... at examples of service personalisation, and how tackling the four barriers of affordibility, availability, accessibility and acceptability can help more people to use public transport. The key principles of personalisation and how they relate to bus services are then discussed.
This paper explores some of the ways in which buses, as a universal service, can be personalised so that a much wider range of people can use them, be more mobile and reduce the demand for targeted forms of transport. It shows how the current policy drivers and innovations within bus services align with the aims of personalisation. The paper covers the broad policy context. It then looks at examples of service personalisation, and how tackling the four barriers of affordibility, availability, accessibility and acceptability can help more people to use public transport. The key principles of personalisation and how they relate to bus services are then discussed.
Subject terms:
low income, personalisation, social inclusion, transport, access to services;
This guidance is aimed at commissioners across children’s services. It describes how the whole system needs to be changed in order to improve outcomes for children, young people and families, and will be of particular interest to those looking to improve outcomes through personalisation and personal budgets. It draws particularly on experience and knowledge gained from the personalisation of services for disabled children and young people over the last decade. The guidance is laid out using the 4 stages of the commissioning cycle: understand; plan; do; and review. The ‘understand’ section contains an explanation of personalisation and the changes to traditional commissioning required if it is to be established. The ‘plan’ section explains how to plan for personalisation and contains examples of ‘must do’ standards and paragraphs from commissioning policies which are needed to establish personalisation fully. The ‘doing’ section explains how to implement these changes, by far the hardest part of the commissioning cycle. The ‘review’ section explains how to build in a review system that includes and respects the views of children, young people and families and places these at the core
This guidance is aimed at commissioners across children’s services. It describes how the whole system needs to be changed in order to improve outcomes for children, young people and families, and will be of particular interest to those looking to improve outcomes through personalisation and personal budgets. It draws particularly on experience and knowledge gained from the personalisation of services for disabled children and young people over the last decade. The guidance is laid out using the 4 stages of the commissioning cycle: understand; plan; do; and review. The ‘understand’ section contains an explanation of personalisation and the changes to traditional commissioning required if it is to be established. The ‘plan’ section explains how to plan for personalisation and contains examples of ‘must do’ standards and paragraphs from commissioning policies which are needed to establish personalisation fully. The ‘doing’ section explains how to implement these changes, by far the hardest part of the commissioning cycle. The ‘review’ section explains how to build in a review system that includes and respects the views of children, young people and families and places these at the core of the system.
Subject terms:
personal budgets, personalisation, planning, change management, childrens social care, commissioning;
The white paper Equity and Excellence: Liberating the NHS stresses that better integrated health and social care services at all levels of the system are essential to improving outcomes for local people. This briefing paper explores how health and care integration can be achieved alongside the major changes driving the future of health and care such as personalisation, the need to deliver more
The white paper Equity and Excellence: Liberating the NHS stresses that better integrated health and social care services at all levels of the system are essential to improving outcomes for local people. This briefing paper explores how health and care integration can be achieved alongside the major changes driving the future of health and care such as personalisation, the need to deliver more services for less money, and GP commissioning. The paper sets out the strengthened case for integration driven by personalised services in a more austere financial climate. It goes on to look at the opportunities to bring services together, and explores the choices confronting local leaders on culture, commissioning and service provision. It argues that there will be no one way in which the new commissioning and provider arrangements in health and social care will develop, and that integration will have to take many different forms depending on the local environment. Three scenarios, referred to as ‘totally local’, ‘alliances for integration’, and ‘whole health economy’, are described to illustrate how this can be achieved under different local conditions.
Subject terms:
integrated services, NHS, personalisation, social care provision, commissioning, financial management, health care;
This briefing paper provides an overview of personalisation and outlines what needs to be done to make the most of what personalisation can offer. The introduction explains how using personalisation as short hand for the use of personal budgets takes too narrower a view. The paper looks at the main characteristics of personalisation, which it lists as: outcomes, not services; people as active co-producers; building and using people's capacity and social capital. The four linked elements of personalisation: universal services; individual and social capital; targeted services outside of personal budgets; and individual purchasing. The paper then provides brief examples of how public services can be more personalised, including family group conferences and transport services; the policy context
This briefing paper provides an overview of personalisation and outlines what needs to be done to make the most of what personalisation can offer. The introduction explains how using personalisation as short hand for the use of personal budgets takes too narrower a view. The paper looks at the main characteristics of personalisation, which it lists as: outcomes, not services; people as active co-producers; building and using people's capacity and social capital. The four linked elements of personalisation: universal services; individual and social capital; targeted services outside of personal budgets; and individual purchasing. The paper then provides brief examples of how public services can be more personalised, including family group conferences and transport services; the policy context and the leadership implications.
... have been identified: the promotion of reading and informal learning; access to digital skills and services including e-government; and measures to tackle social exclusion, build community identity and develop citizenship. This paper shows how the current policy drivers and innovations within library and information services align with the aims of personalisation. It can be seen from the small range of examples covered in this paper that no one innovation meets all of the requirements of personalisation. Sections include: policy drivers; examples of tackling social exclusion; and the key principles of personalisation.
Whilst the term ‘personalisation’ is not in common use in library and information services the work that libraries have undertaken to ensure their services are socially inclusive demonstrates how library and information services (LIS) can be personalised. The Department for Culture Media and Sport recognises tackling social exclusion as one of the three main tasks of the LIS. Three main areas have been identified: the promotion of reading and informal learning; access to digital skills and services including e-government; and measures to tackle social exclusion, build community identity and develop citizenship. This paper shows how the current policy drivers and innovations within library and information services align with the aims of personalisation. It can be seen from the small range of examples covered in this paper that no one innovation meets all of the requirements of personalisation. Sections include: policy drivers; examples of tackling social exclusion; and the key principles of personalisation.
Subject terms:
information services, information technology, digital skills, personalisation, social inclusion, citizenship;
... key principles and the role played by user-led organisations, personalisation, co-production and self-help ; examine how commissioning has evolved over the last three decades and how the current model is moving towards asset-based commissioning; and describe the paradigm shift involved in moving from conventional to asset-based commissioning and synthesises a wide range of asset-based commissioning
(Edited publisher abstract)
This publication provides an overview of asset-based practice and looks at the development of asset-aware and asset-based commissioning. It makes the case for adopting asset-based commissioning to improve outcomes for individuals and the community and outlines the implications for stakeholders, systems, behaviours and relationships of making this change. Asset-based commissioning is an approach which enables people and communities to become equal co-commissioners and co-producers and make the best use of all assets. The publication includes many examples of past and current innovations and looks at how they could be further developed and implemented at scale to achieve improved, economic, environmental and social outcomes. Key sections: look at the development of asset-based practice, its key principles and the role played by user-led organisations, personalisation, co-production and self-help ; examine how commissioning has evolved over the last three decades and how the current model is moving towards asset-based commissioning; and describe the paradigm shift involved in moving from conventional to asset-based commissioning and synthesises a wide range of asset-based commissioning practices into a unified model. The final section provides a guide to where and how to get started in developing asset-based commissioning and explores how to do this at scale.
(Edited publisher abstract)
Subject terms:
commissioning, co-production, community development, models, personalisation, self-help, outcomes, case studies, person-centred care;
Sets out a strategy, which can be adapted locally, for how health and wellbeing boards can fulfil new wellbeing and prevention duties under the Care Act. The framework supports the development of strong and inclusive communities and indicates how people, communities and services can more effectively and efficiently work together to co-produce outcomes. The framework incorporates key areas of action for the health and wellbeing boards, which include: keep people at the centre and focus on their outcomes; focus on both assets and needs; focus on all levels of prevention; rethink integration; target people with two or more long term conditions; work through universal service providers; enable community and cross-sector systems leadership; develop a new approach to health and wellbeing strategies; and adopt a collaborative approach to priority setting and savings. The framework has been trialled with a number of trailblazer health and wellbeing boards each of whom refined and adapted it to reflect local circumstances.
(Edited publisher abstract)
Sets out a strategy, which can be adapted locally, for how health and wellbeing boards can fulfil new wellbeing and prevention duties under the Care Act. The framework supports the development of strong and inclusive communities and indicates how people, communities and services can more effectively and efficiently work together to co-produce outcomes. The framework incorporates key areas of action for the health and wellbeing boards, which include: keep people at the centre and focus on their outcomes; focus on both assets and needs; focus on all levels of prevention; rethink integration; target people with two or more long term conditions; work through universal service providers; enable community and cross-sector systems leadership; develop a new approach to health and wellbeing strategies; and adopt a collaborative approach to priority setting and savings. The framework has been trialled with a number of trailblazer health and wellbeing boards each of whom refined and adapted it to reflect local circumstances.
(Edited publisher abstract)
Subject terms:
integrated care, communities, community development, social inclusion, personalisation, co-production, prevention, Health and Wellbeing Boards;
This paper examines how integrated service networks could be used to provide personalised, outcome-focused services. Using as an example the fictitious ‘Netborough’, the paper shows how local partnerships might set out to meet the challenge of improving services of older people and people with learning disabilities. It describes how networks are organised, the arrangements for care management and support brokerage, and the implications for commissioning, market management and governance. ‘Netborough’ is invented as a way of setting out and drawing together the strands of thinking and requirements in the green paper ‘Independence, Well-being and Choice’, and the white paper ‘Our health, our care, our say’, and is designed to stimulate discussion and debate amongst people working in or concerned with, service provision.
This paper examines how integrated service networks could be used to provide personalised, outcome-focused services. Using as an example the fictitious ‘Netborough’, the paper shows how local partnerships might set out to meet the challenge of improving services of older people and people with learning disabilities. It describes how networks are organised, the arrangements for care management and support brokerage, and the implications for commissioning, market management and governance. ‘Netborough’ is invented as a way of setting out and drawing together the strands of thinking and requirements in the green paper ‘Independence, Well-being and Choice’, and the white paper ‘Our health, our care, our say’, and is designed to stimulate discussion and debate amongst people working in or concerned with, service provision.
Subject terms:
integrated services, joint working, learning disabilities, older people, personalisation, person-centred care, service brokerage, care 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