Personalisation: Progress to date

City of York Council

Collaborative approaches to market shaping and service delivery

Viv Slater

In this presentation share ideas about:

City of York Council perspective about how personalisation has been adopted to date

How working collaboratively with the voluntary and community sector organisations has lead to new opportunities

New roles emerging – how is personalisation/transformation challenging and traditional roles?

Reflections on the journey so far

Choice and Control supporting people and outcomes….

Social Care Market?

There are known knowns - These are things we know that we know.

There are known unknowns - That is to say, there are things that we know we don't know.

But there are also unknown unknowns - There are things we don't know we don’t know.

Donald Rumsfeld

Transforming Social Care

National strategy for the transformation of Adult Social Care

Sets out vision, aims and values guiding continuous transformation – building on Putting People First

….Transformation?

“The overall aim (of personalisation) is to secure a shift to a position where as many people as possible are supported to stay healthy and actively involved in their communities for longer, delaying the need for targeted services – for those that do need help however, they should have maximum choice and control, with the information, means (financial and practical) and confidence to make this a reality.”

Think Local, Act Personal (2010)

Some challenges for all……… specifically Local Authorities

New deal between society, citizen and State

LAs to move from “delivery” mindset to outcomes

Organisational and professional cultures and practice need to adapt

Working with people to agree outcomes

Lean process – focus on assurance not audit

Moving commissioning to a very local level

PROCESS

Customer JourneyRAS/Financial assessmentSAQ/Self assessment toolFACSSupport planningSign offMethods of deploymentSelf FundersRisk/SafeguardingMonitoring/ReviewPoliciesPerformanceResource tools

COMMUNICATION

Service usersCarers/familiesCare ManagersSenior ManagersMembersProvidersStakeholdersGeneral PublicNHSCouncil wideIndependent/Voluntary/Private SectorPressForums/groups

MARKET DEVELOPMENT

Commissioning & ContractsIn-house servicesExternal servicesVoluntary sectorBrokerageSupport servicesCustomer FeedbackCommunity FacilitatorsResource toolsHRMarketing & Comms

STAKEHOLDER ENGAGEMENT

PR, StoriesClear, concise infoLinking with networks and forums, CIL etcInformation exchange systemsBME/Accessible infoSpecialist needsCarersCommunity Facilitators

CHAMPIONS GROUP

Link:Viv/Liz

SAQ Working group Link:Viv/Liz

Trade Union

s

MENTAL HEALTH FORUM

Link:Sue Bradley

LINKSLink:Annie Thompson

LEARNING DISABILITY

FORUM

OLDER PEOPLE’S NETWORKLink:Bob Towner

CVS & VOLUNTARY

FORUM Link:Sue Bradley

CARERS/CARERS FORUM

Link:Frances Perry

PARTNERSHIP BOARDS

Link:Jenny Gardner

WORKSTREAM PLAN

WORKSTREAM PLAN

WORKSTREAM PLAN

WORKSTREAM PLAN

WORKSTREAM PLAN

WORKFORCE DEVELOPMENT

Care Management Roles & responsibilities Training standards Training for systems Capacity buildingProvidersFinanceIndividuals as employersHRTraining UnitWider teamsCommissioning

Baby steps into a Marathon!

York went live with SDS (Self Directed Support) in Aug 2010

Challenges to date: still struggling with RAS (Resource Allocation System – How LA dish the dosh)!!

Building capacity in care management teams to support support planning and sign off of plans – a very different way of working

A different customer Journey has required redefiniton how Care Management teams are structured – this may change again as we become more clear about impact of SDS

Good Community and Voluntary sector support and buy-in, building trust

Although Process is important creating the culture for collaborative change is even more important – building solutions together

Challenge for City of York is leading the personalisation agenda not to do it in isolation or to do it to stakeholders – backdrop to this historical culture and financial pressures

Number of practical solutions and innovation to support culture change

– internal and external of the LA• Shifting roles for Care Managers/Social workers

• SDS Forum

• Support Brokerage Network

• Consortium of Voluntary Sector providers

• Linking with YILN (York Independent Living Network) – York ULO – working collaboratively

• Community Facilitators

• Developing Intelligent Commissioning loops

1) Significant Internal Change to date:Supporting Culture Change with

Care Management Team

Much press and speculation about role for Care Managers in the future – Important to create a different approach and culture.

Support to understand basis of why change is necessary and engaging with teams about role for future

Currently working with pilot “Rescript of Care Manager”, supporting community based options for support for people

Teams have been involved in developing some of tools and process that they use in practice

In the main fairly positive response to personalisation – although current environment challenges has affected morale

2) Developing SDS Forum in Partnership with York CVS

Remit:

Developing and supporting the sector to be ready, to survive and to thrive in the new ‘personalised’ world …………

Some of the Issues highlighted as areas of significant challenge:

Helping organisations to effectively cost services and to develop

Assisting organisations to market their services

Helping organisations measure and evidence what they do so they can be clear about the outcomes of their work and the impact they are making

Support Planning and Brokerage

The work with SDS Forum has involved……..

Kick starting personalisation and not waiting for the LA to give personal budgets

Changing offer from providers to people……how organisations work with their current customers base – if customers happy with quality of service then maybe they won’t change when the opportunity of personal budgets come knocking!

What evolved from that was Collaboration - Vision and shared values enabled organisation to develop collaborative approach

Organically evolved to Consortium working and Support Brokerage Network

3) Personalisation Consortium

Still in early stages of emergence

Working on the principle that small organisations are stronger working together

To ensure VCS organisations in York are able to access the new opportunities available through personalisation

To deliver a co-ordinated marketing campaign able to describe the range of services available in the City. This includes an online presence.

To provide a shared back office function (billing and payments)

The Purpose of the Consortium Additional Benefits

Providing a voice and representation for providers and customers

Collaborative Preventative work

Delivering training (PA’s, employment law etc)

Data gathering and analysis

Development and nurturing of micro enterprise

A forum for Safeguarding – abuse information

4) Support Brokerage NetworkBuilding on this idea as part of the “Rescript for Care

Managers” pilot

creation of community based support options for planning and brokerage

FAMILY & FRIENDS

PEER SUPPORT

COMMUNITY SERVICES

SUPPORT SERVICES

SOCIAL SERVICES

INDEPENDENT PROFESSIONALS

PEOPLE

Community Based Model for support

5) Community Facilitators.

Currently 4 people in this role:

1 FT and 3 PT.

The role of the community facilitators where start?

Harvesting and propagating community opportunity info

Community mapping - ‘walking and talking’.

What is going on and where? - actual and possibilities, ‘spotting opportunities’.

Making links and building relations with local voluntary and statutory organisations.

Visiting community venues and identifying groups and activities – peer and inclusive groups.

Community FacilitatorsBuilding community capacity

Ongoing development work includes exploring and making connections: social enterprise, timebanking, volunteering, options for people to use personal budgets for employment opportunities

6) Beginning with Intelligent Commissioning – Early Days

Gathering market intelligence – what people have used budgets so far for – ensuring feedback loop - feeding in conversations with providers and groups – developing the market position statement

Reflections on work to date

Surprised by willingness of organisations to share information

Quality of conversations has progressed as work has progressed – Starting to see change in focus – now beginning to see Opportunities rather than Threats

Communication, regular update on progress of implementation and understanding of agenda has help to develop relationships and progress collaboration

What next?

Remain Focused on culture change - key to success for future internally and externally

Coproduction – working together central to this

Voluntary and community action – people and their communities playing a bigger role in supporting themselves and others.