OLM Streamlining Deployment

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Personalisation Lessons from Supporting
Implementation Sam Newman Director,
Personalisation Programme OLM Group
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Introduction

• Sam Newman
• Director Personalisation Programme, OLM
• Recently
• Assistant Director Adult Services, Devon
• Also
• Worked with in Control initiating their
  in Control Total programme

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OLMs programme

• Work with 10 15 Local Authorities
• Bespoke agreements to match their needs e.g.
• Staff Engagement programmes
• Scaling up Resource Allocation Systems
• Designing new customer journey choice and
  control
• Working with providers
• Measuring well-being as an outcome of
  personalisation
• Creating new technology to support
  personalisation

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This presentation

• What is personalisation
• The Scottish Perspective
• What local authorities are saying is helpful in
  implementing personalisation

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What is personalisation

• 900 older people using home care services
• My 97 yr old neighbour
• Tom who lives in a residential home
• Clare, 28 a direct payment user
• 160 people in supported accommodation

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What is personalisation

• Really good information
• Support to get what people need according to each
  individual
• Knowledge and control about resources
• Investment in prevention good informal social
  capital
• Risk decisions are made by people themselves
• This whole system is enabled and supported by
  publicly led authorities

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Why do we need a new approach?

• Our social care system is
• Unclear
• Unfair
• In-sufficient value for money
• Delivering the wrong outcomes

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Why do we need a new approach?

• Patients Association report 07
• 40 residents in chronic pain depression
  andlow quality of life
• Under half regularly see a GP
• CSCI
• under half registered homes have afit for
  purpose medicines system

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Why do we need a new approach?

• Placements in one large English region over
  50k, total of 250 million p.a., 2000 people
• 40 - didnt know if meeting need
• 40 - no named care manager
• 33 - not reviewed in last 12 months
• 30 - no written agreement

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Why do we need a new approach?

• Cultural change
• How many of us are looking forward to spending
  our last months and years in a 60 bedded home
  with minimal spending money?

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Whats happening in Scotland?
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Scottish Government 5 Priorities

• Wealthier Fairer
• Healthier
• Safer Stronger
• Smarter
• Greener
• A series of agreed outcomes to meet these
  priorities

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New Concordat

• Between Scottish Government and Local Councils
• Reduce obsession with process
• Emphasise outcomes
• Less accounting for individual streams of revenue
  just deliver
• National outcomes set
• Local authorities determine how to meet them with
  local partners

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Social Work Across 3 Ministries

• Education lifelong learning (children's
  services)
• Health wellbeing (community care)
• Justice (there's no separate probation service in
  Scotland- all local govt justice services are in
  social work).

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C21st Review of Social Work - 2005

• 5 Work streams
• Led to Changing Lives Programme 2 outcomes
• Capacity to deliver personalised services
• Confident, competent, valued workforce

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Scottish Position

• The concept of personalisation still under
  development
• No clear published position from Scottish
  government yet but work is on-going.
• Draft position statement under preparation by
  ADSW Scotland following personalisation seminar
  in Edinburgh that we were happy to partner in

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One View from Scotland

• Two Major Challenges
• Individualising the Money
• Expert Commissioning

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Individualising the Money

• Some in Control demonstration sites e.g. Anna
• Experimenting with Resource Allocation Systems

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Expert Commissioning

• Place shaping
• Creating the right environment
• Information and support
• Choice and control
• Prevention
• Building social capital

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Scottish User and Carer Panel
We expect services to make a positive difference
to our lives. We are people first. The outcomes
we want include having power and control, being
able to take risks and contribute to society.
This means that there needs to be a shift in
power away from people who commission and provide
services to users and carers User and carer panel
C21st review of social work
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Lessons learned from supporting
Implementation What Helps?
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Help with Cultural Change

• Everybody in the system needs time to
• Play around with these ideas
• Re-invent their roles
• Get excited
• Work through a normal change curve of reactions
  and responses
• Contribute to the change effort

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A Road Map

• What do we need to do in what order
• How do we keep the show on the road in the
  meantime
• How do we maintain performance
• How do we experiment in safety and confidence and
  learn from mistakes
• How do we scale up those experiments
• How do we deal with risk and safeguarding

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A Personalised System
Initial Contact and Access Universal
Information Service 1st Contact and Screening
Reablement
Support Planning
Getting On With Life
Review Outcomes reached? Learn
Choices about money
Individualising the money
Arranging Services
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Individualising the Money

• Creating Useable RASs
• Helping people to avoid RAS angst
• Maintain sustainability
• Deal with the outliers
• Who decides how it is used?
• Whos money is it?
• Scaling up from 20 200 - 2000

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Managing this new system - Governance

• Checking RAS outcomes
• Signing off RAS and Support Plans will it hit
  the agreed outcomes?
• Evaluating the system
• Individual agreements

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Support Planning

• Learning how to do it
• Re-inventing social work
• Remembering social work
• Breathing oxygen into social work
• Lots of others can do it too

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Making Support Plans happen

• Brokerage?
• Transactional bit of the system
• Supporting people to do it if they want to
• Having in-house or other functions if people want
  to use them

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Engaging with the market

• Enthusing them with these ideas
• Finding the trailblazers in that community
• Helping them work out how to operate in this
  system
• Giving them access to info about what people
  want, what works
• Encourage innovation
• Vital role of third sector as more than just
  another provider

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Managing the Money

• Lighter touch direct payment systems
• Supplier managed accounts
• Third sector account management
• Pre-paid cards

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Review measuring well being

• Tracking whether peoples lives are getting better
  or not thats what we measure
• Working out what makes this happen
• Thinking about Return on Investment
• Feeding this back to the market, to other people
  and families

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Co-Production

• Doing everything with people the end of
  consultation?
• We are the enablers but only if required
• The re-birth of public servants

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Technology

• Really clever ways of getting information to
  people
• Enable people to submit information, manage
  money, transact for support and post reviews on
  line
• Social networking

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Technology Architecture
RAS Engine
Any Case Management System
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To Finish Enough is Enough
Couples married 50 years separated into different
residential homes My neighbour dying in a
residential home away from family and friends
whilst her house is sold Peoples with learning
disabilities living in institutions for 50/60
years Inventing make believe housing, or
employment rather than helping people get real
jobs, real homes People from BME communities
getting little that they value
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And on a brighter note

• This transformation work is exciting and
  energising
• It can re-energise the workforce around values
  and principles that brought them into the work in
  the first place
• It enables a new and healthy relationship to be
  created with people and their families

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Contact Details

• Sam Newman
• Tel [phone]
• email sam.newman_at_olmgroup.com
• web olmgroup.com