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
Personalisation in Harrow
All service users
(excluding older people) with a Direct Payment/Personal Budget as
st
is 1 receiving
in London
for disabled
people controlling their own care (2009)
aHarrow
% of those
an ongoing
service
30
25
Percentage
20
15
10
5
0
Source: ADASS PPF survey
4 star councils
Personalisation in Harrow
600
Value
500
Harrow
Harrow is 7th 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 21st century social care system,
we need a 21st century workforce to provide it
Principles of Personalisation
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).
The Harrow Process
Harrow’s Adults & Housing Workforce Strategy
mirrors the InLaws 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