Personalisation Workforce Building a workforce to deliver personalised

Personalisation Workforce Building a workforce to deliver personalised adult social care Presented by Bernie Flaherty Divisional Director, Adult Social Care, Harrow Council

Personalisation in Social care – history and context

Putting People First §Putting People First (PPF) is the national initiative for the Personalisation of Adult Social Care. §In 2007 the Putting People First Concordat set out the Government’s expectations with regard to how local authorities should implement personalisation. §Personalisation puts the person who receives care at the heart of the process, ensuring their needs are clearly defined by them, they have a clear understanding of the choices available to them and they make informed decisions about how those needs can and will be met.

Laying the Foundations §When Harrow Council started its Adults Transformation Programme Plan in 2008, the focus was clearly on how we improved the services that we offered people and how they could have more choice and control over how the resources that we invest in, are applied.

Building on the foundations §A dedicated Self-Directed Support Team §An experienced User Led Organisation §A personalisation reference group §Service User and Carer Engagement Leads §Personalisation Support Team §Person Centred Support Planning

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Personalisation in Harrow 600 Value 500 Harrow is 7 th best nationally: Users controlling their own care (2009) 400 300 200 UK average 100 Source: Oneplace

The Personalisation Agenda – A new way of working in Harrow §The growth of personalisation in Harrow means that our customers have come to expect support in a way that is personal to them §Current services are all too often shaped by their histories, we need to ensure that the current and future workforce has the right skills to respond to the transformation of social care

If we want a 21 st century social care system, we need a 21 st century workforce to provide it

Principles of Personalisation Integrated Local Area workforce Strategy or *In. LAWS process offer solutions to §Enable user choice and control. §Contribute to safety of both service users and the workforce. §Engage and support family and other carers. §Build the social care market in the local community. §Integrate the social care workforce across sectors. §Improve partnership with health, housing, leisure, sport and employment. §Efficient and cost-effective use of resources. §Raise workforce capacity, productivity, competence and standards. §Create a workforce that can transform and innovate. **Skills for Care and ADASS are working in partnership on In. Laws with: Care Quality Commission (CQC), Department of Health, Improvement and Development Agency (IDe. A), Learn to Care and Social Care Institute for Excellence (SCIE).

The Harrow Process Harrow’s Adults & Housing Workforce Strategy mirrors the In. Laws process through 5 workstreams plan analyse review do §Career pathway §Learning through partnerships §Enabling through knowledge §Improving performance through people §Evaluation

Enabling through knowledge §Set out purpose and principles §Engage with voluntary sector §Engage with private sector §Market management – what is out there and what we need

Enabling through partnerships §Establish the fit between commissioning and workforce priorities e. g. P. A. market §Establish a new financial profile RAS

Improving performance through people and career pathways §Develop and agree a workforce change strategy. §Document and communicate the implementation process. §Project manage – service, finance and workforce §Ensure leaders, managers and the commissioning workforce are inducted, trained and supervised to agreed standards.

Evaluation §Consult with users and carers about the workforce. §Draw up a consultation map and timetable. §Review impact of workforce change on service outcomes. §Undertake workforce satisfaction surveys. §Use tools to see if benefits are realised. §Revisit checklists, audit and assessment tools.

What is missing? §Resistance to culture change §Staffs anxiety about safeguarding versus choice §Staff as facilitators not instructors §Challenges of market management and ‘seeding the market’

Lessons learned § Service users and carers equally as important as staff stakeholders § Acknowledge culture takes time to change § Take people with you

Questions and Answer Session