Demonstrating Added Value Beyond Contract Requirements in Adult Social Care
Added value is increasingly central to how adult social care providers are assessed by commissioners. It is no longer sufficient to deliver services at a contractual baseline; providers are expected to show how they enhance outcomes, strengthen local systems and respond to emerging needs. This article sits within the Innovation, Added Value & System-Wide Impact theme and aligns with broader expectations captured within Social Value commissioning frameworks.
Crucially, added value must be meaningful. Token initiatives or unfunded promises rarely withstand scrutiny. Sustainable added value is embedded in delivery, supported by governance and demonstrable through evidence.
What commissioners mean by added value
Commissioners typically view added value as activity that:
- Improves outcomes without increasing core costs
- Reduces pressure on other parts of the system
- Builds workforce resilience and capability
- Supports prevention and early intervention
Added value should complement, not distract from, core service delivery.
Operational example 1: Workforce development beyond minimum training
Context: A provider delivering complex care invested in enhanced PBS and autism training beyond mandatory requirements.
Support approach: Training was targeted at services with higher incident rates and linked directly to supervision and competency frameworks.
Day-to-day delivery: Staff applied learning through reflective practice sessions and on-shift coaching.
Evidence of effectiveness: Reduced incidents, improved staff confidence and positive CQC feedback on workforce capability.
Operational example 2: System partnership working
Context: A domiciliary care provider supported hospital discharge by offering short-term reablement capacity.
Support approach: The provider worked with commissioners to agree clear eligibility, timescales and handover processes.
Day-to-day delivery: Dedicated coordinators liaised with discharge teams and community services.
Evidence of effectiveness: Reduced delayed discharges and improved flow, with commissioners citing system-wide impact.
Operational example 3: Enhancing individual outcomes
Context: A supported living service introduced personalised activity budgets funded through efficiency savings.
Support approach: Budgets were linked to outcomes such as community participation and skill development.
Day-to-day delivery: Staff supported individuals to plan and review activities regularly.
Evidence of effectiveness: Improved quality of life indicators and stronger outcome evidence for reviews and inspections.
Commissioner expectation
Commissioners expect added value to be credible, measurable and aligned to local priorities. Providers must show how initiatives are funded, managed and reviewed.
Regulator expectation
The CQC expects added value initiatives to be safe, person-centred and well governed. Inspectors look for evidence that enhancements do not compromise core care quality.
Governance and assurance of added value
Strong providers embed added value within:
- Business and quality plans
- Risk and impact assessments
- Performance monitoring and audits
- Clear reporting to commissioners
This ensures added value strengthens services rather than stretching them unsafely.