Personalisation
&
Support For Living Where I Choose
What is personalisation?
Principles of Community Care
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Dignity and respect
Safeguarding / risk agenda
Cost effectiveness
Choice and control
Personalisation: A history to date and value base
A definition:
Personalisation is the wholesale and radical change
within the assessment and delivery process of social
care and other publicly funded provision, notably
health, which has at its heart the re-distribution of
power and status between those who seek and receive
services, commonly referred to as clients, users,
patients and those who determine, assess, commission
and deliver provision, professionals, such that the
former have the right to choose and control WHO will
deliver what they need/want together with HOW that
will be delivered.
Choice and control are the DNA of PERSONALISATION
Cultural Changes
• A shift from access to the uniform to access to the individualised
• A shift from people as the passive recipients of professional
expertise in assessment and commissioning to active, collaborative
work with professionals
• A shift from reliance on professional expertise and knowledge to a
mutual respect and acknowledgement that the person is “expert”
in their own life, by and large
• A shift from block commissioning, the available, to
individualised/micro commissioning, innovation
• A shift from providing a service, excellent through to the abusive, to
supporting people to improve/maintain the quality of lives and life
chances, including aspirations
• A shift from paternalistic risk aversive management of people’s
experience to risk enablement, collaborative approach to assist
people to get the life they want
“I want a life Minister, not a service.” G Croft
From Professional Gift Model to Citizenship Model
Client/User/Patient as passive recipient of state benevolence
Person as active citizen/fully engaged
Professional and self-assessment (RAS)
Cash resource at start of process not a “service” at the end
Support planning, micro commissioning process
Cash resource
• Improving quality of life/death
• Improving life chances
• Outcome focussed
What I want to
achieve
How I propose
to spend my
personal
budget
How you can best
support me to
achieve my goals
What is
important to
me
Do I want to
manage my
budget (with or
without support)
What
outcomes will I
achieve
NO
Direct
Payment
Notional
Budget
Managed
Budget
Provider development in a social market
From tradition to transformation
Personalisation = radical change in
commissioning for Local Authorities, Primary
Care Trusts, Clinical Commissioning Groups and
vastly reduced control
Public
Organisations
Traditional commissioning
Block
£££££ Community Care/PCT Budget £££££
Private
In-house
Voluntary
Organisations
Social
Enterprises
Provision of service
Individualised
Transformation
Citizen commissioners
Self Directed Support
Splitting the atom of big budget beasts
4,000 personal budgets
4,000 potential micro commissioners / citizens
What does this mean for us?
How can I grow my business and
reputation in a transformed
culture of person-centred micro
commissioning?
Citizens of Walsall, Walsall Local Authority, Primary Care Trust and Clinical Commissioning
Group need a high quality, cost effective, diverse and innovative collaborative market
There is room for all good quality providers to serve 4,000 people with a personal budget
plus people who fund their own service
How will I market my organisation / self to reach potential customers?
How will transformed innovative information replace our current offer?
What will my organisation look like based on what people want?
What values and behaviours drive my daily work and how can this be evidenced?
What can I offer to improve life chances?
What can I offer to enable people to be valued, less dependent and contributing to their
community?
Can I research niche markets to provide person centred outcome focussed solutions e.g.
enablement, re-ablement, recovery, job coaching younger students leaving college,
maintaining older people with more complex needs at home, challenging behaviour
Can I support and mentor fledgling providers to complement a developing transformed
market?
How can I most effectively help to co-produce a vibrant social care market alongside users,
LA, PCT, CCG and develop a “Community of Practice”
How can I ensure that I and all staff have a good understanding of the local Safeguarding
Agenda?
Am I cost effective? How will a potential customer know?
Risk in a personalised world
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No evidence to date that the adoption of a citizenship rights model of personalisation has led
to any increase in reported incidents of abuse of vulnerable adults
Much the same pattern of abuse as indeed with children exists pre and post transformation most abusers are already known to the victim,
family, professionals, friends, neighbours are significantly most likely source of abuse,
stranger abuse is comparatively rare
No grounds for complacency – we have a shared
responsibility for keeping vulnerable people safe
Personalisation does not absolve any Agency of the
“Duty of Care”
Citizenship approach to risk
From risk aversion to risk enablement
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Crucial determinant is capacity
Compromised capacity – Mental Capacity Act 2005, / DOLS
The person is the “expert “in their own life
Person should be allowed to make decisions, even unwise decisions providing the decision
does not adversely impact upon any 3rd party causing them harm
Risk enablement panels to support decision making process
References
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“Making it Personal”
Leadbetter C, Gallagher N, Portlett J
Demos 2008
“Making it Personal: A Providers Journey from Tradition to Transformation Scown S,
Sanderson H 2010
Personalisation: A rough guide”
SCIE [2nd ED] 2010
Valuing People Series
DH 2001 – 2012
Risk and Choice Framework
DH 2007
Working Together for Change: Using person centred information for commissioning DH 2008
Commissioning for Health and Well Being:
Glasby J, Policy Press 2012
Commissioning is an Era of Personalisation, chapter 11
Needham C, Duffy S
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Web sites
www.in-control.org.uk
www.scie.org.uk
www.dh.gov.uk
“Putting People First” Agenda DH 2007
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Looks to a model of lifelong personal growth, development, supporting people
through collaborative engagement to maximise their skills, abilities, develop new
skills or re-engage with old ones reducing dependency, to maintain or improve
quality of life and well being and be afforded all the rights and valued roles of
citizenship.
The most successful providers, irrespective of size, will, through the outcomes they
achieve with people, actively embed this model in the daily round and common
task of what their staff do and achieve
THE END OF THE BEGINNING