Giving Health and Justice leaders the data visibility to act with confidence.
| Outcomes at a glance |
|---|
| • Health and Justice leaders now have data visibility across prisons, escorts and bed watches, and Liaison and Diversion services, including analysis that surfaced inequalities and variation across the system for the first time. |
| • Enabled the system leaders to establish baseline performance, identify and agree priorities for improvement, and target high‑cost, high‑risk activity where this had not previously been possible |
| • Strengthened data quality, consistency and assurance across multiple secure and justice‑related settings |
| • A sustained analytical capability now operates within the programme, supporting ongoing decision-making across Health and Justice and Violence Reduction services where no such function previously existed. |
The challenge
NHS England London’s Health and Justice and Violence Reduction programmes commission healthcare across some of the most complex and high-risk settings in the country, including prisons, police custody, courts, the children and young people’s secure estate, Liaison and Diversion services, immigration removal centres, and sexual assault and violence reduction services.
Building on earlier work to develop a prisons data strategy and establish Violence Reduction reporting, the programme required ongoing, flexible analytical support. Leaders needed a capability that could respond to changing priorities, improve the use of data across services, and support consistent, system‑wide decision‑making.
Without a coordinated analytical approach, there was a risk of fragmented reporting, limited visibility of high‑cost and high‑risk activity and missed opportunities to address inequalities and improve outcomes.
Our approach
We were commissioned to provide agile analytical support, establishing a coordinated data and analytics function within the London Health and Justice and Violence Reduction Data Programme across a two-year engagement.
The approach combined technical expertise, stakeholder engagement and agile delivery to ensure outputs were both robust and responsive.
Our Team:
- Embedded a multi‑disciplinary analytical function, operating through an agile, Scrum‑based delivery model to adapt to changing system needs rather than working to a fixed brief
- Managed a development pipeline, capturing and prioritising analytical work aligned to system need
- Reviewed, enhanced and promoted existing dashboards and analytical products, ensuring they remained relevant and added value rather than becoming quickly outdated
- Designed, developed and deployed new analytical tools, working closely with service leads and stakeholders
- Led stakeholder engagement and requirements gathering across prisons, children and young people’s secure estate, sexual assault services and oral health services
- Delivered routine reporting, data coordination and quality assurance, strengthening consistency across a fragmented and complex system
This approach ensured that data and analytics became a working tool at the centre of decision‑making, rather than a standalone technical function.
The impact
The programme gave Health and Justice and Violence Reduction leaders across London the data visibility to set priorities, manage risk and make evidence-based decisions in a way that had not previously been possible.
Key outputs included:
- An escorts and bedwatches dashboard, improving visibility of high‑cost, high‑risk activity across secure and justice settings
- A prisons inequalities analysis, applying a Core20PLUS5‑based analytical framework to surface variation and inform a wider pan‑London inequalities strategy
- A web‑based Liaison and Diversion dashboard, supporting strategic review of service models
- Enabled stakeholders to define and agree future reporting specifications across multiple commissioned services
- Improved data quality, consistency and assurance through coordinated reporting and regular data quality audits
- The prisons inequalities analysis is now being taken forward by a pan-London expert reference group as a component of a wider inequalities strategy, demonstrating direct policy uptake from the analytical work
These outputs enabled system leaders to establish baseline performance, identify and agree priorities for improvement, and make more informed, evidence‑based decisions.
Stakeholder feedback highlighted that the work represents a step change in how data supports decision‑making, enabling insight and action that had not previously been possible.
The approach provides a replicable model for other regions seeking to strengthen data‑driven decision‑making across complex, multi‑agency systems.
What our clients say
What has been delivered, along with the approach, has been commended by key stakeholders, with the client lead emphasising that the outputs are fantastic examples of how data supports decision making and enables work that has previously not been possible, particularly through setting baselines and identifying priorities.
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