Val Event Main Room

transcript

Personalisation in Leicestershire

Are we ready?23rd March 2010

Personalisation“Personalisation” represents a radical reform of social care. It combines the concepts of independence, choice, control, individual budgets and self directed support. Personalisation promotes the view that people will achieve better outcomes from their social care support if this is more personal to them.

“Personalisation” means that the individual is the basic building block of a social care system. Need will be assessed by the individual, the desired outcomes will be identified by the individual and the means to determine how those outcomes will be met is controlled by the individual.

Our Vision

“To enable adults in Leicestershire to be as independent as possible and play a full and active part in the life of their communities”

• Extension of choice and control to all

• Information and advice

• Prevention and early intervention

• Universal services

• Working together with needs of citizen at the centre

• Cost effective services

Principles

Direct Payments 1997

In Control 2003

Individual Budget Pilots 2006

Putting People First 2008

History of Personal Budgets

National and local contextUniversal Services

– Access to the right services at the right time

– Information advice and advocacy available

Early Intervention and Prevention

– Preventative Services– Promoting longer-term

independence without the need for interventions

– Enablement and assistive technology

Choice & Control– SDS and PBs for people

eligible and their carers

– Shaping services to meet people’s needs

Social Capital– Building social capital

– Recognising the needs of carers

– Community cohesion and social inclusion

Our ProgrammePersonalisation Programme

Choice & Control Project(Self Directed Support)

Early Intervention & Prevention

Workforce Planning & Development

Engagement

Finance

Information Systems Development Project(SSIS Replacement)

Customer Journey

ICT Workstream

On-line Development

e-marketplace

Customer Service Strategy

Strategy & Charter

KnowledgebaseCustomer First

Safeguarding

Social Capital Development

Social Enterprise Development

Advice, Information & Advocacy Strategy

Communication Workstream

Procurement

Implementation

Market Shaping

Provider Readiness

Market Shaping Framework/Strategy

ULO Development

Customer Journey

Advice & Information Provision

Prevention

Referral/Contact Assessment

(CSC)Re- ablement Assessment & Eligibility

RASSupport Planning Review

Outcomes MetOutcomes Met

Authorisation and Validation

Adult Safeguarding, Protection and Risk Management

CUSTOMER JOURNEYSupport Pathway

Brokerage

Advice & Information Provision

What we have done so far?• Self Directed Support Target Operating Model• Customer Service Centre scope defined and project

planning• Resource Allocation System (RAS) and Support

Planning tools• Personal Budget methodology tested and evaluation in

progress• Staff and provider communication and engagement

sessions • LLR Prevention & Early Intervention Shared Vision and

Principles

• Workforce Strategy• Financial modelling and sustainability work• 2 Social Enterprises (Melton Mowbray and Oadby

& Wigston)• Communication strategy and action plan• Regional Co-production event action plan• Advocacy Strategy• Voluntary Sector and User Lead Organisation

engagement

What we have done so far?

• Northwest Leicestershire Pilot completion• External capacity for Support Planning & Brokerage

functions• Equality Impact Assessments• Remodelling and training of our staff to deliver

transformed services• Strategic review of commissioned services and

developing commissioning, de-commissioning and market shaping strategies

• Customer Service Strategy• Safeguarding and Risk Management approach

What’s Next

• ‘On-line transaction tools’ and providing e-marketplace

• Integrated working options with the PCT• Case management system replacement• Strengthening internal links to build on existing

initiatives• Roll-out strategy and transition planning• Community Networks and User Lead

Organisations• Engagement and co- production with service

users, carers and voluntary organisations

What’s Next

VCS readiness / opportunitiesThe roles of the VCS:

• Provider preparation– creative and responsive– able to respond to

Personal Budgets– infrastructure and systems– pricing and marketing

• Engaging citizens on co-production

• Emerging roles– brokerage– managing budgets for

vulnerable people– support services– new models of service

delivery

• You tell us?

Improving lives for people with sight loss

Personalisation– Are We Ready?

How Vista is Preparing

Personalisation – what a load of jargon! …but what does it really mean?

It isn’t just about personal budgets … … but it is all about the person There are lots of other opportunities for

voluntary sector providers And they can be funded in lots of

different ways

Vista – what we’ve done so far: Listened to people with sight loss

(Vista is a user-led organisation) Mapped Vista’s services against the 4

quadrants of personalisation Reflected on different things that Vista

could start to do Developed a new strategy to take us

into the future

A.Listening to people with sight loss

They told us they wanted: Flexible, individual services funded in different

ways & delivered to a wider range of people including children, families & carers.

Vista to work in partnership with other providers The voice of Vista to be heard much wider, to

influence access and attitudes.

B. The 4 Quadrants

1. Early Intervention and Prevention

2. Universal Services

3. Social Capital

4. Choice and Control

1. Early intervention and prevention –

What kinds of support can your organisation offer? E.g. Support to recover from the effects of illness; help to manage a long term condition, training to get a job or return to work; support to start taking exercise.

Early Intervention and Prevention

Enables people to regain autonomy ‘A stitch in time saves nine’ – short term

intensive intervention to prevent long term dependency – it just makes sense!

Harder to evidence – how can you prove that reablement will prevent a fall?

• Universal services –

What kinds of support can your organisation offer? E.g. transport, leisure, advice and information, health, housing, community safety.

3. Social Capital

What kinds of support can your organisation offer? E.g. opportunities to be part of the community, friendships, gaining relationships in their community, supports for informal carers.

Universal Services and Social Capital Enable stronger, more supportive

communities ‘Social Glue’ Creates a culture of interdependence Enables people to be valued as citizens,

not ‘service users’ Lots of opportunities for the voluntary

sector!

4. Choice and Control

What kinds of support can your organisation offer? E.g. services to meet people’s needs + choice about who provides the support, when & where; advice and information, including advocacy support.

Self Directed Support

Some key risks to providers: People won’t want to buy your services (the

risk is all on the provider) The RAS – is it designed to save the local

authority money? Marketing – do you know how to sell your

services? Safeguarding – where do responsibilities lie?

Self Directed Support

Benefits of Self Directed Support Empowerment, choice and control Changes people from being ‘service

users’ to being customers People may actually need less support People may get more interesting lives

Mapping Vista’s services against the Quadrants: What does each quadrant mean? What does Vista currently provide? How is it funded? What could we provide in the future? Possible funding sources

C. Different things Vista could do

Expand services to people with sight loss through project development – e.g. emotional support services, alternatives to day care

Hone our specialism Expand and sell training Sell products

D. Vista’s New Strategy

Blind only serving the wider sight loss community

Promotion of eye health and prevention of avoidable sight loss

Agent for change, influencing society – not just a service provider

But how will we do it? Invest in fundraising Seek alternative funding sources from

grants, trusts and foundations Invest in marketing and external relations Ensure we are a truly user-led organisation Collaborate with other agencies Keep listening to people with sight loss

SummaryTimes are hard, but you can survive if: You keep focussed on the core purpose of your

organisation Ensure the organisation is user-led Think about how people can become customers

and citizens, not just service users Look for diverse funding, not just local authority

contracts and personal budgets Learn how to market successfully

Personalisation …It just means putting people first! It is not A designer label A new approach All about personal budgets All about saving the local authority

Putting people first requires attitudinal change in everything we do for the people we serve.

When we get this right (and only then) we will have transformed our services

This is the true meaning of personalisation

Some Useful Resources www.scie.org.uk – ‘At a Glance’

series of guidance leaflets ‘Putting People First – The Whole

Story’ from the Department of Health website www.dh.gov.uk

Community Catalysts www.communitycatalysts.co.uk

Jenny Pearce

Chief Executive

www.vistablind.org.uk

Val Event Main Room

Documents