1.3 Consider the role of data, information and intelligence in making evidence-based decisions to improve quality

This guide will help you answer 1.3 Consider the role of data, information and intelligence in making evidence-based decisions to improve quality.

Making high-quality decisions in adult care relies on more than experience or gut feeling. Evidence-based decisions draw upon facts, trends, and insights. This involves using data, information and intelligence to choose actions that genuinely improve care.

In this guide, we will look at what these terms mean and how they support decisions that lead to better service quality.

Defining Data, Information and Intelligence

Data
Data is the raw material of decision-making. It includes numbers, facts, dates, and other pieces of unprocessed evidence. In adult care, examples of data include:

• Headcounts (e.g. number of residents)
• Incident reports (e.g. number of falls in a month)
• Staff attendance logs
• Medication error counts

Information
Information is data that has been organised or processed so it has meaning. Instead of just knowing the number of falls, it may be turned into information by showing:

• The trend in falls over three months
• Which shifts or areas see most incidents
• Who was involved and what happened

Information helps leaders see patterns, identify issues, and understand what is happening.

Intelligence
Intelligence is the deeper insight gained when information is analysed further. Intelligence supports forecasting, planning, and understanding why something happens.

Examples:

• Analysis revealing that most falls occur in the lounge during busy periods
• Benchmarking infection rates against local services to see where you stand
• Linking staff training data with quality outcomes to spot gaps

The Role of Evidence-Based Decisions

An evidence-based decision means the choice is supported by trustworthy data, information, and intelligence. This reduces bias, avoids assumptions, and increases the chances of success.

In adult care, using evidence can:

• Identify real problems
• Find the true cause of issues
• Guide investment where it makes the most difference
• Show if actions are working

This approach is promoted by both regulators and commissioners.

Improving Quality with Evidence

Leaders are responsible for raising and maintaining the quality of care. Using data, information, and intelligence helps:

1. Spotting Trends and Patterns

Collecting data over time reveals trends—such as rising complaints, more infections, or falling staff morale. Addressing these early prevents bigger issues.

Example:
Falls data shows an increase at night. Information analysis reveals most falls happen during staff handover. Intelligence suggests supervision is low at these times. This leads the manager to adjust staffing, reducing risks.

2. Setting Priorities

Resources are always limited. Evidence helps leaders target efforts where the need is greatest.

Example:
Satisfaction surveys highlight that activities for people with dementia are lacking. Evidence supports investing in new training and equipment for these activities.

3. Measuring Outcomes

Success must be measured, not guessed. Information helps leaders check if actions lead to real improvements.

• Audits show whether new procedures reduce medication errors
• Comparison with previous years sees if staff retention is improving

4. Benchmarking

Intelligence is often drawn from comparing your service to others. This shows whether standards are good enough or could be higher.

• Use sector averages from CQC reports
• Join local provider networks to share best practice

5. Meeting Regulatory and Contractual Requirements

Regulators expect evidence to support compliance and improvement. Commissioners often need proof that services are safe, effective, and value for money.

• Use audits, key performance indicators, and feedback data
• Submit data for contract monitoring

6. Supporting Person-Centred Care

Evidence helps ensure decisions are tailored for each person. Data collected from personal care plans and individual risk assessments guide the right choices.

• Review accident logs to see if certain people need extra support
• Use health monitoring data to adapt care

Sources and Types of Data Used in Adult Care

Leaders gather data from:

• Incident forms
• Complaint logs
• Staff supervision records
• Audit results
• Service user satisfaction surveys
• Health and safety checks
• Rota and staffing records
• Care plan reviews
• External inspections and feedback

Each type gives a different perspective on quality.

Challenges and Considerations

Relying on evidence brings its own challenges:

• Data must be accurate and up-to-date
• Information should be unbiased and relevant
• Intelligence relies on proper analysis, avoiding assumptions
• Too much data leads to overload—focus on what matters most
• Confidentiality and GDPR rules apply to all data

Leaders need systems to collect, store, check, and analyse information. Training in data skills helps make sound evidence-based decisions.

Using Team and Stakeholder Input

Data and intelligence are not just numbers. Frontline staff, people who use services and families bring valuable insights. Listening to their experiences and involving them in decisions gives a fuller picture. Combine quantitative (number-based) and qualitative (opinion or experience-based) evidence for the best outcomes.

Good Practice in Evidence-Based Decision-Making

To maximise the benefits of data, information, and intelligence:

• Set up regular audits, surveys and reviews
• Analyse and discuss findings in team meetings
• Use action plans that are tracked and updated
• Share results with all stakeholders in plain English
• Celebrate improvements and learn from setbacks

This builds a culture that values openness, accountability and continuous improvement.

Final Thoughts

Decisions in adult care must be based on more than intuition. Using robust data, clear information, and deep intelligence leads to better decisions. Leaders who work in evidence-based ways spot problems early, target improvements, and check that actions are working. This not only delivers better outcomes for people using services, but also meets legal and regulatory expectations.

Effective leaders treat evidence as a tool for improvement. They use it to guide actions, support their teams, and champion high standards across their services.