted on: 25 May 2022

For many universities, developing online technology used to be part of a three to five-year strategic plan to respond to modern learners’ needs. Students said they wanted more flexibility in how, when and where they study – virtual learning can provide this.

The pandemic forced universities to move forward quickly with these longer-term plans. The result was a rapid increase in digital resources and more collaboration with other institutions. This broke down location barriers and broadened reach.

Since the pandemic, not all universities have returned to face-to-face teaching across the board. This has sparked anger among many students, who feel they aren’t getting value for money.

“I’m here to get a degree and I have paid a lot of money for it. I want to feel I’ve been treated fairly. [In lockdown] they didn’t cut the fees, even though we were online. I feel the government could have done more to cut fees, especially for science when you were meant to have contact hours every day and suddenly you had none.”

Katie, third year history student, Queens College, Oxford

For those that were able to access online learning, our study showed there was a strong sense that online tutorials and lectures could not replace the benefits of an in-person university education. Discussions were not as lively in tutor groups, lecturers were not inspiring, there was no sense of community as peers often turned off their cameras, and it was all too easy to step away from the screen. Now, looking back at their notes, students attribute gaps in their learning due to a lack of engagement.

Poor experiences in lockdown don’t mean digital learning is dead. There’s a big difference between the hastily reactive measures implemented in the pandemic and a well-informed, evidence-based, high quality hybrid learning strategy.

Universities are likely to continue delivering virtual materials as part of a hybrid delivery of education that maximises small interactive group learning and teaching in person but removes activities with less interaction, such as lectures. Our research with HEAT, Zero Gravity and students themselves suggests that – crucially – universities must take into account students’ background and experiences when designing hybrid programmes and resources.

We are going to be looking particularly at those courses where we know there are high numbers of students going in where there may be a risk to quality. But we’re also relying on students and others to let us know if they think that quality is slipping and if it is then we will intervene and we will be discussing with universities and colleges what the problems are.

Nicola Dandridge, Chief Executive of the Office for Students (OfS)

OfS has set out guidelines and resources for learning institutions to help them set access and participation plans with commitments to address equality of opportunity. The open and free data they recommend is helpful, but we believe it’s insufficient. While IMD data is a recognised Government measure, it does not provide an up-to-date picture of deprivation. POLAR and IDACI measure attainment, but don’t explain what lies behind it.

Acorn and other commercial datasets provide vital demographic, lifestyle and behaviour insights that inform these baseline measures. It’s only by blending that universities can get the most from the OfS planning guidance to make informed decisions about how best to work with students.

The plan is to allow students flexibility, but also keeping the strong sense of being part of the university.

Luke Chapman, Head of Widening Participation, King’s College, London

Communication and consultation will be key. Students need to be convinced of the effectiveness and value of a hybrid model. They want their experiences in lockdown to be acknowledged and learned from. They want universities to share evidence that digital resources and teaching actively enhance student outcomes and are not just a way to reduce overheads or increase revenue from remote students.

In our recent paper, CACI’s University Data Team draws together student research, geodemographic data and expert opinion. It highlights priorities in the new post-pandemic world for outreach, admissions and widening participation (WP) leaders. Download the report to find out how to build a successful WP strategy.

One size fits none: why the future of effective digital marketing must speak to the individual

Posted on: 10 August 2021

In a world of multiple channels and differing formats, is it really possible to deliver brand-consistent flawless campaigns whilst communicating on an individual level?

Everyone loves pizza, right? Meet the Taylor family. Three generations of pizza-enthusiasts. Louisa is 15, obsessed with manga, baking, and social media. Her mum, Ellen, 44, loves running, and uses apps to manage her busy life, and her running times. Louisa’s granddad Mick, 71, is never happier than when fishing, and likes to catch up with his pals via email or text. As self-confessed pizza fanatics, loyal to their number one brand, they all want to know when the latest pizza has landed, or about a great deal on their go-to favourite. But should their beloved brand communicate this information in the same way, on the same channel? In short, no. Because which channel could possibly reach them all? And even if there was a single, magic channel, what single message would get them all interested?

Making sure matching luggage doesn’t become lost luggage

The beauty of the digital customer marketing evolution is that products or services with mass appeal can now speak to the masses, individually. Meeting them where they are, and talking their language, so to speak. It’s now eminently possible to make the biggest splash with each interaction by delivering the right message, on the right channel, at the right time.

Whilst it’s crucial to have brand consistency and content to be optimised across channels, we mustn’t forget the nuance that ensures your communication isn’t just a shot in the dark. Receiving generic content that doesn’t fit with your own lived experience or lifestyle is going to be a miss every time. If we start to shift the focus to making an emotional connection, we begin to reframe the expectation that communications can be as unique as the individual receiving them.

To hit the mark requires a level of understanding. You’ve got to know who you’re talking to, you’ve got to appreciate their motivations, and understand the channels you’re working with, to make the message work. Fed by data-led customer insight, a comprehension of your audience enables dynamic content to work at its hardest and humanise the communication. Personalisation can permeate far beyond their name, it can be their latest purchase, their location, even the weather at their location. Analysis of consumer behaviour not only leads to the most appropriate channel, but also aids an understanding of the most effective incentives, that inform the tone and language that will trigger the desired emotion and ultimately create a connection.

Making the connection, one slice at a time

The explosion of digital data makes a connection with customers, in theory, more possible than ever, but is dependent on having the right approach and using tools that are up to the job. Using a data platform such as Tealium to blend data sources, can layer an understanding of each customer. As a result, the creative can be tailored using platforms such as Moveable Ink, to leverage messaging for maximum impact. Harnessing the power of a cross-channel solution such as Braze, will ensure each individual receives a compelling, real-time, personalised experience on each channel.

So, what does an individualised approach look like in practice? Let’s take the example of Louisa’s family and a brand-new meal deal. Reaching Louisa on Snapchat, using localised references to create resonance, and quirky, interactive content that compels her to share, helping get the word out that it’s that time of the week. For Ellen, a rich push notification encouraging her to ditch cooking in favour of a takeaway is positioned as the solution she needs after a busy day. And for Mick, a text to remind him of the tasty pizza he had last week and nudging him to share another with a friend, could be enough to down his fishing rod and place an order.

Of course, the family are most likely to engage with the brand over several channels, necessitating a seamless omnichannel experience. The building of intelligent data profiles through CACI’s consumer segmentation tool, Acorn, can make it easy to recognise your customers, so they can feel seen, making it more about the customer than about the channel.

What can we ‘takeaway’ from the example of the Taylors? As we become ever more saturated in media and our methods of communication diversify, the need for consumers to feel they are the only person in the room becomes ever more pronounced. Moreover, with the right tools and understanding, it is infinitely possible.

Getting the message: the art of communicating content that will connect with your audience

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More than ever customers expect brands to speak to them, not just literally, but with content that they relate to. It’s not enough to have a phenomenal product, a killer marketing strategy and an arsenal of digital tools – if the messaging is off, it could all be for nothing. Your content is the most direct route to connecting with your audience on an individual level, so using techniques including emotion and narrative, as well as making sure the message fits the channel, is vital to maximising every valuable opportunity.

Sorry, do I know you?

The key to on-target messaging is knowing your audience, and it all starts with the data. Once you’ve collected profile data and created meaningful segments through Tealium and CACI’s consumer segmentation tool, Acorn, you will have a deeper level understanding of who you’re talking to. You can personalise content effectively, far beyond first names, using their last interaction or other details to bring a conversation to life, effectively mimicking one-on-one communication. Knowing a customer inside out means you can signal the values that align with theirs or share their vision for a better life. And the more data captured, the more sophisticated and creative the personal touch can become.

Once upon a time…

Once you have an idea of your audience, how can you effectively capture and hold their attention? Evolved over thousands of years, storytelling is the most powerful tool you can use to compel the brain. It has the ability to communicate so much, including, by using the brand as the personality at the centre of the story, who the brand is. Good storytelling uses the power of language and, where possible, causes you to pause and reflect, making it more likely to stick in the memory.

But storytelling doesn’t need words, visual narratives are equally effective and better suited to social media. Videos can prompt a stronger emotional response and are more likely to be shared, whilst imagery can solidify feel and focus. User-generated content can help tell stories whilst having the added benefit of generating trust in the brand. Storytelling in this way isn’t a hard sell. It takes the approach of content marketing, that is, nudging behaviour through being thoughtful, relevant and engaging.

Once more with feeling

Humans are fuelled by emotion – we feel first and think second. Using language that triggers emotions we are hard-wired to respond to can be very effective. Love, fear, anger and guilt are all primitive drivers of behaviour. By knowing your audience, you can speak directly to their individual joys, fears and pain points, and ultimately inspire them to take action. For example, a car’s anti-lock braking system may help you have more control whilst driving, but if you say it helps keep your family safe, it taps into a desire to protect your loved ones and is more likely to resonate.

After the turmoil of Covid, most people feel the need for connection more than ever. The global pandemic has reminded us that we all crave the very human experience of bonding.

Using emotion to cultivate a sense of belonging can establish a connection which is more impactful and longer lasting. It goes beyond selling, it’s a way of bringing authenticity to a brand’s identity and helps the reader buy into the brand values and ethos.

Mixed messages – making the message work for the channel

Increasingly consumers take different pathways to making a purchase, having different touchpoints along the way. Whilst it’s important messaging is consistent, it doesn’t have to be adhered to rigidly. With an awareness of which audience uses each channel, the message can be creatively tailored using a tool such as Spirable to have the most impact on the target audience.

For example, Instagram is more likely to be used by Millennials or Generation Z, so messaging needs to align with their interests and needs, and the tone will be more assertive and dynamic. Email marketing provides an opportunity to pique interest through weaving more narrative, focusing on messaging that resonates with the demographic, whilst push notifications can use real-time content to engage and visuals to bring a message to life.

There’s no one quick fix to creating a message that connects with your audience. But a combination of personalisation, focus on tapping into an emotion and telling a story are more likely to make your reader sit up and take notice, and make sure your message doesn’t get lost in the noise.