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Empowering Hartlepool: Path to Personalized Social Care System

Explore how In Control is driving a revolutionary shift in social care, empowering citizens in Hartlepool to take control of their support and lives. From transformative leadership to practical implementation, discover the journey towards a new era of personalization and accountability in social care.

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Empowering Hartlepool: Path to Personalized Social Care System

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  1. Total Transformation: Hartlepool’s story New Frontiers in Personalisation November 11, 2009

  2. 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

  3. Hartlepool

  4. Getting Ready: Leadership Transformational Picking the stars Managing up as well as down Thoughtful and flexible Picked key issue – DPs Led from the front

  5. Getting Ready: Legitimacy/Understanding Embedding, sustaining and protecting Work with elected members Team managers Social workers Other council departments

  6. 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

  7. 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

  8. 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

  9. Make the changes • Direct Payments • External providers • Care managers • Internal providers • Micro provision

  10. Embed deeper • Prevention and reablement • Whole of life • Health • Work • Community

  11. 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. “

  12. 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

  13. 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?

  14. Websitewww.in-control.org.uk

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