The Big event is sponsored by: Commissioning for personalisation in the round Clive Miller, Principal, Office for Public Management (OPM)

‘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 self- manage 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 From consumerism to personalisation

Outcomes Public sector Contracted Private Sector Voluntary Organisations Commercial services - shops, jobs, finance, housing Adults and children and their Families Communities and Friends ORGANISATIONS SERVICE USERS SOCIAL CAPITAL Coproduction Based on: ‘Coproduction in Children’s Services’, Clive Miller and Sue Stirling, OPM, 2004

Personalisation: the key components Individualised purchasing and coordination of services Integration of non individually purchased services around individuals Based on: ‘Putting People First, the whole story’, DH 2008 Personalisation of public and commercial universal services Building and utilising individual capacity and social capital Primary, secondary and tertiary prevention

Personalisation: the key components Sports clubs pro- actively include Expert patients Personal budgets and self directed support Integration of non individually purchased targeted services around individuals Individualised purchasing and coordination of services Personalisation of public and commercial universal services Building and utilising individual capacity and social capital Integration of non individually purchased targeted services around individuals

Individualised purchasing and coordination of services Building and utilising individual capacity and social capital Personalisation of public and commercial universal services Personalisation and social capital Integration of non individually purchased targeted services around individuals

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 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 Personalisation of public and commercial universal services Building and utilising individual capacity and social capital Individualised purchasing and coordination of services Integration of non individually purchased targeted services around individuals

Well-being Care Universal services Targeted services Current use of the universal - targeted services continuum Universal services Targeted services

Well-being Care Universal services Targeted services Potential use of the universal - targeted services continuum Universal services

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

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 Personalisation of non individually purchased targeted 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

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 Personalisation through individualised purchasing and coordination of services

Framework contracts Service personal- isation Personal budgets 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’ Source: ‘Contracting for personalised outcomes’, DH 2009

Personalisation and prevention

How do we know the service system is personalised? Fully personalised Not personalised Personal budgets in PbBorough Information – accessible and timely; pro and interactive Coordinated - with individually relevant services; individually controlled Choice - type of service, provider, staff; cost and quality; when and intensity; support planning and management support; only constrained by genuine risk and legality Individual capacity and social capital – affordable; ability based; developmental and reciprocal; efficient for all 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

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