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Impact – enabling short breaks for disabled children
Key Elements of Personalisation for Providers
Some thoughts collected from successful providers in adult services
November 2012
Where has this material come from
The experiences of three main organisations - but
especially based on the thoughts of Doreen Kelly from
Partners for Inclusion, Scotland
HFT
Natural Breaks, Merseyside
The Direction of Travel
Moving away from
Moving Towards
A provide and place approach Individually tailored support to
achieve agreed outcomes
All in one packages of support Separately priced elements
Block contracts
Individual contracts with
families and young people
Pooling funding within the
organisation
Individual service funds
Generic support workers
Individually recruited support
Factors that are important for succe
• Staying local so access is easy and cheaper
• A willingness to provide tailored services in line with
person centred plans
• The money relates to the individual and is not pooled
• A willingness to see short breaks as only part of the
whole picture
• Able to work in partnership with the family, young
person and the council
• Staying small and person-centred
Essential Components…
• Individualised Funding
• Dedicated and matched staff
• Child centred decisions
• A positive ‘can do’ culture seeking the best outcomes
for the individual
•Service Design & Working Policy is clear and ‘lived’
•Good agreements with families
•Organisational design (size matters)
Things for providers to do
• Providers will need to price things clearly
• Market what they can offer
• Be clear about conditions of delivery and notice
periods
• Both councils and providers need to adapt
finance systems (to cope with contributions from
personal budgets)
• Both councils and providers need to provide
training for all stakeholders
• Check regularly with the council how fast the
speed of change is expected to be
The Money Principles
• Decisions are made as close to the child as possible
• Too much money reduces creativity
• If you have the money, work with the families and children
to choose what to do with it
• Money should be transparent and monitored
• Most of the money should be spent on the service
• Staff should have flexible contracts
Financial arrangements
For the Organisation:
Income Received from
Council/local Authority for
Child as ISF or from family
as a direct payment
Central Management/
Administration Charges
Support Salaries
Service Management
Fee
Support
Expenses
Training
/Recruitment
Insurance
Pot
Other costs e.g.
Specialist input
The possible future scene
• Many families will opt for something individual to meet their
child and family’s needs
• Many families will continue using existing services but this
will lessen over time
• Some people will want existing services to do more for them
but in a more customised way
Possible take up of services via brok
• Some families will be able to organise their own support
with help from family and friends and they might manage
to do this for free or at low cost
• Some families may need help to do this either from the
council or an independent broker
• A few people in crisis or who don’t have many natural
supports may need someone to make arrangements for
them but short breaks should be pre-planned
Marketing
• There is advice on marketing produced by ACEVO:
https://www.acevo.org.uk/Document.Doc?id=773
• Glen Crosier’s blog:
http://www.sellingcare.co.uk/about/
Final thoughts
The success of personalisation ... is almost entirely
dependent on the knowledge, skills & confidence of
the workers employed to manage the process as well
as those staff who work with people on a day-to-day
basis.
Andrew Tyson
At Partners for
Inclusion you don’t
have problems,
you have learning
experiences
No problem is too big for an
individualised service, inbuilt flexibility allows
change as necessary.
Doreen Kelly
Support worker