This chapter was last reviewed and/or updated April 2021.

1. Introduction

The Adult Care Performance and Intelligence Team undertakes a range of statutory, departmental, corporate and external reporting duties. At its core, the team endeavours to embed a performance culture within the department, to evidence good outcomes for the people of Lincolnshire, and facilitates sound decision making within the department. This is achieved by supporting colleagues with good quality and timely information, by providing commissioning intelligence and by gaining valuable customer insight to help shape the strategy of social care provision for the future.

The team also monitors compliance with recording practice with data quality reports, and advises on statutory compliance of Mosaic to ensure we capture what is required by the Government.

2. Adult Social Care Outcomes Framework (ASCOF)

The ASCOF Framework is currently under review; engagement events are taking place to agree new indicators.

The Adult Social Care Outcomes Framework includes a series of performance indicators to monitor the success of local interventions in improving outcomes for people, and to identify their priorities for making improvements. Whilst the Government does not seek to performance manage councils in relation to any of the measures set out in the framework, it is designed to encourage transparency and accountability, and support improvement activities and planning.  At the national level, the ASCOF demonstrates the performance of the adult social care system as a whole, and its success in delivering high-quality, personalised care and support.

Meanwhile, the Framework supports ministers in discharging their accountability to the public and Parliament for the Adult Social Care system, and informs national policy development.

There is also a Public Health Framework and separately an NHS Outcomes Framework which complement the ASCOF; combined, they set out the key measures for the Health and Care system as a whole.

More information about ASCOF is available on the Government’s Health and Social Care Outcomes Frameworks.

3. Reporting Responsibilities

The Adult Care reporting responsibilities are:

  • Statutory returns – social care activity information for adults, mandated by the Government for completion on an annual basis. The figures within the collections populate the ASCOF performance indicators mentioned above. More information on the collections is available on the NHS website.
  • Corporate and Scrutiny Committee – quarterly reporting on the measures contained within the Council Business Plan (see The Council’s Business Plan chapter) under each of the Adult Care and Wellbeing commissioning strategies. These key performance measures and targets have been chosen to demonstrate to elected members and the public that the directorate is achieving the priorities within each strategy area.
  • Commissioning strategies – detailed information for decision makers and operational managers within each strategy.
  • Freedom of Information (FOI) Requests – data responses and interpretation for all FOI requests as appropriate.
  • External reporting – assisting with the reporting requirements of organisations external to Adult Care who use Mosaic.
  • Ad hoc reporting – assisting with data analysis and data preparation to support business cases, service and system reviews, consultations, surveys and mail outs.

4. Sector Led Improvement

Each of the Association of Directors of Adult Social Services (ADASS) regions have their own approach to performance assessment, where regulatory assessment by the Care Quality Commission (CQC) has been replaced with peer assessment between authorities. This involves an annual self-assessment and peer challenge events.

4.1 Self-assessment and peer reviews (see attached document)

The self-assessment is based around key themes which reflect the Measures from the Adult Social Care Outcomes Framework. The outcomes from the self-assessments guide the themes which councils select for peer reviews and requests for support, as well as areas for improvement.

The value of the self-assessment is as a tool to support local reflection and to provide senior colleagues with an overview of activity and evidence that evaluates the local achievements and improvement priorities. The assessment and supplementary core dataset is shared with senior regional colleagues, who use it as a basis for future areas of focus, and for benchmarking purposes. The Peer Review Process is led by the Director of Adult Social Services and supported by the Principal Social Worker, who work with a team of practitioners and officers who visit the local authority and focuses on the key lines of enquiry. From their findings, the team acknowledges areas of good practice and makes recommendations for improvement. Each authority takes part in a peer review every two years.