Personalisation

Workforce

Building a workforce to deliver personalised adult social care

Presented by Bernie Flaherty Divisional Director, Adult Social Care, Harrow Council

Personalisation in Social care – history and context

Putting People First

Putting People First (PPF) is the national initiative for the Personalisation of Adult Social Care.

In 2007 the Putting People First Concordat set out the Government’s expectations with regard to how local authorities should implement personalisation.

Personalisation puts the person who receives care at the heart of the process, ensuring their needs are clearly defined by them, they have a clear understanding of the choices available to them and they make informed decisions about how those needs can and will be met.

When Harrow Council started its Adults Transformation Programme Plan in 2008, the focus was clearly on how we improved the services that we offered people and how they could have more choice and control over how the resources that we invest in, are applied.

Laying the Foundations

A dedicated Self-Directed Support Team

An experienced User Led Organisation

A personalisation reference group

Service User and Carer Engagement Leads

Personalisation Support Team

Person Centred Support Planning

Building on the foundations

All service users (excluding older people) with a Direct Payment/Personal Budget as a % of those receiving an ongoing service

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H a rro w is 1s t in L o n d o n fo r d is a b le d p e o p le c o n tro llin g th e ir o w n c a re (2 0 0 9 )

4 star councils

Personalisation in Harrow

Source: Oneplace

Harrow

UK average

Harrow is 7th best nationally: Users controlling their own care (2009)

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Personalisation in Harrow

The Personalisation Agenda – A new way of working in Harrow

The growth of personalisation in Harrow means that our customers have come to expect support in a way that is personal to them

Current services are all too often shaped by their histories, we need to ensure that the current and future workforce has the right skills to respond to the transformation of social care

If we want a 21st century social care system, we need a 21st century workforce to provide it

Integrated Local Area workforce Strategy or

*InLAWS process offer solutions to Enable user choice and control.

Contribute to safety of both service users and the workforce.

Engage and support family and other carers.

Build the social care market in the local community.

Integrate the social care workforce across sectors.

Improve partnership with health, housing, leisure, sport and employment.

Efficient and cost-effective use of resources.

Raise workforce capacity, productivity, competence and standards.

Create a workforce that can transform and innovate.

**Skills for Care and ADASS are working in partnership on InLaws with:

Care Quality Commission (CQC), Department of Health, Improvement and Development Agency (IDeA), Learn to Care and Social Care Institute for Excellence (SCIE).

Principles of Personalisation

The Harrow Process

analyse

plan

review

do

Harrow’s Adults & Housing Workforce Strategy mirrors the InLaws process through 5 workstreams

Career pathway

Learning through partnerships

Enabling through knowledge

Improving performance through people

Evaluation

Set out purpose and principles

Engage with voluntary sector

Engage with private sector

Market management – what is out there and what we need

Enabling through knowledge

Establish the fit between commissioning and workforce priorities e.g. P.A. market

Establish a new financial profile - RAS

Enabling through partnerships

Develop and agree a workforce change strategy.

Document and communicate the implementation process.

Project manage – service, finance and workforce

Ensure leaders, managers and the commissioning workforce are inducted, trained and supervised to agreed standards.

Improving performance through people and career pathways

Consult with users and carers about the workforce.

Draw up a consultation map and timetable.

Review impact of workforce change on service outcomes.

Undertake workforce satisfaction surveys.

Use tools to see if benefits are realised.

Revisit checklists, audit and assessment tools.

Evaluation

What is missing?Resistance to culture changeStaffs anxiety about safeguarding versus choiceStaff as facilitators not instructorsChallenges of market management and ‘seeding the market’

Lessons learnedService users and carers equally as

important as staff stakeholdersAcknowledge culture takes time to

changeTake people with you

Questions and Answer Session