Introduction to Personalisation

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  • Commitment from new gov
  • Reablement across leeds by April 2011
  • Key to this is that it’s not service led anymore, it’s an holistic process – designed to identify the persons care outcomes, apply an amount of money to them, allow creativity in care planning for a much improved quality of life
  • Called a self directed assessment because the person leads the process – can involve carers, friends and family – done together with a care manager. Large document – key questions – not direct answers, a good practitioner will tease out the information needed to ensue the assessment is as thorough as it needs to be
  • Support plan can include everything about the way a person lives their life including things they will do that cost nothing – where they will be supported by family and friends, where they want to use their personal budget to buy services and where they might be paying themselves for services
  • Introduction to Personalisation

    1. 3. Today <ul><li>Talk about Personalisation </li></ul><ul><li>Focus on Personal Budgets </li></ul><ul><li>Talk through the process… </li></ul><ul><li>… .So we can look at obstacles and opportunities for social enterprises </li></ul>
    2. 4. In 30 seconds <ul><li>Person-centred services must be the future </li></ul><ul><li>Real opportunity for social enterprises </li></ul><ul><li>But some big issues with system </li></ul><ul><li>We need to understand the system – to then work out where opportunities are </li></ul>
    3. 5. Rob Greenland
    4. 6. Gill Coupland
    5. 7. Introductions to eachother
    6. 10. Personalisation is…. <ul><li>About more than Personal Budgets </li></ul><ul><li>But they’re a big part of it….. </li></ul><ul><li>…And a lot of emphasis is put on them </li></ul><ul><li>…And there are opportunities there for social enterprises </li></ul><ul><li>So that’s what we’ll look at today </li></ul>
    7. 11. <ul><li>Putting People First (2007) </li></ul>“ The time has now come to build on best practice and replace paternalistic, reactive care of variable quality with a mainstream system focussed on prevention, early intervention, enablement, and high quality personally tailored services.”
    8. 12. Gill Coupland Social Business Brokers CIC
    9. 13. What does it all mean in practice? <ul><li>The whole point is that people have more choice and control </li></ul><ul><li>YOU’RE the best person to decide what’s right for you. </li></ul><ul><li>A personal budget gives you more choice and control over the kind of social care support you use – and how it is </li></ul><ul><li>delivered. </li></ul>
    10. 14. Talk through the process <ul><li>Self-Assessment process </li></ul><ul><li>Resource Allocation System (RAS) </li></ul><ul><li>Indicative Budget </li></ul><ul><li>Support Planning </li></ul><ul><li>Brokerage </li></ul><ul><li>Approval </li></ul><ul><li>Delivery and Review </li></ul>
    11. 15. OK, so how does a person get a personal budget? <ul><li>Referral to adult social care for an assessment </li></ul><ul><li>FACS eligibility </li></ul><ul><li>Self directed assessment </li></ul>
    12. 16. The RAS <ul><li>Care Outcomes identified </li></ul><ul><li>Resource Allocation System </li></ul><ul><li>Person notified of their indicative budget </li></ul>
    13. 17. What next? <ul><li>Support planning </li></ul><ul><li>What do you want to change or achieve in your life, and </li></ul><ul><li>how will you do this? </li></ul><ul><li>How will you arrange and manage your social care support? </li></ul><ul><li>How do you want to manage your budget? </li></ul><ul><li>Contingency planning – what if something goes wrong? </li></ul><ul><li>How will you manage any risks? </li></ul>
    14. 18. How is this different? <ul><li>Creative planning </li></ul><ul><li>Brokerage support </li></ul><ul><li>Managing the money </li></ul><ul><li>Enabling a person to take risks </li></ul>
    15. 19. What if there’s not enough money? <ul><li>Indicative budget </li></ul><ul><li>Revisited when support plan complete </li></ul>
    16. 20. Options for managing the money <ul><li>“ Personal budgets are designed to be flexible and fit people’s individual circumstances” </li></ul><ul><li>Direct payment to an individual </li></ul><ul><li>Direct payment to a suitable person </li></ul><ul><li>Direct payment to a trust </li></ul><ul><li>ISF – Individual Service Fund </li></ul><ul><li>Local authority </li></ul><ul><li>Mix ‘n’ Match </li></ul>
    17. 21. Could you blow it all on a world cruise?! <ul><li>Review process </li></ul><ul><li>Meet agreed outcomes </li></ul><ul><li>Unforeseen costs </li></ul>
    18. 22. Questions and comments
    19. 23. Some issues with Personalisation
    20. 24. Assessment process <ul><li>Anecdotal evidence </li></ul><ul><li>It can take time to get an assessment </li></ul><ul><li>No mention - or active discouragement - of Personal Budgets </li></ul><ul><li>Complicated process - we’ve heard of 60 page questionnaires </li></ul><ul><li>FACS criteria, financial criteria </li></ul>
    21. 25. RAS and Indicative Budgets <ul><li>Anecdotal evidence </li></ul><ul><li>Who knows how the Resource Allocation System works? </li></ul><ul><li>Concern that not all needs are taken into consideration </li></ul><ul><li>Some lack of faith in the financial figure that comes out of the RAS </li></ul>
    22. 26. Support planning and brokerage <ul><li>Creative thinking could make a big difference </li></ul><ul><li>Evidence of social workers holding onto this role </li></ul><ul><li>Some Councils have put resources into this (so others can get involved) - some haven’t. </li></ul>
    23. 27. Approval of Personal Budget <ul><li>Anecdotal evidence </li></ul><ul><li>The amount approved can be lower than the Indicative Budget </li></ul><ul><li>It can be hard to get more creative ideas through the approval process </li></ul><ul><li>Budget cuts? Risk aversion? People not liking change? </li></ul>
    24. 28. The Virtual/Managed Budget <ul><li>Councils had targets to meet - and financial incentives - until April this year </li></ul><ul><li>It seems lots of people with Personal Budgets actually have “Virtual Budgets” </li></ul><ul><li>In how many cases are people getting something materially different? </li></ul>
    25. 29. To summarise <ul><li>It’s only natural that something like this will take time </li></ul><ul><li>But we’re not sure it’s just a matter of time </li></ul><ul><li>JRF research points to inadequate funding - and negative aspects of social care culture - as barriers to developing person-centred support. </li></ul>
    26. 30. How could you get involved?
    27. 31. Opportunities - customers <ul><li>Tell people about Personal Budgets </li></ul><ul><li>Support people through the assessment process </li></ul><ul><li>Get involved in support planning & brokerage </li></ul><ul><li>Help people to pool budgets </li></ul>
    28. 32. Opportunities: services <ul><li>Develop person-centred services </li></ul><ul><li>Collaborate to develop service packages </li></ul><ul><li>Explore whether some people (eg PA’s, ex Council staff) want to set up social enterprises </li></ul><ul><li>Think beyond Personal Budgets - to self-funders </li></ul>
    29. 33. Final thoughts <ul><li>It’s not all doom and gloom </li></ul><ul><li>But there are real, practical issues stopping things working like we’d like them to </li></ul><ul><li>Isn’t that where we’re supposed to make a difference? </li></ul>
    30. 34. www.ideasthatchangelives.org.uk
    31. 35. www.scoop.it/personalisation
    32. 36. www.thesocialbusiness.co.uk
    33. 37. www.ideasthatchangelives.org.uk

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