2.2 Research relevant and accurate data, information and intelligence for effective decision-making

This guide. will help you answer 2.2 Research relevant and accurate data, information and intelligence for effective decision-making.

Data means facts or statistics collected for reference. For example, you might gather numbers about how many falls have happened in your care home in a month. Information is when you organise and interpret that data, such as noticing that most falls happen at night. Intelligence is using the information to make good choices or to spot issues, such as realising you may need extra staff on night shifts to stop falls.

Each element plays a part in effective decision-making. Data alone is often raw and does not provide meaning until it is analysed. Information brings context. Intelligence allows for predicting outcomes, planning improvements, and learning from trends.

Sources of Data, Information and Intelligence

You can gather facts and intelligence from a range of sources. Some common examples include:

• Internal documents and records—such as care plans, incident reports, and staff rotas
• National statistics—like information from the Office for National Statistics (ONS) or NHS Digital
• Policies, local and national—such as guidance from the Care Quality Commission (CQC) or Department of Health and Social Care
• Research studies and sector reports
• Feedback from people who use services, family members, and staff
• Inspections and audits
• Specialist professionals such as nurses, social workers, or pharmacists

Gathering from multiple sources builds a fuller picture. Always collect both quantitative data (like counts or measurements) and qualitative information (like personal feedback or survey comments).

Why Decision-Making Needs Solid Data and Information

Decisions in care homes, supported living, or domiciliary services need accuracy, objectivity, and evidence. Guesswork creates risk. Here’s why factual evidence matters:

• It underpins safe care and support decisions
• Demonstrates leadership is accountable and trustworthy
• Gives a clear record for inspection and audit trails
• Helps you spot what is working and what needs to change
• Safeguards budgets and resources

Regulators and commissioners expect you to back up your decisions with concrete evidence.

Research Methods for Gathering Data and Information

There are different ways you can research, collect, and check facts. Choosing one method or a mixture depends on the question or problem you are tackling. Here are some key methods:

Surveys

Using questionnaires with staff, people who use services, or their families can collect views about the quality of care, safety, or satisfaction. Keep questions simple and clear to help understanding.

Interviews and Focus Groups

One-to-one discussions or group meetings enable people to share feedback or give details about their experiences. Make sure you listen closely and record answers honestly.

Observations

Watching how care is given, or how people interact, often reveals more than written records. Keep notes factual and avoid assumptions.

Reviewing Records

Care documentation, medication records, incident logs, and training files hold a wealth of material. Look for patterns — for instance, repeated late medication or missing care reviews.

External Evidence

Published research, best practice guidelines, CQC inspection reports, or policy documents can give benchmarks and wider context for your service.

Benchmarking

Comparing your service to others, or to national standards, lets you judge performance. This highlights gaps and shows where practice meets or falls below expectations.

Checking Accuracy and Reliability

Not every fact, report or quote is reliable or current. If wrong information leads your choices, negative outcomes may follow. To check the quality of your research:

• Confirm the source is trustworthy (e.g. NHS Digital, government websites)
• Check the date—outdated information could mislead your planning
• Look for consistency—do other sources say the same thing?
• Be careful with anecdotal evidence—it may be one person’s view, not the whole picture
• Make sure data is complete—not just bits picked to support a conclusion
• Check for bias—could the source or author benefit from a certain outcome?

Being alert to errors or bias is part of your duty as a leader.

Confidentiality, Ethics, and Law

When handling numbers, stories, or opinions, you must follow the law and act fairly. The Data Protection Act 2018 and General Data Protection Regulation (GDPR) set strict rules for storing, sharing, and destroying personal data.

Key responsibilities include:

• Only collecting what is needed (data minimisation)
• Storing it safely (secure computers, locked rooms, password protection)
• Anonymising data where individual identity is not necessary
• Getting consent if information is non-anonymous and will be shared
• Not sharing personal details with unauthorised people
• Shredding or deleting records once finished

Breaches can result in distress, loss of trust or legal action. Always refer to your local policies if unsure.

How Research Supports Effective Decision-Making

Using well-sourced data, information and intelligence supports you to:

• Plan and review care that matches people’s needs
• Improve quality and safety programmes
• Decide where staff training or extra support is needed
• Target resources where there is most demand
• Respond early to risks or concerns
• Present evidence to regulators, funders, and external stakeholders

Here are some worked examples.

Incident Analysis

If several people fall in the lounge, you collect incident reports and accident books. You cross-check staff rotas, times of incidents, and environmental checks.

Your analysis might reveal that falls happen after activities finish, when staff return people to their rooms. Knowing this, you could adjust the rota so there are more staff available at that time. You then monitor whether falls decrease.

Staff Training Needs

You notice several medication errors during audits. You gather information from error reports and staff supervision notes. You notice most errors happen on weekends.

After holding staff discussions and reviewing rotas, you realise new staff are covering those shifts without full training. You plan refresher training and buddying. Next, you track for improvement through future audit data.

Matching Services to Need

A new policy sets out the need for more community-based activities. You review care plans and gather feedback from people using the service. Responses show some want gardening, but others prefer swimming. You use this information to redesign the activity schedule and set up a pilot, testing uptake and satisfaction.

Making Use of Quantitative and Qualitative Data

Both types of data have value. Quantitative data is about numbers, such as:

• Incidents per month
• Number of staff with up-to-date training
• Bed occupation rates
• Response times

Qualitative data is descriptive and gives insight into how people feel or what they think:

• Direct quotes from surveys
• Staff comments in supervision
• Family feedback at meetings
• Completed satisfaction questionnaires

Usually, using both together gives a rounded understanding.

Steps to Good Research Practice

To keep your research methodical and clear, follow a step-by-step approach.

1. Identify the issue or question—e.g. Why are medication errors increasing?
2. Choose your sources—incident logs, conversations, audit reports, policy documents.
3. Collect and record data—keep accurate, dated notes.
4. Analyse—look for links, patterns, and exceptions.
5. Interpret findings—what do these results mean for your service?
6. Decide actions—do you update procedures, teach staff, or make a budget change?
7. Check the outcomes—review new data to see if actions work.
8. Share findings—report internally, or to regulators, as appropriate.
9. Review and repeat—good practice means regular review.

Competence in Digital Research

These days, health and social care managers often research online. Trusted, official sites give up-to-date, accurate advice.

For example:

• www.gov.uk—national policies and guidance
• www.cqc.org.uk—inspection and regulatory reports
• www.skillsforcare.org.uk—leadership, workforce, and training materials
• www.nhs.uk or www.nice.org.uk—clinical best practice
• www.local.gov.uk—local government resources

Approach online research by:

• Checking URLs end in ‘.gov.uk’ or ‘.nhs.uk’ for authenticity
• Being wary of forums, opinion articles or unverified sources
• Using filters and search tools to find recent and relevant items

Presenting and Sharing Your Findings

After you research, you need to prepare and present your findings—often at team meetings, in quality reports, or during inspections.

Clear ways to present data and information include:

• Charts and graphs—help show trends over time
• Written summaries—describe what has changed or improved
• Action plans—lay out what will change, by whom, and by when
• Case studies—give real-world examples that highlight the impact

Keep your language simple. Use plain English. Avoid jargon unless everyone in the audience understands it.

Involving Others in Data Collection

Working in isolation can lead to missed details. Involve colleagues, people who use services, and other professionals in the research process.

Benefits include:

• More accurate picture from different viewpoints
• Increased buy-in when changes are made
• Spotting bias or errors in your data

Ways to involve others:

• Holding regular meetings to discuss data
• Involving people who use services in surveys or audits
• Allowing anonymous suggestions for areas to research

Continuous Improvement Culture

Research does not stop after one problem is solved. Creating a culture where regular data review and evidence-based practice is normal leads to ongoing improvement.

Encourage:

• Openness to raising concerns
• Willingness to share learning, good or bad
• Staff training in basic research skills
• Regular reviews of outcomes

Final Thoughts

By following these principles, you can make sound, well-evidenced decisions that benefit people using your service, your workforce, and your organisation as a whole.