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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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25
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Source: ADASS PPF survey
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)
Val
ue
100
200
300
400
500
600
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