1. Putting People First Delivery ProgrammeIntroductory transformation presentation:This document is part of the personalisation toolkitwww.dhcarenetworks.org.uk/personalisation

2. Transformation agenda- What’s it all about? • Universal services – Adult social care must provide support for all adults with social care needs and their carers, including signposting and help in accessing a range of services that are available to all including services outside of adult social care such as transport, leisure, health and education. • Social capital – developing the community and encouraging individuals to make use of all resources available to them in the community, including personal networks (family and friends), community groups, the voluntary sector and other informal support • Prevention and early intervention • Helping people maintain good health and independence with low level support. • Identifying people at risk of losing independence and giving them support early. • Helping people get back on their feet after illness, for example through “enablement”. • Choice and control – ensuring people have greater choice and control over their lives, including through self-directed support.

3. Co-production Co-production is a key part of this agenda Real change can only happen by engaging users and carers throughout Personalisation means empowering people to develop solutions that work for them Putting People First… “seeks to be the first public service reform programme which is co-produced, co-developed, co-evaluated and recognises that real change will only be achieved through the participation of users and carers at every stage. It recognises that sustainable and meaningful change depends significantly on our capacity to empower people who use services and to win the hearts and minds of all stakeholders’, especially front line staff”

4. Personalisation - what do the words mean?

5. Prevention and Intervention have a vital role There are activities at every stage which can improve quality of life and reduce demand Institutional avoidance Timely discharge Lifestyle Practical support Early intervention Citizenship Information Enablement Crisis / flexible response Low to moderate needs General population Complex needs Substantial needs

6. Change is essential The present system Based on matching a limited range of services to people’s assessed needs Costs are rising and services are under increasing demographic pressures Many people assess the current situation as being ‘in crisis’ Local authorities' response Looked to make efficiency savings (including shifting large volumes of in-house services to the private and voluntary sectors) Changing eligibility criteria to restrict access

7. Levels of Support Currently, council typically provide one of three levels of service Levels of support should be determined by need with support offered to all citizens Level of support Self funders Low care requirements High care requirements Level of support Level of need

8. No longer IF but HOW ‘Transforming social care’ makes it clear that all local authorities have to change their social care model and that this will involve a significant amount of work. “We have a long way to go to give everyone more choice and control over the care and support they receive. Local councils are clearly working hard to transform their systems to do this. We need to work together with local communities to ensure this progress continues.” Phil Hope, Minister for Care Services, May 2009

9. No longer WHEN but NOW Councils and partners are working to deliver significant progress by 2011. “The information given to us from councils indicates very strong progress amongst a number of councils. We are confident that this will become widespread over the coming year” Jeff Jerome, National Director for social care transformation, May 2009

10. IBSEN report • The IBSEN review of the individual budgets pilots was published in November 2008, with a carers evaluation published later. • The key findings included: • More people felt in control of their lives • More people taking up direct payments • Many people continued to use mainstream services • - Need for better access to support planning and brokerage • Mixed evidence about the early outcomes for some people • Some challenges about making it work for some groups (such as older people) • - Mostly positive results for family carers

11. You need to define what success means in your area Various perceptions of success Genuine choice and control? Increased Social Capital? Maintain/ improve CQC rating? Improve-ment in outcomes? Greater control over limited finances? Efficiency? Inclusion of more funding streams? A new ‘agreement’ with citizens? Avoiding bad press? More Co-production? Evidence of new options in the market? Less reliance on local authority? Demon-strable culture change? Everyone acting as self-funders?