Sets out the role of personal budgets in supporting integrated care. This is a presentation given at Integrated Care Summit 2016, looking at: personalisation and choice; Integrated Personal Commissioning (IPC) and personal budgets; and Hampshire’s vision and journey to implementing personal budgets.
(Edited publisher abstract)
Sets out the role of personal budgets in supporting integrated care. This is a presentation given at Integrated Care Summit 2016, looking at: personalisation and choice; Integrated Personal Commissioning (IPC) and personal budgets; and Hampshire’s vision and journey to implementing personal budgets.
(Edited publisher abstract)
Subject terms:
integrated care, personal budgets, personalisation, choice, personal health budgets;
The commissioning role is changing as a result of personalisation, and in particular because of the wider implementation of personal budgets. As money is devolved to individuals, the role of the council in directly purchasing services, often through block contracts, is reducing, and purchasing decisions should rest with personal budget holders. Commissioners should concentrate on creating a local
The commissioning role is changing as a result of personalisation, and in particular because of the wider implementation of personal budgets. As money is devolved to individuals, the role of the council in directly purchasing services, often through block contracts, is reducing, and purchasing decisions should rest with personal budget holders. Commissioners should concentrate on creating a local infrastructure that enables choice and control within these arrangements. Meeting this challenge requires a range of coordinated action by commissioners and providers working together with the citizen at the centre. A more nuanced set of relationships is needed where commissioners work with statutory partners to better integrate care and support and with suppliers, communities and individuals to shape the range of services available. This briefing explores what is meant by market shaping and proposes a simple framework for understanding and planning market shaping activity. It sets out a range of practical approaches that local authorities and their partners can take to shaping local markets of care and support, illustrates where innovative practice in market shaping and provider development is leading to real change, and describes delivery mechanisms that enable greater flexibility and choice and control within commissioned services. It also trails forthcoming materials and practical aids to be launched over the coming months by the consortium.
Subject terms:
joint working, personal budgets, personalisation, service users, social care provision, commissioning, market development;
Content types:
practice guidance, statutory guidance, government publication
... pressure and the drive to integration. It also reviews the learning and progress to date around personalisation in social care and personal budgets in health and social care and describes the broader implications of personalisation for the health and social care system, drawing on evidence of what works. This falls into three areas: focusing on wellbeing including the role of the voluntary sector,
(Edited publisher abstract)
An outline of the reforms introduced by the Integrated Personal Commissioning (IPC) programme with its focus on people-powered commissioning of health and social care and on the extended use of personal health budgets and integrated personal budgets across health and social care. The report sets out the context for the reforms, highlighting the raising demand for health and social care, financial pressure and the drive to integration. It also reviews the learning and progress to date around personalisation in social care and personal budgets in health and social care and describes the broader implications of personalisation for the health and social care system, drawing on evidence of what works. This falls into three areas: focusing on wellbeing including the role of the voluntary sector, connecting people to informal resources, peer support and universal services that contribute to wider determinants of health and wellbeing and improve patient experience; transforming commissioning with people, families and carers to enable a shift in resources, reshape the range of care and support options available and create the infrastructure needed for people to access what they need; and supporting self-management through a person-centred approach across health and care, so that people have holistic personal care and support plans and can access personal budgets with minimum fuss and maximum flexibility where appropriate.
(Edited publisher abstract)
Subject terms:
person-centred care, personalisation, NHS, personal budgets, integrated services, wellbeing, commissioning, self care, personal health budgets;
The provider blueprint is an online resource providing information to shows how organisations can work in person-centred ways to deliver personalised services. This includes providing support to people who have personal budgets. The blueprint is divided into six main categories: People (covering leadership, recruitment, supervision and appraisal, and training); Money (covering contracts, financial information, and costs); Support (covering enabling, personalised, natural/peer support); Community (covering contributing, connecting, and taking part); Learning and change (covering reviews and improvements); Back office (covering IT, communications and marketing). The sub-headings represent key areas for change by provider organisations. The text under each heading describes what the best and most innovative practice looks like against that category and case studies which show how providers are working towards these goals.
The provider blueprint is an online resource providing information to shows how organisations can work in person-centred ways to deliver personalised services. This includes providing support to people who have personal budgets. The blueprint is divided into six main categories: People (covering leadership, recruitment, supervision and appraisal, and training); Money (covering contracts, financial information, and costs); Support (covering enabling, personalised, natural/peer support); Community (covering contributing, connecting, and taking part); Learning and change (covering reviews and improvements); Back office (covering IT, communications and marketing). The sub-headings represent key areas for change by provider organisations. The text under each heading describes what the best and most innovative practice looks like against that category and case studies which show how providers are working towards these goals.
Subject terms:
management, organisational development, organisations, personal budgets, personalisation, person-centred care, social care provision, case studies, change management;
This report draws on the learning from six councils and shows how they have begun to change their approach to contracting, service development and provider relationships to be more compatible with the aims of personalisation and personal budgets. It provides a summary of the main components of the contractual models identified (personal budgets, service personalisation and outcomes focused of the Personalisation Toolkit.
This report draws on the learning from six councils and shows how they have begun to change their approach to contracting, service development and provider relationships to be more compatible with the aims of personalisation and personal budgets. It provides a summary of the main components of the contractual models identified (personal budgets, service personalisation and outcomes focused framework contracts), a framework for understanding the relationship between them and a brief account of the key messages from the case studies. The case studies discussed are from the London Borough of Barking and Dagenham; Bath and North East Somerset Council; Lancashire County Council; Manchester City Council, West Sussex Council and Wigan Council. The report should be read alongside other components of the Personalisation Toolkit.
Subject terms:
local authorities, models, outcomes, personal budgets, personalisation, person-centred care, service development, social care provision, case studies, contracts;
Content types:
practice example, practice guidance, government publication
Working together for change is an approach to engagement with people using services to review their experiences and determine priorities for change. It can be used to ensure that co-production with local people and families is at the heart of social care transformation programmes. This report describes a six stage process that uses person centred information - such as person centred reviews, person centred plans or support plans - to inform strategic change and commissioning. The report explains why working together is important, looks at the information sources that can be used in commissioning and then discusses the six stage process. The six-stages are identified as: gathering the person-centred information; transferring the information into a useable format; clustering the information into agreed themes; analysing the information; action planning; and sharing the information. The process has been tested with four councils and some of their comments about using 'working together for change' are included in the evaluation section of the report.
Working together for change is an approach to engagement with people using services to review their experiences and determine priorities for change. It can be used to ensure that co-production with local people and families is at the heart of social care transformation programmes. This report describes a six stage process that uses person centred information - such as person centred reviews, person centred plans or support plans - to inform strategic change and commissioning. The report explains why working together is important, looks at the information sources that can be used in commissioning and then discusses the six stage process. The six-stages are identified as: gathering the person-centred information; transferring the information into a useable format; clustering the information into agreed themes; analysing the information; action planning; and sharing the information. The process has been tested with four councils and some of their comments about using 'working together for change' are included in the evaluation section of the report.
Subject terms:
joint working, personalisation, person-centred care, person-centred planning, social care provision, user participation, commissioning, co-production;
Outlines the emerging Integrated Personal Commissioning (IPC) framework, drawing on learning from the first year of delivery. Specific components of the IPC model are clarified, with particular emphasis given to those that add the greatest impact and value for people using health and care services. IPC is a new approach to joining up health, social care and other services (such as education for children and young people) for people with complex, ongoing physical, social and mental health needs and those who are at high risk of crises at the level of each individual. It enables people, carers and families to control the resources available and to shape their own care. It also supports people to make the most of the community resources around them and to develop their knowledge, skills and confidence. It does this through targeted peer support, community capacity building and an expanded role for the VCSE sector in preventing or reducing the need for unplanned care. The framework key components include: proactive coordination of care - person-level costings generating an Individual Statement of Resources; community capacity and peer support - coordinated, low level community and peer support routinely offered; personalised care and support planning - multidisciplinary IPC teams deliver person-centred care and support planning tailored to the level of “patient activation”; choice and control - integrated personal budgets blend funding from health, social care and education; and personalised commissioning and payment - contracting and payment approaches incentivising personalised care.
(Edited publisher abstract)
Outlines the emerging Integrated Personal Commissioning (IPC) framework, drawing on learning from the first year of delivery. Specific components of the IPC model are clarified, with particular emphasis given to those that add the greatest impact and value for people using health and care services. IPC is a new approach to joining up health, social care and other services (such as education for children and young people) for people with complex, ongoing physical, social and mental health needs and those who are at high risk of crises at the level of each individual. It enables people, carers and families to control the resources available and to shape their own care. It also supports people to make the most of the community resources around them and to develop their knowledge, skills and confidence. It does this through targeted peer support, community capacity building and an expanded role for the VCSE sector in preventing or reducing the need for unplanned care. The framework key components include: proactive coordination of care - person-level costings generating an Individual Statement of Resources; community capacity and peer support - coordinated, low level community and peer support routinely offered; personalised care and support planning - multidisciplinary IPC teams deliver person-centred care and support planning tailored to the level of “patient activation”; choice and control - integrated personal budgets blend funding from health, social care and education; and personalised commissioning and payment - contracting and payment approaches incentivising personalised care.
(Edited publisher abstract)
Subject terms:
complex needs, person-centred care, personal budgets, commissioning, integrated care, joint commissioning, personalisation, peer support, capacity building, multidisciplinary teams, choice, community care, voluntary sector;
The Blueprint for Personalised Care and Support shows how organisations can work in person-centred ways to deliver personalised services. This includes providing support to people who have personal budgets, but also goes well beyond social care. The blueprint is based on work done in partnership with people with support needs, their carers and families by over 30 provider organisations and 12 councils across England. Each section of the blueprint shows how providers are changing the ways they work and includes practical case studies and other materials produced by providers working together with people they support and commissioners. The blueprint is divided into five main categories, including people, support, community, learning and change and back office and describes what the best and most innovative practice looks like against each category. Under each heading are relevant materials which show how, in practice, providers are working towards these goals. The case studies have been drawn from across the country and include case studies from the National Provider Development programme and others obtained as a response to a national call out by the Association of Directors of Adult Social Services and the National Market Development Forum.
(Edited publisher abstract)
The Blueprint for Personalised Care and Support shows how organisations can work in person-centred ways to deliver personalised services. This includes providing support to people who have personal budgets, but also goes well beyond social care. The blueprint is based on work done in partnership with people with support needs, their carers and families by over 30 provider organisations and 12 councils across England. Each section of the blueprint shows how providers are changing the ways they work and includes practical case studies and other materials produced by providers working together with people they support and commissioners. The blueprint is divided into five main categories, including people, support, community, learning and change and back office and describes what the best and most innovative practice looks like against each category. Under each heading are relevant materials which show how, in practice, providers are working towards these goals. The case studies have been drawn from across the country and include case studies from the National Provider Development programme and others obtained as a response to a national call out by the Association of Directors of Adult Social Services and the National Market Development Forum.
(Edited publisher abstract)
Subject terms:
personalisation, person-centred planning, social care provision, social inclusion, personal budgets, contracts, social care staff, recruitment, case studies, costs, person-centred care;