My 10 Takeaways from the CDAON Conference in Leeds
At our recent [sold-out] annual Chief Data and Analytical Officer conference in Leeds we covered a smaller list of topics but in more detail than other events offer, the culmination was the 10-point plan that we present here. We hope that our colleagues in NHSE and DHSC adopt our recommendations in future DDAT strategy.
1. Protecting Skills Amid Organisational Change
System-wide restructuring — NHSE changes, CSU and DSCRO closures, ICB shrinkage, and provider back‑office reductions — risks significant loss of digital, data, and analytical expertise. Some organisations are proactively protecting staff and capturing knowledge, but we need shared tools and approaches across the CDAO and wider DDaT leadership networks to ensure that the cuts being poorly implemented by government and NHSE do not create a backwards step in capability that we take years to recover from. In the ICB Blueprint the NHSE CEO was clear that DDAT should be an investment area and we are concerned that the NHS locally has not followed this policy directive.
2. HDRS as a Potential Continuity Mechanism
The Health Data Research Service could help preserve critical functions and expertise, particularly elements of the former DSCROs. Its potential should be fully understood and leveraged if it offers stability during transition. Our network is keen to contribute to and help deliver a roadmap to this effect.
3. Digital Tools Delivering Real Productivity Gains
We heard clear examples of digital products improving productivity — such as FDP use cases reducing effort on national returns and the use of RPA and RAP for the elimination of manual functions. These case studies must be documented and shared to encourage broader adoption and replication, the leads in these areas are not being provided with the coverage and support that they need.
4. Strengthening Board-Level Data Acumen
Existing metrics for assessing how boards understand and use data should be refreshed and submitted for inclusion in the 2027 Digital Maturity Assessment. This would stimulate board-level capability and support the growth of the data profession at senior level, reducing the obscene amount of money spent on management consultancy for straightforward analysis and planning.
5. Funding Flows Must Be Fixed to Enable Prevention
A meaningful shift to prevention depends on resolving NHS funding flows. The economics are already clear — investment in prevention generates strong ROI — but provider fixed costs mean savings aren’t cash‑releasing. National clarity on who is leading this work is urgently required; the 10‑year plan depends on it.
6. Shared Definitions of Strategic Commissioning and PHM
Leaders and politicians need simple, accessible definitions of strategic commissioning and population health management. PHM is a long‑term, data-enabled change process — not a quick operational fix. Clear definitions would help shift the system’s focus to upstream issues, rather than where pressures manifest.
7. Freeing Up Local Analytics Capacity for Prevention
Large analytics teams are still largely focused on single-organisation needs. To tackle system-wide prevention challenges, we must break down organisational silos, treat analytics as a shared asset, and automate as many national reporting requirements as possible. NHSE must be held accountable for streamlining this burden which ICBs are not currently delivering.
8. National Teams Must Listen More to Local Data Professionals
The centre must move away from assuming what local teams need and instead engage directly. National value-add should focus on enabling legislation, consistent data standards, supplier influence, and workforce upskilling. AI literacy training is a practical, high-impact win that should be scaled quickly.
9. Individual Productivity Gains from AI Are Significant
Many staff are already achieving substantial efficiency improvements through AI assistants. Systematic, universal training — especially tailored to specific job roles — could unlock a major productivity uplift across the NHS.
10. Safe and Effective AI Requires Time, Foundations, and New Regulation
AI’s benefits are real but not instant. The NHS must invest in data readiness, AI literacy, and governance. Most AI deployments still underperform expectations, and clinical safety requires a new approach to regulation — including continuous post‑deployment monitoring and more agile pre‑deployment assurance.