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9.6 Outcomes in Adult Social Care

MANCHESTER SPECIFIC INFORMATION

Manchester City Council’s Guidance on Performance, Research and Intelligence

RELEVANT INFORMATION

NHS Digital website

The Adult Social Care Outcomes Framework (Department of Health and Social Care)

April 2018: This chapter has been amended to update links, including to the most recent version of the Adult Social Care Outcomes Framework 2017-18: Handbook of Definitions.

1. Introduction

This chapter outlines national key performance indicators and outcome information which is reported annually to the Department of Health in Central Government.  This forms part of the much larger local performance management framework which is in place in Manchester to oversee Adult Social Care Performance.  Further information on this is included below.

2. Adult Social Care Outcomes Framework

ASCOF was first published in March 2011, and is reviewed annually to update the measures to reflect outcomes for adults and carers.

An outcome is defined as the end result for an adult who has used local authority funded social care and support service. This could be, for example, receiving financial support, being admitted to a care home or being provided with information and advice.

ASCOF enables the local authority to see how they are performing in implementing local changes required as a result of the Care Act 2014. This includes supporting people to maintain their independence and their connections to the community, and ensuring they have control over the care they receive.

The Adult Social Care Outcomes Framework (ASCOF) is used both locally and nationally to:

  • set priorities for care and support;
  • measure progress; and
  • strengthen transparency and accountability.

It provides comparable information on the outcomes and experiences of people who use adult social care, and carers.

The Adult Social Care Outcomes Framework 2017-18: Handbook of Definitions states:

  • Locally, the ASCOF provides councils with robust information that enables them to monitor the success of local interventions in improving outcomes, and to identify their priorities for making improvements. Local Authorities can also use ASCOF to inform outcome-based commissioning models.
  • Locally, it is also a useful resource for Health and Wellbeing boards who can use the information to inform their strategic planning and leadership role for local commissioning.
  • Locally, the ASCOF also strengthens accountability to local people. By fostering greater transparency on the outcomes delivered by care and support services, it enables local people to hold their council to account for the quality of the services that they provide, commission or arrange. Local authorities are also using the ASCOF to develop and publish local accounts to communicate directly with local communities on the outcomes that are being achieved, and their priorities for developing local services.
  • Regionally, the data supports sector led improvement; bringing councils together to understand and benchmark their performance. This, in turn, stimulates discussions between councils on priorities for improvement, and promotes the sharing of learning and best practice.
  • 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 continues to inform, and support, national policy development. (Department of Health, 2017; p.1)

Click here to view Adult Social Care Outcomes Framework (Department of Health).

3. Local Outcomes Framework

In addition to producing annual statutory performance information to central government, Manchester City Council’s Adults Performance, Research and Intelligence also produces performance reporting products each month to support managers with driving up performance standards across the Directorate. These are presented to and reviewed by the Directorate’s Performance Improvement Board and cascaded electronically via the intranet presence each month.

 

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