Commissioning for
personalisation in the round
The Big event is
sponsored by:
Clive Miller, Principal , Office for Public
Management (OPM)
From consumerism to personalisation
‘Consumerist - . In the first approach the users are patients in need of timely
and effective services from the NHS that are personalised to their needs. In the
first approach the professionals – medical practitioners – must deploy their
knowledge and skills in a timely and effective way to solve a problem for the
user. The more that is done in a personalised, considerate and responsive
manner the better.
Personalisation - the users are co-producers of the good in question. They
are active participants in the process – deciding to manage their lives in a
different way – rather than dependent users…. the key is to build up the
knowledge and confidence of the users to take action themselves, to selfmanage their health without turning to the professionals. The professionals
deploy their knowledge to help the users devise their own solutions – smoking
cessation programmes, exercise regimes – which suit their needs.’
Source: Charles Leadbeater ‘Personalisation through Participation: a new script for public services’, Demos, 2004
Coproduction
ORGANISATIONS
SERVICE USERS
Public
sector
Adults
and
children
Contracted
Private
Sector
SOCIAL
CAPITAL
Communities
and
Outcomes
Voluntary
Organisations
Friends
Commercial
services - shops,
jobs, finance,
housing
and their
Families
Based on: ‘Coproduction in Children’s Services’, Clive Miller and Sue Stirling, OPM, 2004
Personalisation: the key components
Personalisation of public
and commercial universal
services
Primary, secondary
and tertiary
prevention
Individualised
purchasing and
coordination of
services
Building and utilising
individual capacity and
social capital
Based on: ‘Putting People First, the whole story’, DH 2008
Integration of non
individually
purchased services
around individuals
Personalisation: the key components
Personal
budgets and
self directed
support
Individualised
purchasing and
coordination of
services
Building and
utilising individual
capacity and social
capital
Integration of non
individually
purchased targeted
services around
individuals
Personalisation of
public and
commercial
universal services
Expert
patients
Sports clubs proactively include
Personalisation and social capital
Individualised
purchasing and
coordination of
services
Building and
utilising individual
capacity and
social capital
Integration of non
individually
purchased targeted
services around
individuals
Personalisation of
public and
commercial
universal services
Self care: current role and potential
Source: ‘Coproduction in public services: a new partnership with citizens’, Matthew Horne and Tom Shirley, Cabinet Office,
March 2009
The role of social capital in everyday life
Figure 6: Living my life: how social capital helps
Individual‘s
capacity
availability
Social capital
Individual’s social
networks
Individual's
economic
capital
Social capital
Living my
life
Neighbourhood
relationships and
community associations
Public, voluntary and
commercial services and
facilities
Effectiveness
Source: Clive Miller, Social capital, co-production and the delivery of Putting People First: scoping a framework for social capital’,
DH August 2009
Personalisation of universal services
Individualised
purchasing and
coordination of
services
Building and
utilising individual
capacity and
social capital
Integration of non
individually
purchased targeted
services around
individuals
Personalisation
of public and
commercial
universal
services
Current use of the universal targeted services continuum
Targeted
services
Universal
services
Targeted
services
Universal
services
Well-being
Targeted
services
Universal
services
Care
Potential use of the universal targeted services continuum
Universal
services
Well-being
Universal
services
Targeted
services
Universal
services
Care
Personalising universal services
Refocusing
• Non health and social care transformation programmes – make use of wider personalisation or linked
initiatives such as Total Place and Respect.
• Ownership – all public and commercial universal services see people who use social care as integral to
their customer base
• Targeted services – focus on supporting use of universal services rather than creating substitutes
Service redesign
• Coproduction – work with socially excluded people to identify how they can be supported by the
universal service to enable more effective coproduction of outcomes.
• Differentiation – to enable universal services to be directly accessible, affordable and acceptable to a
much wider range of people and life styles
• Collaboration – with other universal and other targeted service providers to enable people to easily find a
way of using the service that suits their requirements and abilities.
Service organisation
• Community run – where possible enable local people, including those who are socially excluded, to run
part or all of any universal service, including budget devolution
• Voluntary and community sector – move away from targeted to universal service provision
Based on: ‘Service Transformation through Market Reshaping’, Report for Department of Health, OPM July 2009
Personalisation of
non individually purchased targeted services
Individualised
purchasing and
coordination of
services
Building and
utilising individual
capacity and social
capital
Integration of non
individually
purchased targeted
services around
individuals
Personalisation of
public and
commercial
universal services
Personalising preventive, early
intervention and re-ablement services
Refocusing
• Whole system access – view prevention and re-ablement as a whole system use of services
rather than specific health and social care targeted services
• Self directed support – apply the principles and devolve funding to individuals wherever
possible
Service redesign
• Pathways – analyse the typical pathways that people experience and work with them to
reshape services and pathways to enable choice and achieve more effective coproduction of
outcomes
• Individual control – enable the individual to self assess, make choices and secure the
supports that meet their own requirements and resources
• Information – proactively provide information and advice to individuals and carers as soon as
possible, and on a continuing basis to enable them to consider support options
Service organisation
• Coordination – ensure the individual rather than a lead professional and the care pathway are
at the centre of service coordination.
• Business case – develop a robust business case and funding process to support a multi
sector approach
Based on: ‘Service Transformation through Market Reshaping’, Report for Department of Health, OPM July 2009
Personalisation through
individualised purchasing and coordination of
services
Individualised
purchasing and
coordination of
services
Integration of non
individually
purchased targeted
services around
individuals
Building and
utilising individual
capacity and social
capital
Personalisation of
public and
commercial
universal services
Three key components
Personalised: PB holders using direct
payments or ISFs, and self-funders
purchase personalised services within
the framework contract, sometimes
using person-centred ‘mini tenders’
Framework
contracts
Service
personalisation
Source: ‘Contracting for personalised outcomes’, DH 2009
Personal
budgets
Personalisation and prevention
How do we know the service system is personalised?
Not
personalised
Individual or community ownership and
control – designing, managing, delivering,
evaluating; decision making; portable budgets
Life centred – whole life; outcomes
focused; what ever works; all services and
how they are organised and delivered
Individual capacity and social capital –
affordable; ability based; developmental and
reciprocal; efficient for all
Choice - type of service, provider, staff; cost
and quality; when and intensity; support
planning and management support; only
constrained by genuine risk and legality
Coordinated - with individually relevant
services; individually controlled
Information – accessible and timely;
pro and interactive
Personal budgets
in PbBorough
Fully
personalised
In Control- OPM:
Commissioning for personalisation support
programme
Aim
• Provide a practical guide to personalisation in the round
• Bespoke support to build on existing local developments
Audience
• Commissioners and providers within social care and other relevant sectors 24 participants
Format
• 2 day briefing and action planning module – plus 2 days action learning
Tailoring
• Format can be varied and shortened and programme tailored to local needs
Staffing
• Adrian Smith (In Control), Andrew Tyson (In Control), Clive Miller and Ayesha
Janjua (OPM)
Cost
• £8,000 ex VAT (10% discount to In Control members)
Two day workshop: programme overview
Day One – understanding ‘personalisation in the round’
Personalisation: what does it cover?
 overview and group work (identifying current examples in your area)
Personalisation outside of personal budgets
 briefing, group work on scenarios backed by examples of personalisation
Once personal budgets are up and running: the commissioning
implications
 briefing, group work on the PBsville case study (contains key questions
and starter answers)
Two day workshop: programme overview
Day two: the commissioning implications and action
planning
Personalisation: mapping the current position
 Whole workshop exercise - applying the ‘commission for personalisation
self assessment tool’ to your local area
Developing a LA commissioning for personalisation plan
 Whole workshop exercise - tailoring the In Control commissioning for
personalisation strategy framework for use in your local area
Identifying the key areas for change
 Identifying the key areas for further development
Action planning
 Who will do what, by when
 Support, if any, required
Follow up – one day workshops
•
•
•
•
•
Focused on key parts of the Action Plan identified in the two day workshop
Designed to provide support not available from other sources
Co designed with local project managers
Targeted on key people who need to be engaged to move developments on
Aimed at developing agreements and practical ways of taking
developments forward