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Personalisation in Leicestershire. Why do we need to change? The present system – Based on matching a limited range of services to people’s assessed needs.

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Presentation on theme: "Personalisation in Leicestershire. Why do we need to change? The present system – Based on matching a limited range of services to people’s assessed needs."— Presentation transcript:

1 Personalisation in Leicestershire

2 Why do we need to change? The present system – Based on matching a limited range of services to people’s assessed needs – Costs are rising and services are under increasing demographic pressures – Many people assess the current situation as being ‘in crisis’. Local authorities' response – Looked to make efficiency savings (including shifting large volumes of in-house services to the private and voluntary sectors) – Changing eligibility criteria to restrict access. The current system of social care is not sustainable.

3 What’s it all about?

4 Clear central government agenda Putting People First (December 2007) set out a “shared vision and commitment to the transformation of Adult Social Care”. “People who use social care services and their families will increasingly shape and commission their own services’’ “The state and statutory agencies will have a different not lesser role – more active and enabling, less controlling”.

5 No longer IF but HOW and WHEN ‘Transforming social care’ makes it clear that all local authorities have to change their social care model and that this will involve a significant amount of work. – “Personalisation is about whole system change, not about change at the margins”. – Outcomes are many and varied, but delivering personal budgets is specific and clear - ”Everyone eligible for statutory support, should have a personal budget, a clear and transparent allocation of resources...” – This needs attention now – “Councils should consider setting clear benchmarks, timescales and designated delivery responsibilities to ensure tangible short-term progress.”

6 No longer IF but HOW and WHEN This will involve a significant amount of work. – The timetable is tough – The government is expecting significant progress in delivering personal budgets by – Adult Social Services will be leading Personalisation – the Social Care Reform Grant is likely to make up a significant proportion of the money spent delivering change across the public sector over the next three years. “shared ambition... to put ‘People First’ through a radical reform of public services”.

7 Benefits of Self-directed Support Benefits for recipients of self-directed support – Increased choice and control – A shift in power from the council to the individual – Greater flexibility. Benefits for councils – Increased transparency of resources and budgets – Greater flexibility in provision – Equity of provision across all adult groups – More efficient process. “Self directed support has the potential to be the most exciting development within public services in this generation.” (Ivan Lewis, 19th November 2007)

8 Transformation of social care This is not a small policy change - it requires fundamental transformation of adult social care It can be a daunting task and difficult to know where to begin The Department of Health has made available a planning for transformation framework to provide a structured way of managing change – see Personalisation Toolkit at We will need to make some strategic decisions about self- directed support and gain experience through running a trial rollout

9 Transformation framework: summary

10 Target operating model After developing a high level vision for self- directed support, local authorities need to develop a target operating model for their Blueprint This is a detailed view of what the organisation will look like in the future Very few local authorities have a target operation model that recognises the scale of change total transformation entails

11 Key elements of the target operating model

12 Next steps in Leicestershire Target Operating Model in draft Programme plan and governance structure, project team Raising awareness among key stakeholders Engaging service users and staff in service redesign Developing the model, testing and roll out Developing user led organisations Setting achievable targets Measuring success


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