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Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
Val Event   Main Room
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Val Event Main Room

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  • National programme Regional programme Each authority has its own programme and approach. Outline of Leicestershire approaches
  • Transcript

    • 1. Personalisation in Leicestershire Are we ready? 23 rd March 2010
    • 2. Personalisation <ul><li>“ Personalisation” represents a radical reform of social care. It combines the concepts of independence, choice, control, individual budgets and self directed support. Personalisation promotes the view that people will achieve better outcomes from their social care support if this is more personal to them. </li></ul><ul><li>“ Personalisation” means that the individual is the basic building block of a social care system. Need will be assessed by the individual, the desired outcomes will be identified by the individual and the means to determine how those outcomes will be met is controlled by the individual. </li></ul>
    • 3. Our Vision <ul><li>“ To enable adults in Leicestershire to be as independent as possible and play a full and active part in the life of their communities” </li></ul>
    • 4. <ul><li>Extension of choice and control to all </li></ul><ul><li>Information and advice </li></ul><ul><li>Prevention and early intervention </li></ul><ul><li>Universal services </li></ul><ul><li>Working together with needs of citizen at the centre </li></ul><ul><li>Cost effective services </li></ul>Principles
    • 5. <ul><li>Direct Payments 1997 </li></ul><ul><li>In Control 2003 </li></ul><ul><li>Individual Budget Pilots 2006 </li></ul><ul><li>Putting People First 2008 </li></ul>History of Personal Budgets
    • 6. National and local context <ul><li>Universal Services </li></ul><ul><ul><li>Access to the right services at the right time </li></ul></ul><ul><ul><li>Information advice and advocacy available </li></ul></ul><ul><li>Early Intervention and Prevention </li></ul><ul><ul><li>Preventative Services </li></ul></ul><ul><ul><li>Promoting longer-term independence without the need for interventions </li></ul></ul><ul><ul><li>Enablement and assistive technology </li></ul></ul><ul><li>Choice &amp; Control </li></ul><ul><ul><li>SDS and PBs for people eligible and their carers </li></ul></ul><ul><ul><li>Shaping services to meet people’s needs </li></ul></ul><ul><li>Social Capital </li></ul><ul><ul><li>Building social capital </li></ul></ul><ul><ul><li>Recognising the needs of carers </li></ul></ul><ul><ul><li>Community cohesion and social inclusion </li></ul></ul>
    • 7. Our Programme
    • 8. Customer Journey
    • 9. What we have done so far? <ul><li>Self Directed Support Target Operating Model </li></ul><ul><li>Customer Service Centre scope defined and project planning </li></ul><ul><li>Resource Allocation System (RAS) and Support Planning tools </li></ul><ul><li>Personal Budget methodology tested and evaluation in progress </li></ul><ul><li>Staff and provider communication and engagement sessions </li></ul><ul><li>LLR Prevention &amp; Early Intervention Shared Vision and Principles </li></ul>
    • 10. <ul><li>Workforce Strategy </li></ul><ul><li>Financial modelling and sustainability work </li></ul><ul><li>2 Social Enterprises (Melton Mowbray and Oadby &amp; Wigston) </li></ul><ul><li>Communication strategy and action plan </li></ul><ul><li>Regional Co-production event action plan </li></ul><ul><li>Advocacy Strategy </li></ul><ul><li>Voluntary Sector and User Lead Organisation engagement </li></ul>What we have done so far?
    • 11. <ul><li>Northwest Leicestershire Pilot completion </li></ul><ul><li>External capacity for Support Planning &amp; Brokerage functions </li></ul><ul><li>Equality Impact Assessments </li></ul><ul><li>Remodelling and training of our staff to deliver transformed services </li></ul><ul><li>Strategic review of commissioned services and developing commissioning, de-commissioning and market shaping strategies </li></ul><ul><li>Customer Service Strategy </li></ul><ul><li>Safeguarding and Risk Management approach </li></ul>What’s Next
    • 12. <ul><li>‘ On-line transaction tools’ and providing e-marketplace </li></ul><ul><li>Integrated working options with the PCT </li></ul><ul><li>Case management system replacement </li></ul><ul><li>Strengthening internal links to build on existing initiatives </li></ul><ul><li>Roll-out strategy and transition planning </li></ul><ul><li>Community Networks and User Lead Organisations </li></ul><ul><li>Engagement and co- production with service users, carers and voluntary organisations </li></ul>What’s Next
    • 13. VCS readiness / opportunities <ul><li>The roles of the VCS: </li></ul><ul><li>Provider preparation </li></ul><ul><ul><li>creative and responsive </li></ul></ul><ul><ul><li>able to respond to Personal Budgets </li></ul></ul><ul><ul><li>infrastructure and systems </li></ul></ul><ul><ul><li>pricing and marketing </li></ul></ul><ul><li>Engaging citizens on co-production </li></ul><ul><li>Emerging roles </li></ul><ul><ul><li>brokerage </li></ul></ul><ul><ul><li>managing budgets for vulnerable people </li></ul></ul><ul><ul><li>support services </li></ul></ul><ul><ul><li>new models of service delivery </li></ul></ul><ul><li>You tell us? </li></ul>
    • 14. Personalisation in Leicestershire Are we ready? 23 rd March 2010
    • 15. Personalisation – Are We Ready? How Vista is Preparing Improving lives for people with sight loss
    • 16. <ul><li>Personalisation – what a load of jargon! …but what does it really mean? </li></ul><ul><li>It isn’t just about personal budgets … </li></ul><ul><li>… but it is all about the person </li></ul><ul><li>There are lots of other opportunities for voluntary sector providers </li></ul><ul><li>And they can be funded in lots of different ways </li></ul>Improving lives for people with sight loss
    • 17. <ul><li>Vista – what we’ve done so far: </li></ul><ul><li>Listened to people with sight loss (Vista is a user-led organisation) </li></ul><ul><li>Mapped Vista’s services against the 4 quadrants of personalisation </li></ul><ul><li>Reflected on different things that Vista could start to do </li></ul><ul><li>Developed a new strategy to take us into the future </li></ul>Improving lives for people with sight loss
    • 18. <ul><li>Listening to people with sight loss </li></ul><ul><li>They told us they wanted: </li></ul><ul><ul><li>Flexible, individual services funded in different ways &amp; delivered to a wider range of people including children, families &amp; carers. </li></ul></ul><ul><ul><li>Vista to work in partnership with other providers </li></ul></ul><ul><ul><li>The voice of Vista to be heard much wider, to influence access and attitudes. </li></ul></ul>Improving lives for people with sight loss
    • 19. <ul><li>The 4 Quadrants </li></ul><ul><ul><li>Early Intervention and Prevention </li></ul></ul><ul><ul><li>Universal Services </li></ul></ul><ul><ul><li>Social Capital </li></ul></ul><ul><ul><li>Choice and Control </li></ul></ul>Improving lives for people with sight loss
    • 20. <ul><li>Early intervention and prevention – </li></ul><ul><li>What kinds of support can your organisation offer? E.g. Support to recover from the effects of illness; help to manage a long term condition, training to get a job or return to work; support to start taking exercise. </li></ul>Improving lives for people with sight loss
    • 21. <ul><li>Early Intervention and Prevention </li></ul><ul><li>Enables people to regain autonomy </li></ul><ul><li>‘ A stitch in time saves nine’ – short term intensive intervention to prevent long term dependency – it just makes sense! </li></ul><ul><li>Harder to evidence – how can you prove that reablement will prevent a fall? </li></ul>Improving lives for people with sight loss
    • 22. <ul><li>Universal services – </li></ul><ul><li>What kinds of support can your organisation offer? E.g. transport, leisure, advice and information, health, housing, community safety. </li></ul>Improving lives for people with sight loss
    • 23. <ul><li>Social Capital </li></ul><ul><li>What kinds of support can your organisation offer? E.g. opportunities to be part of the community, friendships, gaining relationships in their community, supports for informal carers. </li></ul>Improving lives for people with sight loss
    • 24. <ul><li>Universal Services and Social Capital </li></ul><ul><li>Enable stronger, more supportive communities </li></ul><ul><li>‘ Social Glue’ </li></ul><ul><li>Creates a culture of interdependence </li></ul><ul><li>Enables people to be valued as citizens, not ‘service users’ </li></ul><ul><li>Lots of opportunities for the voluntary sector! </li></ul>Improving lives for people with sight loss
    • 25. <ul><li>Choice and Control </li></ul><ul><li>What kinds of support can your organisation offer? E.g. services to meet people’s needs + choice about who provides the support, when &amp; where; advice and information, including advocacy support. </li></ul>Improving lives for people with sight loss
    • 26. <ul><li>Self Directed Support </li></ul><ul><li>Some key risks to providers: </li></ul><ul><li>People won’t want to buy your services (the risk is all on the provider) </li></ul><ul><li>The RAS – is it designed to save the local authority money? </li></ul><ul><li>Marketing – do you know how to sell your services? </li></ul><ul><li>Safeguarding – where do responsibilities lie? </li></ul>Improving lives for people with sight loss
    • 27. <ul><li>Self Directed Support </li></ul><ul><li>Benefits of Self Directed Support </li></ul><ul><li>Empowerment, choice and control </li></ul><ul><li>Changes people from being ‘service users’ to being customers </li></ul><ul><li>People may actually need less support </li></ul><ul><li>People may get more interesting lives </li></ul>Improving lives for people with sight loss
    • 28. <ul><li>Mapping Vista’s services against the Quadrants: </li></ul><ul><ul><li>What does each quadrant mean? </li></ul></ul><ul><ul><li>What does Vista currently provide? </li></ul></ul><ul><ul><li>How is it funded? </li></ul></ul><ul><ul><li>What could we provide in the future? </li></ul></ul><ul><ul><li>Possible funding sources </li></ul></ul>Improving lives for people with sight loss
    • 29. <ul><li>Different things Vista could do </li></ul><ul><li>Expand services to people with sight loss through project development – e.g. emotional support services, alternatives to day care </li></ul><ul><li>Hone our specialism </li></ul><ul><li>Expand and sell training </li></ul><ul><li>Sell products </li></ul>Improving lives for people with sight loss
    • 30. <ul><li>Vista’s New Strategy </li></ul><ul><li>Blind only serving the wider sight loss community </li></ul><ul><li>Promotion of eye health and prevention of avoidable sight loss </li></ul><ul><li>Agent for change, influencing society – not just a service provider </li></ul>Improving lives for people with sight loss
    • 31. <ul><li>But how will we do it? </li></ul><ul><li>Invest in fundraising </li></ul><ul><li>Seek alternative funding sources from grants, trusts and foundations </li></ul><ul><li>Invest in marketing and external relations </li></ul><ul><li>Ensure we are a truly user-led organisation </li></ul><ul><li>Collaborate with other agencies </li></ul><ul><li>Keep listening to people with sight loss </li></ul>Improving lives for people with sight loss
    • 32. <ul><li>Summary </li></ul><ul><li>Times are hard, but you can survive if: </li></ul><ul><li>You keep focussed on the core purpose of your organisation </li></ul><ul><li>Ensure the organisation is user-led </li></ul><ul><li>Think about how people can become customers and citizens, not just service users </li></ul><ul><li>Look for diverse funding, not just local authority contracts and personal budgets </li></ul><ul><li>Learn how to market successfully </li></ul>Improving lives for people with sight loss
    • 33. <ul><li>Personalisation … </li></ul><ul><li>It just means putting people first! </li></ul><ul><li>It is not </li></ul><ul><li>A designer label </li></ul><ul><li>A new approach </li></ul><ul><li>All about personal budgets </li></ul><ul><li>All about saving the local authority money </li></ul>Improving lives for people with sight loss
    • 34. <ul><li>Putting people first requires attitudinal change in everything we do for the people we serve. </li></ul><ul><li>When we get this right (and only then) we will have transformed our services </li></ul><ul><li>This is the true meaning of personalisation </li></ul>Improving lives for people with sight loss
    • 35. <ul><li>Some Useful Resources </li></ul><ul><ul><li>www.scie.org.uk – ‘At a Glance’ series of guidance leaflets </li></ul></ul><ul><ul><li>‘ Putting People First – The Whole Story’ from the Department of Health website www.dh.gov.uk </li></ul></ul><ul><ul><li>Community Catalysts www.communitycatalysts.co.uk </li></ul></ul>Improving lives for people with sight loss
    • 36. <ul><li>Jenny Pearce </li></ul><ul><li>Chief Executive </li></ul><ul><li>Vista </li></ul><ul><li>www.vistablind.org.uk </li></ul>Improving lives for people with sight loss
    • 37. Personalisation in Leicestershire Are we ready? 23 rd March 2010

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