Transforming Care through direct payments

1. Transforming Care through direct payments Simon Stockton London Region 24 November

2. A series of 9 regional events Supporting Councils DPSOs and providers to better understand and respond to the challenges Sharing our learning together TLAP, NCIL, Shared Lives Plus, HMRC, Skills for Care, Community Catalysts, Groundswell

3. The sector-wide partnership agreement launched in November 2010. Sets out our commitment to moving forward with personalisation and community-based support.

4. About the Partnership • More than 30 national and umbrella organisations representing the broad interest in transforming adult social care across England have committed to working in partnership. • The organisations who joined the partnership will work collectively to develop and share innovative practice so all citizens have more choice and control over the support they experience. • Picks up where Putting People First left off but importantly represents a key shift from government-led to sector-led support. • Will meet quarterly and is hosted by the Social Care Institute for Excellence.

6. Our supporters • Social Care Minister Paul Burstow: • “I welcome the new Think Local, Act Personal Partnership which will help to deliver our aims for personalisation across services as set out in the Vision for Adult Social Care. The wider membership of this new Partnership and in particular the engagement of providers demonstrates the commitment to joined-up working that is necessary to make personalised care and personal budgets a reality for everyone who needs them.” • Transforming Adult Social Care Coproduction Group member and Chair of the Standing Commission on Carers Dame Philippa Russell: • “We have a collective responsibility - and probably a ‘once in a generation opportunity’ - to meet that challenge of high quality and personalised services, co-produced through proactive partnerships across the sectors and, most importantly, with family carers and users themselves as strong strategic partners.”

7. Our chairs • Richard Jones – Director of Adult Social Services, Lancashire County Council (and former president of ADASS) • Miranda Wixon – Chair of the Care Provider Alliance • Sue Bott – Citizen Leader • Bill Davidson – Citizen Leader

8. Our work • We are focused on action and will be tackling the financial and delivery challenges ahead. • We will help commissioners and providers find solutions to by tapping in to the intelligence and networks provided by our members, including service users and family carers. • Partnership met for first time in April and agreed six priority workstreams. • Work programme and benchmarks to assess progress in achieving results against the workstreams in development. • We will expect our partnership members to act on the top priorities.

9. Priority work streams • Six priority areas for action: • personalisation and personal budgets • developing cost effective and efficient solutions • developing the provider market and workforce • building community capacity • improving information to the public • highlighting the importance of coproduction.

10. Working with central government and other bodies • Advising Department of Health on policy and delivery (e.g. White Paper, Direct Payments) • Supporting Local Government Group work with members and sector improvement • Influencing other bodies e.g. shaping social care workforces and leadership strategies with Skills for Care and Skills Academy

11. Recent Products • Making it real - markers of progress • Leaner approaches to council operating systems • Improving direct payments delivery • Re-thinking support planning • Minimum process framework www.thinklocalactpersonal.org.uk

12. Explores the current challenges for councils in making direct payments ‘the default delivery method for community based adult social care’ ‘Telling people about direct payments, whilst important, is not on its own enough to ensure that a council’s core duties of care aremet. Councils also need to make the option of a direct payment a realistic and attractive one, whilst also being clear what responsibilities are entailed’.

13. The challenge ahead Direct Payments Act 1996 Nov 2010 Govt Vision for Adult Social Care - Personal Budgets for everyone eligible ‘preferably as direct payments’ POET survey 2011 - Found Personal budgets work particularly well when delivered as direct payments. Direct Payments work just as well for older people. ‘Evidence continues to suggest that DPs are likely to be the more beneficial approach for the majority of PBholders, and that councils need a stronger focus on DP delivery’… Excessive bureaucracy has impeded overall delivery of personal budgets, and specifically the take-up of direct payments’- TLAP, Oct 2011

14. The challenge ahead ADASS survey of personal budgets March 2011 - over 339000 people were receiving personal budgets (35.2%). Nearly double the figure for 2010 but ‘…nearly all of the increase has been in managed budgets with no significant increase in direct payments…’ Currently approx 9% of adults receiving ongoing community based support receive DPs To achieve 50% the numbers of direct payments would need to rise by 370,000 to 482,000

15. Key points from Improving DP delivery New thinking is required to meet policy challenge Keep processes simple including sign off Promote innovation and flexibility Support planning should be meaningful Monitoring should be proportionate High quality support services involving ULOs Promotion of DPs Non employment options

16. A best practice model of support Taking a strategic role Information and advice Peer support Generic Advocacy Support Planning Money management Employment advice and support Training Setting up support Ongoing support and conflict resolution

17. A strategy for Cambs Understand and act on service user experiences Increase promotion by care teams Raise awareness of the benefits of DPs Develop support services that facilitate and encourage people to take a DP…

18. Workshops What have you tried that’s worked What do you see as the main challenge What would you most like support with

19. Developing a local strategy How would you interpret making DPs the preferred way of delivering Personal Budgets? What have you tried that’s worked and that’s scalable? What do you see as the key challenges e.g. engaging frontline staff & culture change building great DP support, developing the market, developing non employment options, internal processes… What would you most like support with?