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Leeds Intelligence Hub

What is the Leeds Intelligence Hub?

A small, integrated analytical team that proactively uses data to understand how Leeds operates as a whole system.

How has it benefited Leeds?

The Leeds Intelligence Hub compares variation in care across the city’s neighbourhoods and begins to understand why and how to address unwarranted variation. The insights generated have provided a totally new level of dialogue and discussion across the city from city-wide leadership groups, the Health and Wellbeing Board, urgent care boards and most organisations senior management teams.

The Leeds Intelligence Hub provides valuable systems intelligence to senior leaders from across the care economy, helping highlight insights into how the system behaves including a notable slow-down in the numbers of patients accessing acute-based unplanned care since early 2013. These insights are helping instigate discussions with system leaders about how the whole health and care system can be further transformed to realise the city’s ambitions to become the best city for health and wellbeing.

Orange Brand Elements

Specific examples

Examples where Leeds Intelligence Hub has informed system-wide decision making include:

  • the development of a community-beds strategy for the city using linked community nursing, care homes and social care datasets that recognises changes both in demand from an aging population, and the need to care for patients in the most appropriate setting that can often be their own home
  • acting as a critical friend to the development of Better Care Funded initiatives to ensure system benefits are achievable, realistic and account for best practice
  • understanding delayed transfers of care from multi-organisational perspectives

 Aqua Brand Elements


We all operate in a world swamped by data, consumed by performance measures and in many cases unable to see the wood for the trees. The challenge for Leeds, as with most whole health economies, is to use joined data, deliver whole system insights and make better clinical service decisions for better and equitable care.

In Leeds senior leaders, commissioners and providers across health, care and the local authority have formed those strong relationships required to plan integration and service transformation. However, towards the end of 2013 it was recognised that these discussions and plans were not supported by the whole system insights and intelligence that could be gained from integrated health and care data. Furthermore, the combination and health and care analytical skill sets needed to establish a local evidence-base, to understand our current health and care systems and identify those changes that are truly transformational, were fragmented across and between organisations.