1 / Natasha Koerner / 24.07.16
1.1 / Natasha Koerner / Additional MD activity, budget/spend added / 06.09.16
1.2 / Jonathan Crutchfield / Clarification and expansion (3.2 3.3, 3.4) / 09.09.16
2 / Natasha Koerner / Links to WFD added, changes made as per leads mtg / 13.09.16
This is a live document and subject to regular updates
Integrated Personal Commissioning learning and development portfolio
Purpose
The intention of this portfolio is to provide a range of opportunities to realise the five key shifts that will demonstrate when integrated personalised commissioning is happening for Portsmouth residents.
To achieve these five key shifts will require a changein behaviouracross professional boundaries that are inclusive of the voluntary and community sector and also within communities and individual homes. Those involved in the development and delivery of health and social care services want their customers/clients/service users/patients to have a good experience, to achieve as much as they are able and to have as good a quality of lifeas possible. Where barriers to achieving this exist, issues include internal systems and processes, financial and time constraints and trust. Behaviour changeswill take time, as will identifying the right systems and processes required to support a behaviour change. There is no one learning and development programme that can be offered, but through provision of a series of opportunities these changes can happen.
Alongside behavioural changes integrated working will require new methodologies to be employed. In some cases, how an aspect of working can be carried out has yet to be identified and this is acknoweldged within the portfolio.
Budget
The total learning and development budget for 2016-17 is £25,000. £10,000 is allocated to the care and supprt planning (PB) workstream and £5,000 is allocated to market development. Should backfill be required to enable participation this should come from training allocation.
There are other budget lines that will also be utilised, for example, the events and communications budgets where appropriate. Unless otherwise stated, the expected budget spend refers to funding from the learning and development budget. Budgets are subject to change as the learning and dvelopment opportunities are coordinated.
Budget line / £ Amount / Responsible person* / StatusPHB pilot - OP / 6,000 / DD - all / Fully allocated
PHB pilot - child / 9,000 / VR - all / Partially allocated
Events / 10,000 / JG - 3,000
JC - 3,000 / Partially allocated
Communications / 10,000 / BR / Partially allocated
L&D/Organisation development / 25,000 / JC - 5,000
DD/VR - 10,000 / Fully allocated
*If not identified, responsibility lies with the Programme Manager
L&D opportunity / £ L&D budget / £ Other budget
1. / Motivational Speaker / 1,100 (events)
1,000 (comms, BR budget)
2. / Peer Leader training / 1,000
3.1 / MD Commercial training / 5,000
3.2 / MD Modular learning / 2,000 (JC budget) / 2,000 (events)
3.3 / SSE Placement / 3,605
3.4 / Local SSE development / 2,500 / 1,500 (events - JC budget)
4.1 / CSP Planning Live / 3,500 (DD/VR budget, backfill) / 9,000 (PHB Pilot - child)
4.2 / Outcomes and Personalisation / 2,000 (DD/VR budget)
4.3a / Care Planning Development / 2,000 (DD/VR budget)
4.3b / A different conversation / 2,000 (DD/VR budget / 300 (comms)
4.4 / Personal Budgets process / 750 (DD/VR budget)
£24,355
Learning styles
The portfolio of opportunities takes into account different preferences to learning and previous learning and development opportunities that have been successfully employed or not.
IPC as part of a wider workforce development strategy
Behaviour changes take time. There needs to be an inclination to do things differently, time freed up for training and subsequent application, and processes amended to allow for that application. There is a significant amount of change occuring within the health and social care sector, which brings both risk and opportunity. Risks include duplication, limited sign-up and conflicting learning and development opportunity. With such considerable changes taking place there is an opportunity to maximise impact by aligning activity.
Other activity supported by, or supporting, this portfolio are detailed below.
Better Care Fund Workforce Development Activity
Funding secured through Health Education England (Wessex) has supported workforce development initiatives in the City.
- Free access to Dementia units of the QCF was made available to all health and social care providers in the city including volunteers and unpaid carers with a total of 460 units were delivered.
- A series of videos were produced to support Solent NHS and PCC staff moving into locality teams to understand each other's roles and identify the opportunities co-location and eventually integration would present. The videos can be found using this link; are also available on DVD with BSL.
- A conference for health and social care staff was delivered and enabled their contribution to the plans for co-location and integrated working. The 'Blue Print' for the city was shared in order to set the context.
SE ADASS Project Plan
Workforce Development representatives from all of the local authorities with ASC responsibilities are working on an action plan for the region to address key themes. The action plan recognises the challenges for social care in recruitment and retention of staff and is delivering a series of Values Based Recruitment training events across the region to support better recruitment practice. A memorandum of Cooperation around Social worker agency fees is also being worked on along with sharing examples of good practice in workforce development.
Health Education England (Wessex) Local Workforce Development Group
Representatives from NHS trusts and Local Authorities in the SHIP area are working together to share best practice in relation to workforce development and look for ways to work together and share capacity. One off-shoot from this is the Centre of Excellence that has been set up through the National Skills Academy for Health.
Work with social care providers in Portsmouth
A workforce development event is planned to support employers in the city to look at recruitment and retention of staff and help inform a workforce development strategy, coordinated by the Integrated Commissioning Service, for the city.
TCP Workforce Working Group
This is a SHIP-wide working group that is looking at workforce development needs for the learning disabilities sector in both health and social care.
SHIP Skills for Care Employer Network
Chaired and hosted by PCC this group looks to support workforce development across the social care sector by sharing best practice, supporting information events and ensuring employers are accessing funding and resources available to them.
W:\ICU\1. Team Folder\IPC\L&D 1
Learning and development offer
- Motivational speaker, social media offer
Context: A motivational speaker has been sourced to present to strategic leaders at the CCG Public Forum and the IPC Peer Network. His presentation is designed to influence and empower. The speaker has presented at national conferences, speaking on the personal benefits of true integration, including an honest appraisal of what works and doesn't and the personal difficulties faced by those with complex health and social care needs. The recording will be publised locally and shared on social media.
IPC key shifts:
A proactive approach to improving your experience of care and preventing crises
A different conversation with the people involved in your care focussing on what's important to you
A shift in control over the resources available to you, your carers and family
A community and peer focus to build your knowledge, confidence and connections
A wider range of care and support options tailored to your needs and preferences
Target audience: Strategic leaders and current IPC experts by experience (on the day), and members of the public with health & wellbeing needs (via social media).
Budget: £1100 (events), £1000 (communications)
Date/s: TBC. To be linked in with TLAP's ISF support.
Lead: Natasha Koerner
Outcomes:
- Increased understanding of the benefits of integration and how that translates at an individual level
- Increased understanding of the opportunities to be gained through increasing choice and control
- Greater interest in self-management and shared responsibility with professionals
- A focus on assets as part of the solution
- Increased take up of personal budgets
- Peer leader training
Context: Peer leaders are able to facilitate a change in community culture through mentoring and/or as a role model. Peer groups are powerful influences on the attitudes and behaviours of their members and this training opportunity will focus on empowering individuals to have greater choice and control, and greater confidence and understanding in discussing desired outcomes and ambitions. Peer leaders, who are also experts by experience, are most effective when working within their peer group: it is necessary to identify peer leaders from each cohort, including AMH in preparation for next year. 12 peer leaders will be supported to further develop their skills and knowledge.
Once trained/confident, peer leaders will attend community events, existing meetings and two to one sessions with individuals to enhance the care and support plans (for lone working purposes, peer leaders will not be expected to meet other individuals alone).
IPC key shifts:
A proactive approach to improving your experience of care and preventing crises
A different conversation with the people involved in your care focussing on what's important to you
A shift in control over the resources available to you, your carers and family
A community and peer focus to build your knowledge, confidence and connections
A wider range of care and support options tailored to your needs and preferences
Target audience: Peer leaders with experience of health and/or social care need and support, including those with caring responsibilities.
Budget: £1000
Date/s: Refer to Peer Network Engagament Plan
Lead: James Gagliardini
Outcomes:
- Greater number of peer leaders in the community
- Increased take up of care and support plans
- Improved quality of care and support plans
- Increased community resilience
- Market Development
3.1 Commercial training (bespoke)
Context: This training recognises a shift from business to business (B2B) to business to consumer training (B2C). The culture of health and social care customers is changing naturally as expectations of cost and quality increase, service and product information is readily available via the internet/social media, and individuals are able to choose services and products (whether through a personal, notional or managed budget). Whilst this offers potential for new markets it is also vital for existing organisations to consider how to market themselves and their products to consumers, including public sector. Larger companies have considerable budgets and experience in selling their services and products: this training will encourage attendees to recognise the sales-aspects of their role and behaviours and messages that would encourage B2C trading.
Bespoke training will be provided by a company used by PCC's commercial sales team where quality has been established. Experience indicates a maximum attendance of 35 people and expectations are for cross-organisation/sector representation.
IPC key shifts:
A shift in control over the resources available to you, your carers and family
A wider range of care and support options tailored to your needs and preferences
A different conversation with the people involved in your care focussing on what's important to you
Target audience: Multi-disciplinary front line staff from health, social care, education and organisations from the voluntary, community and social enterprise sector.
Budget: £5000 (JC, from MD training)
Date/s: completed by December 2016
Lead: Natasha Koerner and Debbie Benham, supported by Jonathan Crutchfield
Outcomes:
- Greater understanding of B2C commissioning
- Existing business retained
- New business increased
- Improved sales functions (rates, quality etc.)
3.2 Market Readiness (Modular Learning)
Context:Portsmouth's VCSE sector is diverse in size, skill levels, functional capacity, geographical spread and service range. Our start-out position assumes differing levels of confidence among VCSE groups and organisations to engage in new and different ways of working, including collaboration, co-design of services, sub-contracting and direct delivery in an increasingly consumer based economy. IPC heralds increasing opportunities, choice and greater personalised budgetary control. We must therefore assume a ramping up in levels of sophistication among consumers of health and care services and therefore in the need for community groups and organisations to adapt and learn to play a new role within the local health and care economy. Progress levels within the VCSE sector in developing greater business readiness differs and may be due to a number of factors including gaps in understanding (IPC), business skills, the development of business processes, planning and managing change, resource levels and governance. The list goes on.
The MD and IPC Evaluation workstreams have jointly developed a 'Market Readiness Tool' (launched June 2016) which is expected to provide intelligence, indicating where Learning and Development needs are greatest within the VCSE sector as well as private and statutory businesses. Until responses have been returned and collated, we will not know precisely 'what or where' IPC MD resources should be deployed to have greatest effect. We anticipate a range of demands and therefore plan to offer a modular series of learning events (seminars, interactive workshops, action learning sets) to take place during autumn and winter (2016/17), assuming a maximum of eight 'sessions' with possible / suggested topics including:
- Co-production for better personalised outcomes
- Effective networking
- Collaboration and co-designed services
- Data Protection / basic information governance
- Managing change
- Workforce planning and development
- Debtor management
- Bid writing (confirmed: 8 & 15 November)
- Business planning for improved sustainability
- Project management
- Mentoring and 1:1 consultancy support
Sessions will be dependent on the evaluation of the market readiness survey.
IPC Key Shifts:
A different conversation with the people involved in your care focussing on what's important to you
A shift in control over the resources available to you, your carers and family
A community and peer focus to build your knowledge, confidence and connections
A wider range of care and support options tailored to your needs and preferences
Target audience:Senior staff, directors and board members (VCSE, private and statutory providers, supporters and suppliers - health, social care and education sectors)
Budget: Up to £500 per session (Total £4,000, including £2,000 from events and £2,000 from L&D)
To avoid duplication, market readiness training will build on and plan around other training funded by PCC (£6k) and CCG (£15k) and provided via Action Portsmouth.
Dates:November 2016 - March 2017
Lead: Jonathan Crutchfield
Outcomes:
- Participants will gain awareness and core business skills leading to improved business readiness in personalised commissioning for health and social care.
- Local businesses including those within the VCSE will be better positioned to operate successfully within a growing and developing health and social care economy.
3.3School for Social Entrepreneurs placement sponsorship
Context: A year long programme of input from experienced entrepreneurs, workshops, social enterprise visits, action learning and individual business mentoring. The SSE covers the tools needed to operate an effective and sustainable business – marketing, finance, legal structures, funding, social impact, etc. and offer ongoing networks for fellows of the school.The Hampshire SSE is sponsored by The Lloyds Bank Foundation and is delivered in accordance with the nationalSchool for Social Entrepreneurs. One placement would be offered to a local VCS organisation with service/s and/or products that could improve health, education and/or social care outcomes for individuals. Organisations will be invited to submit and expression of interest detailing how this placement could support their organisation in delivering the IPC key shifts, and a final decision will be made by the IPC Peer Network.
A unique benefit for an aspiring Portsmouth entrepreneur on the Hampshire SSE Programme would be to benefit from learning from other entrepreneurs developing business models in a range of business areas but most importantly, through shared learning opportunities with a peer, funded through the Hampshire IPC programme.
IPC key shifts:
A shift in control over the resources available to you, your carers and family
A community and peer focus to build your knowledge, confidence and connections
A wider range of care and support options tailored to your needs and preferences
Target audience: Small Portsmouth-based VCS organisations
Budget: £3605
Date/s: TBC
Lead: Jonathan Crutchfield
Outcomes:
- Sustainable business model for VCS organisation
- Greater awareness of IPC through sponsorship promotion
3.4Local SSE development
Context: A successful Portsmouth SSE graduate of the Hampshire School for Social Entrepreneurs will run a mini Portsmouth City programme based on the SSE model. This will stimulate entrepreneurial growth and innovation through the development of a sustainable business plan, offering greater choice and skill within Portsmouth's health and care economy. It will pull-in expertise from the Hampshire SSE, providingtailored tutorials and support (similar to 3.3 above) and offer placements for 12 VCS organisations.
Organisations will be invited to submit and expression of interest detailing how the programme could support their organisation in delivering the IPC key shifts. Final decisions will be made by the IPC Peer Network.
IPC key shifts:
A shift in control over the resources available to you, your carers and family
A community and peer focus to build your knowledge, confidence and connections
A wider range of care and support options tailored to your needs and preferences
Target audience: Small Portsmouth-based VCS organisations
Budget: £4000 (including £2,500 from L&D, £1,500 from events - JC budget)
Date/s: TBC
Lead: Jonathan Crutchfield
Outcomes:
- Sustainable business model for VCS organisations
Care and Support Planning