Putting People First: Personalisation Toolkit Middle Managers Briefing Pack This presentation provid

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Putting People FirstPersonalisation Toolkit
Middle Managers Briefing PackThis presentation
provides a basic introduction to self-directed
support itself and the transformation programme
more specifically. You may want to add some
additional slides explaining the local context
and, depending on the context, some slides with
questions and discussion points to encourage
interaction and gain ideas and feedback. You may
also want to use a case study demonstrating the
benefits of self directed support. Video case
studies are available at www.personalisation.org.u
k. This is a template presentation made
available as part of the Personalisation Toolkit,
thatcan be adapted and used locally. It has been
produced by iMPOWER for the Care
ServicesImprovement Partnership. Find out more
from www.toolkit.personalisation.org.ukGateway
ref 9878
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• Whats it all about?

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• Why do we need to change?
• The present system
• Based on matching a limited range of services
  to peoples assessed needs
• Costs are rising and services are under
  increasing demographic pressures
• Many people assess the current situation as
  being in crisis.
• Local authorities' response
• Looked to make efficiency savings (including
  shifting largevolumes of in-house services to
  the private and voluntary sectors)
• Changing eligibility criteria to restrict
  access.
• The current system of social care is not
  sustainable.

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• Clear central government agenda
• Putting People First (December 2007) set out a
  shared vision and commitment to the
  transformation of Adult Social Care.
• People who use social care services and their
  families will increasingly shape and commission
  their own services
• The state and statutory agencies will have a
  different not lesser role more active and
  enabling, less controlling.

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• No longer IF but HOW and WHEN
• Transforming social care makes it clear that
  all local authorities have to change their social
  care model and that this will involve a
  significant amount of work.
• Personalisation is about whole system change,
  not about change at the margins this is not a
  box ticking exercise, but a call to deliver
  significant change. Department of Health have not
  prescribed specific indicators but have left it
  up to you to deliver this major change.
• Outcomes are many and varied, but delivering
  personal budgets is specific and clear -
  Everyone eligible for statutory support, should
  have a personal budget, a clear and transparent
  allocation of resources . . .
• This needs attention now Councils should
  consider setting clear benchmarks, timescales and
  designated delivery responsibilities to ensure
  tangible short-term progress. 

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• No longer IF but HOW and WHEN
• This will involve a significant amount of work.
• The timetable is tough The government is
  expecting significant progress in delivering
  personal budgets by 2011.
• Adult Social Services will be leading the
  personalisation charge the Social Care Reform
  Grant is likely to make up a significant
  proportion of the money spent delivering change
  across the public sector over the next three
  years. ASS will be a leading voice in the debate
  and player in the implementation of the
  Governments shared ambition . . . to put people
  first through a radical reform of public
  services.

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• Benefits of Self-directed Support
• Benefits for recipients of self-directed support
• Increased choice and control
• A shift in power from the council to the
  individual
• Greater flexibility.
• Benefits for councils
• Increased transparency of resources and budgets
• Greater flexibility in provision
• Equity of provision across all adult groups
• More efficient process.
• Self directed support has the potential to be
  the most exciting development within public
  services in this generation.
• (Ivan Lewis, 19th November 2007)

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• The Central Balance
• Maximising choice and control, whilst effectively
  managing risk

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• What counts as a success?
• There is no single definition of whether support
  is successfully being self-directed
• The principle is to offer maximum control and
  choice whilst effectively managing risk
• Offering a personal budget or increasing direct
  payments is not enough
• There may be a conflict between success of
  self-directed support and what we can measure.

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Various perceptions of success
Genuine choice and control?
Greater control over limited finances?
Improve-ment in outcomes?
Maintain/ improve CSCI rating?
Efficiency?
Avoiding bad press?
Inclusion of more funding streams?
A new agreement with citizens?
Less reliance on local authority?
Evidence of new options in the market?
Everyone acting as self-funders?
Demon-strable culture change?

• Just offering a personal budget is not enough

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• Transformation of social care
• This is not a small policy change - it requires
  fundamental transformation of adult social care
• It can be a daunting task and difficult to know
  where to begin
• The Department of Health has made available a
  planning for transformation framework to provide
  a structured way of managing change see
  Personalisation Toolkit at www.personalisation.org
  .uk
• We will need to make some strategic decisions
  about self-directed support and gain experience
  through running a trial rollout

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Transformation framework summary
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• Target operating model
• After developing a high level vision for
  self-directed support, local authorities need to
  develop a target operating model for their
  Blueprint
• This is a detailed view of what the organisation
  will look like in the future
• Very few local authorities have a target
  operation model that recognises the scale of
  change total transformation entails
• Most advanced authorities have a vision
  underpinned by some financial data and a high
  level customer pathway with some aspects of the
  target operating model developed

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Key elements of the target operating model
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• Next steps
• Insert local next steps . . .