As at November 2025, data work by WM-ADASS has produced:
Good data - ensuring that the data we use is accurate, timely, standardised and joined up: relying on published data from reputable sources; operating both manual and automated checks to ensure it's up to date and accurate; using metrics that are universally adopted across the ASC sector; combining datasets to produce better insights; and enabling comparisons between councils.
Good Tools - The WM-ADASS ASC Data Hub collates relevant data from multiple published sources and makes this available to approved users through a series of interactive dashboards and reports. We use powerful analytical and data visualisation tools to illustrate lived experience through numbers; and we make our data tools and products widely available to councils. Our aim is to provide the right platforms and analytical techniques to unlock value from data.
Good Governance - we aim is to embed ethical, lawful, and collaborative approaches to data use and sharing across our region and our partnerships. We avoid using peronally identifiable data and operate within the General Data Protection Regulations and the provisions of the Data Protection Act 2018; we operate change control arrangements to protect the design of our data products whilst enabling participation and improvement; and we use our data products to inform the work of our improvement networks and to further develop insights that inform decision-making
Strategic Framework - Our data vision and strategy is captured within the WM-ADASS ASC Analytical Capabilities Roadmap. Written to guide the development of data capabilities for both individual councils and for the WM-ADASS collaborative, it encourages focus on the key enablers for using data to enhance decision-making and improve outcomes for people who draw on care and support.
As we continue to strengthen in these areas, we will also increase our focus on:
Good People - We've already delivered technical skills training for ASC Analysts, to enable them to improve their use of analytical tools and data visualisations in every local authority in the region. We'll build on this by launching an ASC Data Learning Centre and populating this with training content, examples of good practice and a range of articles and publications that are relevant to people working in adult social care. Our "Data Skills for Leaders and Managers" training launches in 2026 and is intended to embed data capabilities across the sector. Watch this space for further announcements.
Good Culture - the region will recommit to its ASC Resilience Framework, developed through our Future Thinking work in 2023/24 including to Driving Change through Data & Evidence. There are significant opportunities to develop a better and richer understanding of emerging needs through a shared approach to population health analytics (shared across the region and across sectors); intelligence and insight can inform service planning, workforce development and prevention activities, and support a focus on reducing inequalities. Data to inform action will be complemented by robust evidence around what works, when and for whom - we will embed our use of data not only within practice, but within our developing approach to research.
Evidence of Experience and Outcomes - in anticipation of the further development of the CQC Assurance Framework in 2026/27, we recognise the need to find more and better ways of evidencing "how it feels" to draw on care and support, or to provide unpaid care, in all our councils. This has already been identified as a priority by CQC and we need to ensure that we can confidently and consistently demonstrate their lived experience so that isolated voices don't dominate the assessment narrative.