What are our beliefs around data?

We are here to support people who are struggling and having a hard time to build the relationships they need to thrive. This means understanding ‘what matters’ to people and their bespoke context surrounding their complexity. In the same way, we collect information to understand the true realities going on in people’s lives, adopting a bottom-up approach to data and providing real context for informed tailored support, learning and decision making. 

What is bottom: Up data and why is collecting data this way important?

Bottom-up data starts with individuals and local insights, then expands outward. This ensures decisions are based on real-world, ground-level information, making them more relevant and effective.

Anchoring our data around the person this way is more effective than a top-down approach because it leverages local insights and relevance, leading to tailored solutions and faster decision-making. It empowers employees, fostering engagement and accountability, and utilises rich, real-time data for informed decisions.

This approach encourages innovation and creativity by incorporating diverse perspectives and builds trust and collaboration within the individual and community. Overall, it results in more responsive, adaptable, and effective decision-making across all levels of work and brings leadership closer to it

What have we learned?

This approach alongside the liberated method, enables continuous learning and responsiveness to what the data is telling us. Leadership is empowered to make informed timely decisions that allow our caseworkers to flourish, innovate and thrive and create the relationships that our clients need to thrive.

We are then able to correlate our information to what it takes to achieve transformational positive changes in people’s lives.

Using historical transactional data from 14 public services and looking through the lens of the person, we evidenced what it looks like for people with multiple complex needs across a whole service landscape that involved 3 in-depth case studies. This revealed a ‘Burning Platform’ far starker than we anticipated existent across public services.

There were eye watering levels of missed opportunities and failure demand that resulted in a revolving door of crisis presentations. Context over the years had been designed out that has bogged services down in unsustainable demand.

The impact of a marketized and siloed and fragmented public service landscape had across the 3 case studies cost the public purse in excess of £4millon pounds over a 20-year period, yet did not improve their situations. This has resonated across Central Government and created the space to have conversations around central policy.