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

2. Personalisation in Social care – history and context

3. 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 Governments 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.

4. 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. Laying the Foundations

5. 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 Building on the foundations

6. All service users (excluding older people) with a Direct Payment/Personal Budget as a % of those receiving an ongoing service 0 5 10 15 20 25 30 Harrow Westminster Richmond upon Thames Bexley Kingston upon Thames Newham Barnet Haringey Camden Hounslow Islington City of London Barking and Dagenham Sutton Kensington and Chelsea Hackney Hammersmith and Fulham Croydon Greenwich Tower Hamlets Wandsworth Brent Enfield Lambeth Merton Waltham Forest Bromley Ealing Redbridge Lewisham Hillingdon Havering Southwark Percentage Source: ADASS PPF survey Harrow is 1 st in London for disabled people controlling their own care (2009) 4 star councils Personalisation in Harrow

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

8. 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

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

10. Integrated Local Area workforce Strategy or *InLAWS 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 InLaws with: Care Quality Commission (CQC), Department of Health, Improvement and Development Agency (IDeA), Learn to Care and Social Care Institute for Excellence (SCIE). Principles of Personalisation

11. The Harrow Process analyse plan review do Harrows Adults & Housing Workforce Strategy mirrors the InLaws process through 5 workstreams Career pathway Learning through partnerships Enabling through knowledge Improving performance through people Evaluation

12. 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 knowledge

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

14. 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. Improving performance through people and career pathways

15. 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. Evaluation

16. 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

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

18. Questions and Answer Session