ADASS Personalisation Task and Finish Group

Background

Good care and support transforms lives, helping people to have fulfilled lives in a variety of circumstances. It enhances health and wellbeing, increasing independence, choice and control. It is distinctive, valued, and personal.

All too often people experience services that are fragmented, poorly co-ordinated, and hard to navigate. Instead we need services that are personalised, of good quality, and much better co-ordinated and joined-up around the needs of the individual, with a parity of emphasis on our physical, mental, and other needs.
 

Scope
ADASS is setting up a Personalisation Task and Finish group for a year in response to it being identified as a business plan priority for the organisation. The purpose of this is to co-ordinate the Association’s effort and maximise its impact in relation to improving outcomes for people needing care and support as well as health care. 

There is general consensus that progress has been made towards delivering many aspects of personalised care and support as the norm but the total transformation envisaged by ‘Putting People First” has not yet been achieved. But while the journey to that vision continues, with increasing numbers of people are taking charge over the supports they receive, the current acute and sustained pressure on public finances could put at risk the progress already made and the vital changes still needed. 

As well as ensuring individuals have choice and control in their support, the other key element of personalisation is the co-production of policy, strategy and services between people who use services, carers and professionals. People with lived experience of disability, service users, carers and the movement that speaks on their behalf play a vital role in shaping care and support.

 

Terms of reference
The aims of ADASS’s Personalisation Task and Finish Group are:  

  1. To develop refreshed policy statements for ADASS on all aspects of personalisation
  2. Working with ADASS regional leads,  regional support teams and partners, to identify and deliver a refreshed  work programme for the personalisation network
  3. With the ADASS Safeguarding Network, to develop and oversee a support programme for Making Safeguarding Personal in local areas
  4. Work with partners to continue the development of personalisation.

The areas of focus for the T&F group are:  

Embedding personalisation:

  • What is the next stage of implementation and embedding personalisation?
  • How can we support the care and support workforce to have a genuine shift in attitudes and culture to deliver personalisation?
  • How can we support leaders at every level to work towards a genuine shift in attitudes and culture, as well as in systems?

Integration:

  • How can we ensure personalisation is embedded in integrated care and health services?

Co-production:

  • How can leaders in social care support and promote co-production at a local level, building on work led by the user and carer movements? 

Safeguarding:

  • What support do local areas need to make safeguarding truly personal?

Impact of austerity

  • What impact is austerity in the public sector having on personalisation?
  • What do we need to do as system leaders to continue to provide personalised care and support?

The group will work with other policy networks: commissioning, safeguarding, resources, workforce, standards and performance, older people, people with learning or physical disabilities, mental health etc.
 

Also, the Group will look to work with partner organisations such as, TLAP, SCIE, Skills for England, Health Education England, Carers UK, Shared Lives Plus, College of Occupational Therapists and NHS Providers.

 

Membership  

  • Sponsors – Dawn Wakeling and Denise Porter
  • Personalisation Network members
  • Staff – Mark Hill, Andriana Delevich, Cathie Williams

Policy Background
 

Personal Budgets

The number of people receiving Personal Budgets has grown significantly, although delivery remains variable. Take up needs to be quicker. There is a perception that due to the current economic climate there is an attempt to direct people into services that may not fit their own particular needs.

People’s experience of Personal Budgets varies widely. While outcomes appear to be better for many people using them, it is clear that the process involved too often comes with delays, restrictions, disproportionate bureaucracy and confusion. It is also clear that some groups are not benefitting to the extent that they should, including older people and people with mental health needs.

In Control
In Control’s Vision 2020 states “that around three-quarters of professionals tell us that Personal Budgets give people more control and choice over their lives (79%), and that support is more tailored to individuals (77%). They also believe that Personal Budgets have made a positive difference to people’s lives (75%) and allow them to plan more creatively (74%)”. However, ADASS’s budget survey in 2015 found that 58% directors believing Personal Budgets will get smaller over the next 2 years. But not everyone wants to have responsibility for control of the finances for their care needs.

Integrated Personal Commissioning Programme

The Integrated Personal Commissioning (IPC) programme, started in April 2015, brings together health and social care funding around individuals, enabling them to direct how the funding is used. This represents a step change in ambition for actively involving people, carers and families as partners in their health care alongside social care.

Care Act

The intended effect of the Care Act is to improve the outcomes and experience of care, and secure a more effective use of public and community resources by improving the personalisation of services, giving people more choice and control over how their desired outcomes are achieved. The Care Act put the right to a personal budget and self-directed support into primary legislation for the first time.

Think Local Act Personal (TLAP)

TLAP has committed over 30 national organisations to work together and to develop, as one of the key priorities, a set of markers. These markers are being used to support all those working towards personalisation. This will help organisations check their progress and decide what they need to do to keep moving forward to deliver real change and positive outcomes with people. 

This is outlined in a document called ‘Making It Real’ which marks progress towards personalised, community based support.  To demonstrate commitment to this, councils, sector organisations and groups are encouraged to sign up to Think Local, Act Personal’s ‘Making it Real’ markers/grouped around a series of ’I’ statements. Currently 871 organisations are registered. ADASS has been involved through its Personalisation Network to disseminate good practice and encourage engagement with ‘Making It Real’.

In May 2014, TLAP produced a three year action plan for personalisation. 

The action plan for personalisation covers a number of points:

  • Promoting and embedding culture change
  • Improving individual experience
  • Stimulating and supporting market diversity
  • Assurance, performance and accountability
  • Building community capacity

Next steps

  • Consult with the regions to help understand the work which they are undertaking to develop successful integrated, highlight examples of best practice and share best practice.
  • To provide a general update, via the Bulletin, highlighting the work of the Task and Finish Group
  • Meet with partnership organisations to include, TLAP, SCIE, College of Occupational Therapists.