Architecture for Personalisation

52 Pages·2010·3.53 MB·English

Architecture for
Personalisation
A report on care management and community-
based support in Yorkshire & Humber
by Simon Duffy & Kate Fulton

Architecture for
Personalisation
A report on care management and
community-based support in Yorkshire &
Humber
by Simon Duffy and Kate Fulton
Published by The Centre for Welfare Reform in association with Paradigm
With support from the Yorkshire & Humber Joint Improvement Partnership
and Barnsley Metropolitan Borough Council
About the Authors
Simon Duffy
Between 1990 and 1994 Simon led the development of a system of
brokerage and individualised funding in Southwark. In 1996 he founded
Inclusion Glasgow and developed Individual Budgets. In 2000 he began
working with North Lanarkshire Council on the development of Self-Directed
Support. Simon then led In Control from 2003 to 2009; during this time he
proposed a functional model of brokerage, to replace the professional model
that had become dominant in Canada and the USA. Simon is now Director of
The Centre for Welfare Reform.
Kate Fulton
Kate is a Senior Consultant for Paradigm, with a particular interest in
support brokerage. She has worked in a variety of settings, supporting
people with learning disabilities and people who experience mental ill
health. Kate’s work has included working in the statutory, private and
independent sector. Kate also spent many years in the advocacy field
exploring planning and service design. Kate co-developed and led Paradigm’s
Brokerage for Change development programme in 2007 and more recently
co-authored the CSIP guidance on best practice in support planning and
brokerage in 2008. Much of Kate’s work focuses on the development of
support brokerage and she is keen to ensure that the new system empowers
citizens to really direct their support.
With thanks for the generous
support and encouragement of:
Publishing information
Architecture for Personalisation © Simon Duffy & Kate Fulton
Figure 1 © Nic Crosby, Simon Duffy & Pippa Murray
Figures 2, 3 and 6 © Simon Duffy
Figures 7, 8 and 9 © Simon Duffy & Kate Fulton
Designed by Henry Iles
All rights reserved.
First published August 2010
ISBN download: 978-1-907790-06-5
52 pp.
No part of this book may be reproduced in any form without permission
from the publisher, except for the quotation of brief passages in reviews.
Architecture for Personalisation is published by The Centre for Welfare
Reform.
The Centre for Welfare Reform
The Quadrant, 99 Parkway Avenue
Parkway Business Park
Sheffield
S9 4WG
The publication is free to download from:
www.centreforwelfarereform.org
www.paradigm-uk.org
Contents
About the Authors 2
.........................................................................................................................
Preface 7
........................................................................................................................................................
Summary 8
................................................................................................................................................
Introduction 9
...........................................................................................................................................
The meaning of personalisation 9
......................................................................................
The personalisation model 10
...............................................................................................
The risks of implementation 12
.............................................................................................
1. Rescript Care Management 15
.......................................................................................
1.1 The cost of care management 16
................................................................................
1.2 The work of care managers 17
......................................................................................
1.3 Possible efficiencies and inefficiencies 20
............................................................
1.4 A new model for care management 23
................................................................
1.5 Care management and personalisation 25
.........................................................
2. Rethink Brokerage 27
................................................................................................................
2.1 Funding brokerage 29
...........................................................................................................
3. Invest in Community 31
..........................................................................................................
3.1 Strengthen Information Networks 33
....................................................................
3.2 Extend Peer Support 34
.....................................................................................................
3.3 Use Community Organisations 36
.............................................................................
3.4 Engage Service Providers 37
..........................................................................................
3.5 Ensure Professional Advice 38
......................................................................................
4. Next Steps 41
.....................................................................................................................................
Writings 46
............................................................................................................................................
Websites 46
...........................................................................................................................................
Acknowledgements 47
...................................................................................................................
The Centre for Welfare Reform 47
......................................................................................
Paradigm 47
..........................................................................................................................................
Appendix - Costs of Care Management 48
.............................................................
6
ARCHITECTURE FOR PERSONALISATION
preface
Martin Farran | Executive Director of Adult Social Services,
Barnsley Metropolitan Borough Council.
I welcome this report that offers guidance to local leaders
on the systems and support that needs to be in place to
assist citizens in maximising taking control over their lives,
as we rise to the challenge of developing a community
based and sustainable approach to social care, based on
personalisation, across the Yorkshire and Humber region.
We will continue to work with local people to hear their
experiences of the real journey of self-directed support, to
learn together and to facilitate real change with a move
towards systems that are truly empowering to citizens and capable of constant
improvement.
The personalisation model, discussed in detail within this report is an emerging
model of good practice that can be successfully extended outside of adult social
services to enable citizens and their families to build stronger links within their
communities and to develop a body of knowledge within local communities,so that
local people can advise and guide each other.
Key to developing an architecture for personalisation that enables citizens to
develop their own personal capacity is the requirement to develop and stimulate 7
co-ordinated and accessible information services, to extend the community sector,
to engage with local providers of care and support services, to redefine the care
management role and to further explore peer support.
This report proposes that we reflect upon our earlier experiences of personalisation
across the region and work together to bring about change that rebalances the
relationship between the citizen and the state, making better use of the skills and
talent of local people, organisations and communities.
In Yorkshire and the Humber we already have a firm foundation and many assets
to build upon, drawing on local experience of what works to develop a shared
infrastructure for personalisation. Through working with local people, the
communities in which they live and a range of organisations in the statutory and
third sector we can ensure a meaningful and personalised care and support system.
A report from tHe Centre for WelfAre reform in association with pArADIGm
ARCHITECTURE FOR PERSONALISATION
Summary
The Yorkshire & Humber Joint Improvement Partnership aimed to implement
personalisation in adult social care in a way that was self-critical and
developmental. This report, which was commissioned by Barnsley as part of the
regional Personalisation Programme, describes the work of the region to develop
the new architecture for personalisation in a way that is progressive, realistic and
consistent with the underlying values of personalisation. In summary this means:
1. Be realistic about the resources available for the new architecture, in particular
focus on re-designing the care management function
2. Focus on reinvesting current and any efficiencies from the care management
system into community-based support, in particular
3. Make local systems easy to use and self-navigate
4. Encourage, extend and deepen available information networks
5. Expect and facilitate peer support as an essential component of the system
6. Build an expectation of support for personalisation into current commissioning
arrangements with community organisations
7. Enable service providers to plan with people at the earliest opportunity
8. Discourage an over-reliance on paid professional support for planning, instead
focus such support where it is really needed
9. Agree a regional strategy for developing the architecture for personalisation,
continuing to develop and share innovations as resources become tighter
8
This call for greater realism and an increased attention to cost control and the
minimisation of unnecessary infrastructure will seem particularly relevant to the
new economic environment for public services. But these are good principals at all
times – waste is a form of injustice – taking resources away from those who really
need them.
A report from tHe Centre for WelfAre reform in association with pArADIGm