‘putting people first’

‘PUTTING PEOPLE FIRST’

Alan DeanFebruary 2009

Putting People First Putting People First’: A shared vision and

commitment to the transformation of adult social care…through personalisation, prevention and early intervention

Systems wide transformation, 3 year programme started April 2008 with significant progress expected by 2011

signed by 6 Government Departments, the Local Government Association (LGA) and the Association of Directors of Adult Social Services (ADASS)

WHY?

To give people more control over the services and support they get, and

therefore more control over their lives.

PERSONALISATION

PERSONALISATION Services and support tailored to individual

needs Accessible information Universal and Preventative services Working in partnership Developing communities Personal budgets for everyone eligible for

adult social care services

Visioning events - Lincolnshire People want to be treated as equal citizens People don’t want to feel they have to

come ‘cap in hand’ People want access to activities the same

as any one else in society People want jobs People want to be allowed to take risks

and make mistakes People want good quality information that

helps them in the choices they make

PERSONALISATION

PREVENTION

CRISIS MANAGEMENTREABLEMENT

MAINTENANCE

How it fits together

Personalisation

Self directed support

Personalbudgets

Direct payments

The process by which services can be adapted to suit you

Support that is determined and controlled by you, based on an assessment of need. (Includes

receiving cash, spending on services that meet your needs.)

An indicative amount of money that can combine

several funding sources that you can use to purchase services, from the public, private or voluntary sector

A cash payment paid directly to you so you can acquire your own services, rather than having

them delivered by the council

Individualbudgets

Like an IB but solely made up of social

care funding

WHAT IS AN INDIVIDUAL BUDGET? A person centred assessment

A transparent allocation of resources

A person centred planning process

Flexibility on how to spend the budget

Monitoring arrangements that are appropriate

Potential to draw from different funding streams

The IB ModelSelf Assessment /

Reablement Service

Resource Allocation

Support PlanningMaintenance

Brokerage

Review

A Learning Process Not a prescriptive policy document – there is

no detailed roadmap, councils are still learning how to deliver this

There are many things to be decided locally to ensure that personalisation works

PPF doesn’t say you’re doing a bad job – this is about building on what we do well and extending greater choice and control to those using services

IB Evaluation: Headlines Published 21st October 2008

Most outcomes better for no additional cost

People more likely to feel in control of their lives than under traditional provision

Best results with physical disability and mental health, less effective for older people

New systems and integrating funding streams were a challenge for local authorities

Providers and Commissioners Providers and Commissioners have welcomed the

principles of IB;

Commissioners have a new role in ensuring people can make good decisions when directing their own care and support;

Commissioners have recognised the importance of working creatively with providers;

Some movement away from block contracts towards more flexible arrangements;

Some providers have used the opportunity to grow service base or develop new services.

What to expect During IB pilots most people continued to

buy similar types of services to those that the Council had previously brought - 60%

But 88% also accessed different types of support than they had previously drawn upon, often from within the community

Evidence suggests people will gradually move away from traditional services to become more creative in designing their support

Transition Period will be challenging There may be temporary gaps in supply of

certain underdeveloped services – i.e. brokerage

Cost pressures as one customer becomes many

Individual choices constrained by lack of information and/or new services

Supplier attrition rate may increase for those that are dependent on block contracts and slow to react

New Opportunities. Stability based on customer satisfaction Small providers selling niche services Providers working together to coordinate

different services around an individual New services – information, financial,

brokerage etc Councils signposting services for self-

funders as well as personal budget holders

NEXT STEPS We need to work together to determine a

way forward that ensures the people of Lincolnshire, flexibility, choice, control, services that are tailored to individual need and of high quality

Lincolnshire are adopting a ‘Whole System Change’ through an ‘Action Learning Programme’ Skegness.

April roll out.