Handover

Background

This page outlines key Data team tasks, and summarises status and key pending actions to be done, to assist in future planning.

Overview

Overview of key projects/pieces of work shown in following table.

Key:
- On hold/pending
- Under way/review
- Under control/maintain

Domain/project	Item	Status
Kotahi implementation	Onboard teams
Kotahi implementation	Development/features
Population health data	Maintain data
Population health data	Extend BI
Internal reporting
External reporting
Digital strategy
Data integration	Indici<>Kotahi
Data integration	Other systems
Insights	Power BI
Insights	Future BI
Data Sovereignty pilot	1:Research
Data Sovereignty pilot	2:Development
Data Sovereignty pilot	3:Feedback

Kotahi implementation

See also: Cutover dates and Wellbeing model

As at March 2025, the Whanau ora team have fully migrated to Kotahi. This incorporates:

• Core Whanau ora
• Tupaia
• Building Financial and Energy Capability.

Additionally we have migrated Transition to adulthood (Social services).

No agreed migration dates are in place yet for other teams/services, but we have been planning with remainder of the Social services team.

One conceptual issue to flag is how we want Kotahi to support the Wellbeing model. Specifically, how do we want to organise Kotahi 'services' and assessments to support the model? These are some philosophical questions almost that have to be worked through before we go much further building workflows inside Kotahi.

Next steps

1. Define high-level approach to integrating services/teams into Kotahi
2. Validate 'hauora assessment' approach
3. Process mapping/documentation of pathways
4. Design and implementation of Kotahi services/activities
5. Update/adjust business rules in data store to ensure data reflects the above.

Population health data

See also: Pasifika health

This is a long-standing item from very early PPDF. It was set down by a public health expert, and aims to serve two main functions:

1. Identification of population health needs/disparities that K'aute may wish to serve, and
2. Exposing bigger picture outcomes which can contextualise Wellbeing model evaluation.

Broadly this involved making patient-level data requests to a range of stakeholders - primarily Te Whatu Ora and Te Manawa Taki PHOs. Te Whatu Ora data is from National Collections, and PHO data is aggregated from member PMS systems. Because of the need to work directly with each stakeholder and their own privacy/consent frameworks, this has been a large amount of work with variable results.

Nevertheless, some baseline data is available in the above Power BI app.

Next steps

1. Secure stakeholder time to understand this data and discuss/ask questions
2. Extend/refine analytics accordingly
3. Update/maintain data periodically
4. Adapt per Wellbeing model evaluation framework (TBD).

Internal reporting

See also: Report list and Workplan

A lot of work has been done on exposing data in Aiga for performance, quality and other BAU reporting activity. Over time this has extended to include Indici data, and more recently Kotahi.

As at March 2025, we are actively discussing data for Board reporting and other ways to inform organisational performance.

Workplan

The Workplan app has been a centrepiece of internal quality/performance monitoring. The idea is to quantify the amount of 'meaningful activity' we are engaging in. This app has a framework of setting different thresholds for staff/teams and providing a weekly view (week so far, last 6 weeks, etc).

System specific

There are a number of Power BI apps also showing data from specific systems - Aiga, Indici and Kotahi.

Next steps

1. Build competence/confidence in use of internal data
2. Extend/refine analytics according to need/demand
3. Monitor/improve data quality
4. Adapt per stakeholder need/demand.

External reporting

See also: Report list and Integrated contract

Funder reporting can be onerous for staff so we have gradually worked through semi-automation of data production for selected contracts/services. Please refer to Report list for an overview.

Integrated contract

The Te Whatu Ora Pacific Integrated Contract (PIC) is still under development. As at March 2025 K'aute are still working with Te Whatu Ora on a specific set of metrics to report on. They require a test run of data against this framework by April 20th, for month of March 2025.

Refer to Integrated contract for update of report framework.

Other funder reporting

As mentioned, a range of other funder reporting is needed on a regular and ad hoc basis. Organisationally we should aim to assist or automate as much of this as possible, using our data store (where appropriate).

Next steps

1. Utilise pilot template to draft business rules and report process
2. Confer with stakeholders to check and QA draft business rules
3. Extend Report list to develop a library of business reporting, and links to documentation around process and business rules.

Digital strategy

K'aute have been working to a 'Phase 1' digital strategy for a few years, aimed primarily at uplifting digital maturity to a baseline level. This has included simple objectives such as selection and implementation of systems/SaaS products, as well as fit-out of KPT village. Most objectives under this strategy have been completed and it is time for a refresh to inform the next phase, aligned with the Wellbeing model.

At this time, K'aute have engaged Spark Health to lead this process and we are still discussing scope and terms of that engagement.

Next steps

1. Data function needs to contribute to the review
2. Data function needs to overlay a 'target operating model', and define what can be done in-house versus outsourced/hybrid.

Data integration

See also: K'aute data model and Category:AWS

Current data work to date has been focused on collation and integration of available data in a centralised place. Automated workflows are in place to load and manage data from Indici and Kotahi; Aiga data is being left in place and merged on-demand via Power BI. There may be a need to ingest data from other sources over time.

Data integration activity here has two main strands.

Data pipelines

Ongoing work is needed to extend, monitor and improve existing pipelines. This is about getting cleaned and organised structured data into an accessible place, along with monitoring and integrity checking processes.

Analysis objects

With required data in place, new analysis objects need to be built to make good use of it. For example, a 'risk stratification' view could be built which flags data points indicative of risk and compiles a summary per family/individual. This might use data from all available sources in the data store, push it to analytics platform and/or notify stakeholders directly. Some of these are already built and being used in existing apps/processes, but development of Wellbeing model will require definition of more of these - subject to more detail on the operational detail of what data needs to go where.

Next steps

1. Monitoring process for data quality and integrity
2. Ongoing security work around AWS infrastructure
3. Work with project team around operational workflow for Wellbeing model:
   1. Process map
   2. BA work around technical/user requirements
   3. Development of processes where required
   4. Documentation etc.

Insights

See also: Category:Apps

As part of digital strategy refresh (see above) KPT need a clear approach to accessing and using insights from data. This often has two parts:

1. How are we doing on things we know?
2. What is happening that we didn't know about?

The first of these is often about defining KPIs or key business metrics, and then tracking progress - for example, Workplan app. The second implies a better resourced and more proactive analysis function.

There is also a desire to increase 'data literacy' of the organisation generally, and this has a number of prongs which may require focused work:

• Practical comfort with data tools - for example, competence with use of excel and Power BI
• Baseline understanding of using data - for example, interpreting graphs and charts
• Broader awareness of how data entry impacts insights, and
• Being more savvy around contracts and performance reporting frameworks we agree to.

Next steps

1. Decide on target operating model around insights/analytics (ideally as part of strategy refresh)
2. Build up app/report catalogue informing KPIs:
   1. BA/investigation work
   2. Stakeholder planning
   3. Documentation
   4. Data modelling
   5. App development
3. Identify baseline competence for staff, and design and implement tactics to achieve.

Data sovereignty pilot

This is still at an early stage, and there has not been time to deliver anything tangible yet.

We have partnered with Matou to deliver a 'proof of concept'. Funding from Trust Waikato totals $50k. At present we are working to arrange a few initial workshops with community representatives so that a 'discovery' piece can be done. This will then feed into planning and development of a pilot product, if appropriate.

In terms of roles and responsibilities, Matou are leading project management. Our role is to steer the project and facilitate access to anything Matou need (people, resources, data).

Next steps

1. Continue planning of community workshops with Ma
2. Involve Solomon directly in planning and development work, if any
3. If appropriate, work with Kotahi on a data sandbox to integrate with.

Overview of next steps

Piecing all the above together, the below table summarises key information. Here complexity indicates something that has a lot of interacting or overlapping parts and/or something with requirements or properties that have not been defined. Workload indicates amount of effort required in total to deliver what is currently known. Many of these are nascent or evolving, so these categorisations are subject to change!

Key:
- High
- Medium
- Low

Item	Complexity	Workload	Competency	Timeline
Kotahi implementation			Product expertise Business analysis Process mapping	July 2025
Population health data			Managing flat files Database administration Visualisation/Power BI	TBC
Internal reporting			Change management Professional development Requirements gathering Power BI development
External reporting			Data modelling Database administration Operational/business workflow
Digital strategy			Digital/data thought leadership Thorough understanding of KPT current state Understanding of Wellbeing model/future state	ASAP
Data integration			Data engineering Process mapping User requirements	TBC
Insights			Familiarity with National Collections data Understanding of health system workflow/data flow Modelling data Generating insights	TBC
Data sovereignty pilot			Pacific cultural competence Managing community/stakeholders Organising/hosting workshops Issues pertinent to Pacific data sovereignty	December 2025

Suggested resourcing

Some suggestions about resourcing are provided below.

Kotahi implementation

• Development and configuration in Kotahi can be handled by Solomon.
• We should also think about developing other 'champions' who can handle configuration tasks.
• Will need help with process mapping and planning. We can use our Kotahi agreement to fill this gap, but also directly involve Team Leads.

Population health data

• This is a simple pickup and load of data.
• However, putting it together usefully requires careful consideration.
• Suggest involving someone familiar with National Collections data and/or a stakeholder who can contribute to understanding of this data (Te Ngira/Polly).

Internal reporting

• Business side could be led by Mel/Dianne or Team Leads.
• Will need outside expertise if we want to go ahead with organisational upskilling.
• Data/app development can be handled by Solomon.

External reporting

• Particularly for PIC, business side again led by Mel/Dianne.
• Data/app work can be handled by Solomon.

Digital strategy

• To be carried out by Spark Health.
• KPT requires informed contributions to manage scope and potential for provider capture.

Data integration

• Work to be determined via Wellbeing model/user story development.
• Likely to need some external resourcing/capability if new products, particularly client-facing products are needed.
• Otherwise BAU integrations can be handled by Solomon.

Insights

• Needs additional resource; quite a niche field to do really well (again, possibly Te Ngira or similar).

Data sovereignty

• Bulk of work to be led by Matou.
• We need to support with access to our client base/community reps.
• We should also ensure Solomon is directly engaged in as much as possible, because this project speaks to key issue for Pasifika.