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Total Transformation: Hartlepool’s story. New Frontiers in Personalisation November 11, 2009. In Contro l. In Control’s mission is to play a key role in the creation of a new system of social care, where people will control their support, their money and their lives as valued citizens.
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Total Transformation: Hartlepool’s story New Frontiers in Personalisation November 11, 2009
In Control In Control’s mission is to play a key role in the creation of a new system of social care, where people will control their support, their money and their lives as valued citizens
Getting Ready: Leadership Transformational Picking the stars Managing up as well as down Thoughtful and flexible Picked key issue – DPs Led from the front
Getting Ready: Legitimacy/Understanding Embedding, sustaining and protecting Work with elected members Team managers Social workers Other council departments
Getting Ready: Entitlements “A robust system to put money in the hands of ordinary citizens” Get Supported Self Assessment questions right Recognise people’s gifts from day one A shared contribution
Getting Ready: Supports A good Direct Payments system can be a “support” Financial brokerage Person Centred Planning?Brokerage???? On-going development based on scrutiny of support systems Question – are they fit for purpose
Develop the tools Prioritise and keep priorities under review • Economic systems • Support systems • New systems and procedures • Monitor outcomes and costs • Review learning and sharing ...how do we know its working? Gather the evidence: stories, QoL data collection, costs
Make the changes • Direct Payments • External providers • Care managers • Internal providers • Micro provision
Embed deeper • Prevention and reablement • Whole of life • Health • Work • Community
Nicola Bailey “We cannot underestimate the significance and power of the cultural change within Hartlepool. This was mainly due to both strategic and operational leadership within and strong external critical friends, mostly from In Control or their associates. The work continues on new grounds, which includes whole life engagement and a corporate approach. This is no longer a simple issue for social care, it’s a local issue which ALL citizens in Hartlepool need to be part of. “
Lessons • Real visionary leadership is critical • This involves active people management • ...and intervening personally – eg to lead DP group • Get some quick wins – DPs in Hartlepool, but whatever is to hand • Think whole systems, but intelligently, decide what is most important • Listen • Be flexible and respond to what arises • Don’t let the challenges faze you • Stay true to the values
Discussion For ordinary citizens: • Does this make sense? What are the pitfalls? • If so, how can I join with others to influence the local authority to work in this way? For Local Authority people: • Does this makes sense? • What is stopping this happening and what can I do about it?
