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PUTTING PEOPLE FIRST - PowerPoint PPT Presentation

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PUTTING PEOPLE FIRST. WORKSHOP FRIDAY 7 MARCH 08. Key documents. Vision, specific expectations, proposed support mechanisms and resources set out in two key documents: Putting People First Concordat (Dec 07) Transforming Social Care Local Authority Circular (Jan 08).

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    2. Key documents • Vision, specific expectations, proposed support mechanisms and resources set out in two key documents: • Putting People First Concordat (Dec 07) • Transforming Social Care Local Authority Circular (Jan 08)

    3. Overall vision/direction of change • To make personalisation the cornerstone of public services • To see a strategic shift towards early intervention and prevention • For social care, to give every person across the spectrum of need the opportunity to have choice and control over the shape of his or her support • To see councils working across the boundaries and resources of social care, housing, benefits, leisure, transport, health along with independent, voluntary and community organisations

    4. Why the need for change? • Demographic changes; people living longer • Higher expectations of what people need/want • Increasing recognition of the importance of early intervention and prevention • Impact of demographic changes on carers

    5. What is personalisation? • For social care, it means everyone who receives social care support having choice and control over how that support is delivered, regardless of: - their level of need - the setting they are in - where support comes from - whether or not they receive funding from the local authority • The scale of this ambition should not be under-estimated

    6. What are some of the key issues? • Increasing emphasis on self-assessment • Person centred control and direction of use of resources • Everyone having a personal budget • Person centred planning at the heart of everything

    7. What is meant by a ‘personal budget’? • An upfront allocation of funding that an individual can make decisions on how to use to best meet their needs • Can be taken in total or in part as a direct payment • An individual can opt to have the council continue to pay for their preferred care package directly

    8. Person centred questions What might I need and what’s around? Will the council help me? Do I want help in working out my care and how to pay for it? Are there services there? Do I want help in buying this care? Did I get the care I paid for? Do I still need the same level of care? Organisational responses Information provision/self-assessment/planning /provision of immediate care where needed First point of contact/Needs assessment Resource allocation if person qualifies Brokerage/Support for individual budget management (via user led organisation?) Procurement Planning Review What might a person centred process mean?

    9. What are the potential impacts? Council • Increasing strategic emphasis on early intervention and prevention is not just about social care, but involves other service areas and wider partnerships • Need to capture exactly how the wider contribution of other services such as housing, leisure, adult education, transport and environmental services can support personalisation • Reviewing and determining the role of relevant Thematic Partnerships, etc.

    10. What are the potential impacts? Council (contd) • Changes towards the use of personalised budgets will have implications for finance processes and systems e.g. need for an effective resource allocation system (RAS) • Supporting the development of a workforce development strategy alongside health and private and voluntary sector partners • Supporting the increased need for dialogue with users and carers

    11. What are the potential impacts? Council (contd) • Availability of universal, joined-up information and advice for all individuals including those who self-assess and fund • Supporting a market development and stimulation strategy • Performance management and the new Local Performance Framework

    12. What are the potential impacts? Health • Continuing to work together on strategic and practical approaches to investment in early intervention and prevention • Development and review of appropriate joint commissioning strategies for all care groups • Use of a Common Assessment Framework across health and social care • Completion of Joint Strategic Needs Assessment (JSNA)

    13. What are the potential impacts? Adult Social Care • Greater emphasis on self-assessment; changing role of social workers in relation to this • Person centred planning and self directed support to become mainstream • Mechanisms to involve family members and other carers as ‘care partners’ • Development of advocacy/peer support and brokerage systems with links to user led organisations

    14. What are the potential impacts? Adult Social Care (contd) • Review and development of appropriate safeguarding arrangements • Market development and stimulation strategy • Workforce with capacity and capability to deliver choice and support control • Increasing opportunities and support for direct payments • Review of current Transformation Programme and potential redefinition and prioritisation of projects

    15. Timescales and resources • Expectation that by 2011, councils will have made significant steps towards redesigning and reshaping services • Social Care Reform Grant each year for next three years, to be used to undertake range of process reengineering, capability and capacity building activities required • Expectation that councils will spend some of their existing resources differently

    16. Timescales and resources • Development of a sector support programme e.g. Regional Improvement and Efficiency Partnerships (RIEPs); joined up approach with Care Services Efficiency Delivery programme (CSED) • Not intended as a vehicle for savings although recognises there may be some efficiencies that, given increasing call on resources, may be needed for re-investment • Government intention to produce a Green Paper on issues and options for reform of long term funding of social care