United Kingdom · NHS
NHS analytics built around the things you are actually held to.
Elective recovery, RTT waits, flow and discharge, theatre productivity, workforce. Vizier reads the returns your organisation already produces and surfaces what has changed, where it is concentrated, and what it is costing in beds, sessions and money.
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You are not short of data. You are short of time to interrogate it.
Every trust and ICB in the country already produces an enormous quantity of performance data. RTT returns, SUS submissions, theatre logs, bed state, ESR extracts, QOF and IIF positions in primary care. Most of it is submitted, some of it comes back as a benchmark, and a fraction of it gets looked at properly before the next board pack is due.
The pressure is not analytical capability — NHS information teams are, in our experience, extremely good. It is that a small team is producing statutory returns and board reporting on a fixed cycle, and every question that falls outside that cycle joins a queue. So a 65-week position deteriorates in one specialty for a month before anyone has the time to work out which one and why.
Vizier is not another dashboard to add to the pile. It reads what you already produce, evaluates it continuously, and raises the things that moved — with the specialty, the site and the consequence attached.
Local priorities
The pressures this is built around
Not a US product with the spelling changed. These are the areas NHS organisations are measured on, and the ones our UK conversations actually start with.
Elective recovery and RTT
Waiting list size and shape, long waiters against the current national position, clock starts and stops, and which specialties are drifting. Where the list is growing faster than the clearance rate, and what that implies for the ERF position.
Flow and discharge
Patients with no criteria to reside occupying beds, length of stay outliers, delays attributable to pathway rather than clinical need, and the bed days lost to each. Ambulance handover and A&E performance where the constraint is downstream of the front door.
Theatre and elective productivity
Session utilisation, on-the-day cancellations and their causes, day case rates against GIRFT expectations, and where capacity is being lost to scheduling rather than to demand.
Workforce and temporary staffing
Bank and agency spend by staff group and ward, vacancy and turnover patterns, and where premium-rate cover has quietly become the baseline rather than the exception.
Primary care and QOF
QOF and IIF achievement across a PCN, exception and exclusion patterns, register accuracy, and the points at genuine risk with enough of the year left to influence them.
Population health and inequalities
Variation across places and deprivation deciles within an ICB footprint, long-term condition cohorts, and where an intervention has the strongest case on the evidence available.
What a finding looks like
Nobody requested this. It surfaced because the number moved and the movement was worth an operations director's attention.
The data behind it is entirely ordinary — bed state and discharge records your organisation already records daily. What changed is that the drift was caught at week three rather than at the next board meeting, narrowed to two wards and one pathway, and expressed in the unit that matters: bed days.
NCTR bed occupancy has risen for six consecutive weeks, concentrated in two wards.
- Mean NCTR patients rose from 18 to 31, against a stable overall admission rate.
- Two wards account for 68% of the increase; the remainder of the site is flat.
- Median delay for the affected cohort is now 9.4 days, up from 5.1.
- Delays are concentrated in one discharge pathway rather than spread across all four.
Review pathway capacity and referral turnaround for the affected discharge route in Care of the Elderly at Site B, from the point the trend begins.
Buyers
Who we work with in the NHS
Different organisations, different starting question — usually whichever number is currently in front of the board.
- Acute trusts — elective recovery, flow, theatre productivity, length of stay
- Integrated Care Boards — variation across places, population health, system-wide performance
- Mental health and community trusts — caseload, contacts, waits, out-of-area placements
- Primary Care Networks and GP federations — QOF and IIF achievement, register accuracy, long-term conditions
- Chief Operating Officers and Directors of Operations — flow, capacity, discharge
- Directors of Finance — ERF position, agency spend, cost per case
- Chief Nurses and Medical Directors — quality, harm, variation between sites
- Heads of Information and BI leads — reducing the ad-hoc queue without losing definitional control
The vocabulary
Measured in NHS terms, not translated from somewhere else
RTT and the waiting list
Incomplete pathways, clock starts and stops, long-waiter cohorts and list shape — not a generic 'wait time' metric with an NHS label attached.
NCTR
Patients with no criteria to reside, the delay attributable to each pathway, and the bed days that follow. The number an operations director is actually asked about.
ERF and elective value
Activity against plan and the financial consequence, expressed the way NHS finance teams already model it.
QOF and IIF
Achievement, exceptions and register quality across a practice or PCN, with points at risk while there is still time to act on them.
GIRFT and Model Health System
Where you already have national benchmark positions, Vizier works with that frame of reference rather than inventing a competing one.
ICB footprint and place
Variation between places, providers and deprivation deciles within a system, rather than a single system-level average that hides all of it.
Getting your data in
Start with the returns you already produce.
NHS organisations are already extracting and submitting most of what is needed. In almost every case the first useful finding comes out of a file that exists today.
- SUS and Commissioning Data Set extracts you already submit.
- RTT and waiting list returns, theatre scheduling exports, daily bed state and discharge records.
- ESR extracts for workforce, and rostering or temporary staffing reports for bank and agency.
- SystmOne (TPP) and EMIS extracts in primary care; Cerner, Epic and System C in the acute setting.
01
Upload
CSV, Excel, or an export you already produce. Drop it in and Vizier reads it. This is where most organizations start, and it is enough to see real findings against your own numbers.
02
Scheduled
A recurring feed over secure transfer, on whatever cadence your team already runs. No one re-uploads anything by hand, and nothing about your source systems has to change.
03
Connected
Direct read-only connectivity to your EHR or source systems via FHIR R4, HL7 v2, or vendor APIs. Vizier reads; it never writes back.
Connect your EHR when you’re ready. See supported systems.
Security and governance
Information governance your DPO will recognise
UK organisations are assessed against UK GDPR, the Data Protection Act 2018 and the Data Security and Protection Toolkit — not HIPAA. This is the posture that matters here.
UK GDPR and DPA 2018
Processed under a written agreement, on a documented lawful basis.
Hosting requirements
Data location, processors and controls are confirmed in the security and architecture review before implementation.
DSPT-aligned controls
Access control, audit and incident processes mapped to Toolkit expectations.
Caldicott Principles
Minimum necessary data, with a named contact for information governance queries.
Encrypted throughout
AES-256 at rest, TLS 1.3 in transit.
Read-only access
Vizier reads from source systems. It never writes back.
Audit logging
Every query logged with account, timestamp and result size.
SOC 2 Type II audit underway
Not yet certified. Report available under NDA on completion.
FAQ
Questions buyers ask
Does this need patient identifiable data?
Not to start, and often not at all. A great deal of operational analysis — RTT position, flow and NCTR, theatre utilisation, agency spend — works on pseudonymised or aggregate extracts. Where identifiable data is genuinely necessary for a use case, it is handled under a written agreement, on a documented lawful basis, with the minimum necessary fields. We would rather scope a first phase that avoids it entirely.
Where is the data held?
In UK-hosted infrastructure, in the region. Data residency is a standard question in NHS procurement and the answer for UK customers is the UK.
How does this sit alongside Model Health System and our existing BI?
Alongside, not instead. National benchmarking tools give you a position against peers, and your information team's reporting gives you the internal picture. Neither continuously watches for change and tells you it happened. Vizier reads the same underlying data and adds that layer, so existing reporting stays exactly where it is.
We are a PCN, not a trust. Is this relevant?
Yes, though the starting point is different. Primary care conversations usually begin with QOF and IIF achievement, register accuracy and long-term condition cohorts across the member practices, working from SystmOne or EMIS extracts. The system underneath is the same; the measures and the vocabulary are not.
Do you connect to SystmOne and EMIS?
Yes, and to the main acute systems. In practice most NHS engagements begin with an extract that already exists rather than a live connection, because the extract is available immediately and a connection needs an IG process. Direct connectivity is a sensible second step once the value is demonstrated.
Is this procurable through an existing framework?
Get in touch and we will work through the route with you. Procurement path depends on the organisation, the value and whether an existing framework or a direct award is appropriate, and it is better answered specifically than generically.
Related
See it against your own returns.
Bring an extract you already produce — RTT, bed state, theatre, or a QOF position — and we will work it in half an hour.
Start with the data you already have. Connect your EHR when you’re ready.