Suffolk Office of Data & Analytics: Enabling evidence-based decisions through secure data sharing

Background

The Suffolk Office of Data & Analytics (SODA) was officially established in June 2018, following two years of preparatory work. The initiative emerged from a recognition among Suffolk’s public sector organisations, including local authorities, local NHS partners and the police, that tackling key county-wide issues required collaborative action, and crucially, a shared evidence base. 
Early on, many organisations lacked basic analytical capacity, with some unable to access their data within case management systems. The initial focus was on building resilience in communities and driving inclusive growth, supported by a Transformation Challenge Award grant from central government. When this funding ended, SODA’s value was demonstrated sufficiently for Suffolk’s public sector leaders to transition it to a business-as-usual model, with all partners contributing equally to its funding and governance.

Approach to data

SODA’s approach is rooted in partnership and problem solving. The governance structure ensures buy-in from all partners and at all organisational levels, from chief executives on the strategic board to analysts delivering the work. Projects must address strategic, Suffolk-wide problems rather than filling gaps for individual organisations.

Data ownership is managed through a joint data controller model. When data is shared and merged for a project, all partners become joint controllers, sharing responsibility for data governance. SODA is hosted by the county council – which provides additional oversight for data security – but all partners remain data controllers of their own data.

When a problem is raised, SODA starts with the business question, not the data. Information governance is treated as an enabler, not a blocker. The process involves:

•     defining the business problem or hypothesis
•     assessing whether relevant data exists and can be extracted
•     determining the analytical capacity required
•     ensuring legal and information governance requirements are met
•     proceeding only if all criteria are satisfied.

Data is typically matched and merged using identifiers like name and date of birth , creating a single dataset for analysis. Often, records of individuals are also combined to household level, using addresses, postcodes and the Unique Property Reference Number (UPRN). Outputs such as dashboards, reports and infographics are tailored to the audience and always include interpretation and, where appropriate, recommendations. SODA works closely with stakeholders to ensure findings drive decision-making rather than getting lost in reports.

Impact

SODA has become a respected, independent voice in Suffolk, trusted to provide evidence-based insights and recommendations. Its work directly informs decision-making across sectors, from housing and community development to safeguarding and policing. The continued willingness of partners to fund SODA annually is testament to its perceived value.

The partnership has also contributed to a levelling-up of analytical maturity across organisations. SODA has delivered training for analysts, commissioners and heads of service, building understanding of data’s potential and fostering confidence in information governance and security. By engaging with partners on data extraction and quality, SODA has helped organisations better understand and manage their own data. In some cases, this has influenced procurement decisions, with organisations seeking SODA’s advice on data requirements for new systems.

SODA’s involvement has led to more efficient and effective working, enabling quicker, evidence-based decisions not just at the analytical level but also in day-to-day operations.

Challenges

Several challenges have shaped SODA’s journey:

• Information governance and risk aversion: Early on, overcoming risk aversion around data sharing was critical. Having a dedicated information governance and data security specialist was instrumental in breaking down barriers and building trust.
• Technical complexity: Understanding the underlying data structures in partner organisations’ systems was often difficult, especially when users were unfamiliar with the technical details. Translating analytical needs into practical data extraction requirement took time and effort.
• Data quality and standards: Achieving consistent data standards across organisations remains a challenge. While SODA provide feedback on data quality after each project and encourages standardisation (such as consistent formats for names and postcodes), full alignment is not always possible.

Top Tips

Drawing on SODA’s experience, several key lessons emerge for organisations looking to establish similar partnerships:

1.    Go where the energy is: Start with partners or organisations that are enthusiastic about data collaboration. Deliver impactful projects with them and showcase the results to attract others.
2.    Start small and build: Don't aim for the most ambitious data integration from the outset. Begin with manageable projects using a single dataset, demonstrate value, and then progress to more complex data sharing and matching.
3.    Treat information governance as an enabler: Always prioritise information governance but use it to facilitate rather than to block progress. If governance becomes the decision-maker, projects are unlikely to succeed.
4.    Invest in relationships: Building trust and understanding across organisations is as important as technical solutions. SODA’s success is underpinned by strong relationships at all levels.
5.    Provide feedback and build capacity: Use each project as an opportunity to improve data quality and analytical capability within partner organisations. Training and feedback help raise the overall standard and confidence in data use.