Personalisation: Progress to date City of York Council

1. Personalisation: Progress to dateCity of York Council Collaborative approaches to market shaping and service delivery Viv Slater

2. 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

3. 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

4. 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

5. ….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)

6. 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

7. STAKEHOLDER ENGAGEMENT PR, Stories Clear, concise info Linking with networks and forums, CIL etc Information exchange systems BME/Accessible info Specialist needs Carers Community Facilitators CHAMPIONS GROUPLink:Viv/Liz CVS & VOLUNTARY FORUM Link:Sue Bradley MENTAL HEALTH FORUM Link:Sue Bradley PARTNERSHIP BOARDS Link:Jenny Gardner SAQ Working groupLink:Viv/Liz LINKS Link:Annie Thompson CARERS/CARERS FORUM Link:Frances Perry OLDER PEOPLE’S NETWORK Link:Bob Towner Trade Unions LEARNING DISABILITY FORUM WORKFORCE DEVELOPMENT Care Management Roles & responsibilities Training standards Training for systems Capacity building Providers Finance Individuals as employers HR Training Unit Wider teams Commissioning PROCESS Customer Journey RAS/Financial assessment SAQ/Self assessment tool FACS Support planning Sign off Methods of deployment Self Funders Risk/Safeguarding Monitoring/Review Policies Performance Resource tools COMMUNICATION Service users Carers/families Care Managers Senior Managers Members Providers Stakeholders General Public NHS Council wide Independent/Voluntary/Private Sector Press Forums/groups MARKET DEVELOPMENT Commissioning & Contracts In-house services External services Voluntary sector Brokerage Support services Customer Feedback Community Facilitators Resource tools HR Marketing & Comms WORKSTREAM PLAN WORKSTREAM PLAN WORKSTREAM PLAN WORKSTREAM PLAN WORKSTREAM PLAN

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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)

14. 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

15. 4) Support Brokerage Network • Building on this idea as part of the “Rescript for Care Managers” pilot • creation of community based support options for planning and brokerage

16. Community Based Model for support FAMILY & FRIENDS PEER SUPPORT COMMUNITY SERVICES SUPPORT SERVICES SOCIAL SERVICES INDEPENDENT PROFESSIONALS PEOPLE

17. Currently 4 people in this role: 1 FT and 3 PT. 5) Community Facilitators.

18. 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.

19. Community Facilitators • Building community capacity • Ongoing development work includes exploring and making connections: social enterprise, timebanking, volunteering, options for people to use personal budgets for employment opportunities

20. 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

21. 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

22. 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.