EAST MIDLANDS JOINT IMPROVEMENT PARTNERSHIP

PERSONALISATION PROGRAMME BOARD

‘Delivering Choice and Control’

TERMS OF REFERENCE

  1. Programme Purpose

To drive a regional improvement and efficiency programme to support allEast Midlandscouncils todeliver the personalisation of their adult social services in line with the objectives of Putting People First, Transforming Adult Social Care Circular and the Progress Measures for the Delivery of Transforming Adult Social Care Servicesthrough prioritised work programmes.

  1. Deliverables

The Board will monitor delivery using:

  • key milestones agreed with the JIP Executive for specific projects that have received regional funding
  • Putting People First TASCmilestones set out in Progress Measures for the Delivery of Transforming Adult Social Care Services
  • key outcomes to be agreed with the JIP Executive and allocated to the Personalisation Programme Board
  • programmes agreed by the Personalisation Programme Board
  1. Programme structure and accountability arrangements

The Personalisation Programme Board will operate as one of the Programme Boards under the auspices of the East Midlands Joint Improvement Partnership Programme for adult social care.

It will report to the JIP Executive, and operate within the Terms of Reference of the JIP Executive. It will take the lead in those areas allocated to it as set out in Appendix 1, which are theChoice and Control quadrant of Putting People First the whole story, also referred to as the TASC 12.

It will develop, commission and deliver projects to deliver the regional priorities as viewed by the Directors of Adult Social Services (DASS) and their personalisation leads and partners for personalisation.

It will work actively with the Prevention and Early Intervention Board on the prevention and early intervention quadrant of Putting People First; and with the JIP Executive in relation to the universal offer and the development of social capital quadrants of Putting People First.

It will work closely with the East Midlands Strategic Health Authority to implement Putting People First across the health service, commissioning and delivering projects as needed to deliver the regional priorities.

The Regional Programme will be kept under review and will develop and implementwork programmes covering the following areas of the Regional JIP:

Area of work / Relevant TASC
1 / Reablement / 2
2 / Universal information and advice for all / 3
3 / The Common Assessment Framework (CAF) across Health and social care, self assessment and proportionate assessment / 4
4 / Mainstreaming person centred plans as related to Self Directed Support / 5
5 / Personal Budgets systems / 6
  • Resource Allocation Systems, (to include Finance related issues)
/ 6
  • Direct Payments
/ 6
6 / Support planning and brokerage / 8
7 / Safeguarding aspects of personalisation / 9
8 / Workforce planning and development for personalisation / 12
9 / ULOs/coproduction (ULOs by 2010)
10 / Mental health and personalisation
11 / Efficiency for personalisation

The Regional Programme will initially be implemented through the following programmes

Area of work / Sponsor / Project Lead / Project Officer
Efficiency PID / Paul McKay / Garry McKay
iMPOWER Programme / Ian Anderson / Giles Piercy / Joey Silva
Skills for Care Workforce Remodelling Project / Jan Clark / Anisha Waka / Amanda Ashworth / Christine Collymore
Mental Health and personalisation –
Aspects of the Personalisation PID / Jill Guild / Sue Batty and SHA Relationship Managers Project Officer - each Council/PCT to nominate
ULOs / Co-production / Jan Clark

TheSelf Directed SupportNetwork will report to the Personalisation Programme Board. There are currently four subgroupsthat report to the Self Directed Support Network:

Sub group / Responsible officer
Resource Allocation Systems
(to include finance relatedissues) / David Clayton, Leicestershire County Council
Direct Payments / Bob Edge, Leicestershire County Council
Workforce Development and Training / Heidi Wong, Nottingham City Council

The Personalisation ProgrammeBoard will provide an informed and effective regional personalisation network which:

•provides access to the latest information and advice

•captures inputs/ outputs and outcomes to support local quality assurance

•provides active peer challenge between authorities across the region

The Personalisation Programme Board will seek to influence other programme boards, for examplewith theWorkforce Board on matters relevant to the personalisation objectives and with the Market Development Board on market development and stimulation.

The Personalisation Programme Board will ensure that robust project management arrangements are in place for each project including specifically funded projects

  • A Project Initiation Document (PID) for each funded project, which has been developed with engagement of members of the relevant programme board
  • Each funded project will have a senior manager sponsor, usually from the local authority or NHS, who will oversee the project and report back to the relevant programme board
  • Each funded project will have a project lead

ThePersonalisation ProgrammeBoard will have an elected member lead for Adult Social Care who will report back to the Elected Members quarterly meeting.

  1. Funding decisions

The Personalisation Programme Board will be responsible for ensuring that the public money allocated to it through the JIP Executive fromnational funding streams allocated by Department of Health andCLG and regional funding streams allocated by the NHS and East Midlands Improvement and Efficiency Partnership (EMIEP)are used to deliver the programme board objectives and provide good value for money.

The Personalisation Programme Board will make recommendations to the JIP Executive for investment forDepartment of Health or CLG funds allocated to support adult social care and investment proposals for EMIEP to help drive forward the transformation of adult social care with in the Boards remit.

  1. Programme Board key objectives

5.1.To provide the leadership for development of East Midlandspersonalisation programmes of work, making sure that:

  • there is a coherent personalisation programme of work, through which both the funding and capacity in the range of agencies providing support come together to provide a coordinated work programme (eg, Skills for Care, CSED, IMPOWER, in Control)
  • the specific projects will add value as regional pieces of work
  • there is coherence between the Personalisation Programme Board and other JIP Programme Boards
  • there is challenge as well as support

5.2.To ensure that the objectives of Putting People First transformation are delivered through the Personalisation Programme Board workstreams. This will involve:

  • assessing priorities across the regions and delivering programmes of work to support the objectives allocated to the Personalisation Programme Board
  • monitoring delivery against agreed milestones
  • reviewing the programme on an annual basis to assess progress and understand where there may be gaps

5.3.To ensure that the Putting People First TASC milestones set out in Progress Measures for the Delivery of Transforming Adult Social Care Services are met (appendix 2)

5.4.To ensure that there is effective programme management in place:

  • complying with the reporting requirements of the JIP Executive, keeping it informed about the outcomes being achieved and exception reporting for areas not achieved
  • complying with the over-arching programme methodology and reporting arrangements (where there is funding from the EMIEP), which will meet the requirements of the East Midlands Improvement and Efficiency Partnership
  • establishing similar programme methodology and reporting requirements for projects reporting to the Personalisation Programme Board

5.5.To stay abreast of national and regional policy and good practice developments and communicate effectively and engage with stakeholders

  1. Membership

The following are full members of the Personalisation Programme Board:

  • Executive Director (Adult Services Group), Lincolnshire County Council (chair)
  • East Midlands Elected Member Lead Adult social Care portfolio holder for Lincolnshire County Council
  • Programme Manager (Making Care Personal; Your Choice Your Life), Derbyshire County Council
  • Assistant Director, Derby City Council
  • Assistant Director, Leicestershire County Council
  • Assistant Director, Leicester City Council
  • Head of Service, Access & Personalisation,Lincolnshire County Council
  • Head of Personalisation, Northamptonshire County Council
  • Programme Director – Transformation of Social Care, Nottinghamshire County Council
  • Resources, Risk and Programme Director, Nottingham City Council
  • Assistant Director, Rutland County Council

The following are members of the Board, representing regional / national agencies:

  • Regional Development Officer – New Types of Worker, Skills for Care
  • Personalisation Lead, Department of HealthEast Midlands (GOEM)
  • Care Services Programme Manager, East Midlands Improvement & Efficiency Partnership
  • East Midlands Lead,in Control
  • East MidlandsStrategic Health Authority Lead for Personal Health Budgets
  • Valuing People Regional Health and Person Centred Planning Lead

The following receive paper for information and may be invited to attend meetings:

  • Implementation Manager, CSED
  • Strategic Relationship and Programme Manager, Strategic Health Authority

The Board is supported by:

  • Personalisation Programme Director
  • Personalisation Programme Support Officer
  1. Meeting arrangements

The Personalisation Programme Board will meet bi-monthly. Administrative support will be provided through Lincolnshire County Council.

Agreed: March 2009

Reviewed and agreed: September 2009

Review date: April 2010

Appendix 1

TASC 12 – Choice & Control quadrant of Putting People First

Area of work
To be in place by 2011 / Board responsible for monitoring
1 / Integrated working with NHS and partners to shift strategically from crisis intervention to a more holistic, proactive and preventive model / Prevention & Early Intervention
2 * / Incentivised commissioning to achieve 3 way strategic balance between:
  • prevention
/ Prevention & Early Intervention
  • early intervention
/ Prevention & Early Intervention
  • reablement
/ Personalisation
  • intensive support for high level/complex needs
/ Market Development
3 / Universal information and advice for all – first stop shop model, including self funders and those who self assess / Personalisation
4 * / Common Assessment Framework across Health & Social Care. / Personalisation
  • Greater use of self-assessment and proportionate contact and full social care assessments

  • Staff more active in brokerage and advocacy

5 / Mainstreaming PCP and self directed support. People have choice & control over how to meet their needs. / Personalisation
6 * / Personal budget system to maximise choice and control. Supports increased use of Direct Payments. All eligible for statutory support should have a personalised budget. / Personalisation
7 * / Mechanisms to involve families and carers as care partners, with training to enable carers to develop skills and confidence. Evidence of views central to all developments / Prevention & Early Intervention
8 / Advocacy, peer support and brokerage to enable people to exercise choice and control, linking to User Led Organisations / Personalisation
9 / Safeguarding arrangements to support people’s decision making where necessary.
The specific development and application of supported risk taking toolsfor SDS has been allocated toPersonalisation / Safeguarding & Personalisation(for SDS issues)
10 / Active membership of local/regional personalisation network. Accessing latest information, advice/support. Incorporating quality assurance from information systems monitoring outcomes. / Personalisation
11 / Market development and stimulation strategy – actions to deliver changes / Market Development
12 / Workforce with capacity and capability to deliver choice and control. Trained and empowered to work with people enabling them to manage risk and resources. / Workforce & Personalisation (for SDS issues)
* 4 Key components:
1. Three-way strategic balance - Prevention; early intervention and reablement; intensive support for high level/complex needs.
2. A Common Assessment Framework across Health & Soc Care.
3. All eligible for statutory support should have a personalised budget.
4. Mechanisms involving families and carers as Care Partners whose views are central to all developments.

Appendix 2

Progress Measures for the Delivery of Transforming Adult Social Care Service

April 2010 / October 2010 / April 2011
Effective partnerships with People using services, carers and other local citizens / That a communication has been made to the public including all current service users and to all local stakeholders about the transformation agenda and its benefits for them.
That the move to personal budgets is well understood and that local service users are contributing to the development of local practice. [By Dec 2009]
That users and carers are involved with and regularly consulted about the councils plans for transformation of adult social care. / That local service users understand the changes to personal budgets and that many are contributing to the development of local practice. / That every council area has at least one user-led organisation who are directly contributing to the transformation to personal budgets.(By December 2010)
Self-directed support and personal budgets / That every council has introduced personal budgets, which are being used by existing or new service users/ carers. * / That all new service users / carers (with assessed need for ongoing support) are offered a personal budget.
That all service users whose care plans are subject to review are offered a personal budget. ** / That at least 30% of eligible service users/carers have a personal budget.
Prevention and cost effective services / That every council has a clear strategy, jointly with health, for how it will shift some investment from reactive provision towards preventative and enabling/ rehabilitative interventions for 2010/11. Agreements should be in place with health to share the risks and benefits to the ‘whole system’. / That processes are in place to monitor across the whole system the impact of this shift in investment towards preventative and enabling services. This will enable efficiency gains to be captured and factored into joint investment planning, especially with health. / That there is evidence that cashable savings have been released as a result of the preventative strategies and that overall social care has delivered a minimum of 3% cashable savings.
There should also be evidence that joint planning has been able to apportion costs and benefits across the ‘whole system’.
Information and advice / That every council has a strategy in place to create universal information and advice services. / That the council has put in place arrangements for universal access to information and advice. / That the public are informed about where they can go to get the best information and advice about their care and support needs.
Local commissioning / That councils and PCTs have commissioning strategies that address the future needs of their local population and have been subject to development with all stakeholders especially service users and carers; providers and third sector organisations in their areas.
These commissioning strategies take account of the priorities identified through their JSNAs. / That providers and third sector organisations are clear on how they can respond to the needs of people using personal budgets.
An increase in the range of service choice is evident.
That councils have clear plans regarding the required balance of investment to deliver the transformation agenda. / That stakeholders are clear on the impact that purchasing by individuals, both publicly (personal budgets) and privately funded, will have on the procurement of councils and PCTs in such a way that will guarantee the right kind of supply of services to meet local care and support needs.

*The ADASS/LGA survey showed 8% was already the national average in March 09 (although it also suggested that the majority of authorities were below this average). It is believed that Councils should have reached a 10% minimum target by March 2010, if they are going to guarantee the 30% target for 2011; the survey itself indicated that only around 20 authorities were not expecting to have reached a 10% level by March 2010.

**Given the expectation that service users receive reviews at least annually,this milestone may in itself drive an allocation of PBs in excess of the 30% target for April 2011.

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