One of three linked papers providing advice and thinking around reducing bureaucracy in the delivery of personal budgets. This document provides a best practice lean operating model for personalisation, illustrating the fundamental requirements of a care management system. Areas covered include: access to good information; advice and help to choose; service shaping and supply; initial customer contact; crisis and rapid response; enablement; resource allocation; financial assessment and benefit check; and ongoing support, review and protection. Each section has a process model, a list of points to consider and avoid, examples and useful links.
One of three linked papers providing advice and thinking around reducing bureaucracy in the delivery of personal budgets. This document provides a best practice lean operating model for personalisation, illustrating the fundamental requirements of a care management system. Areas covered include: access to good information; advice and help to choose; service shaping and supply; initial customer contact; crisis and rapid response; enablement; resource allocation; financial assessment and benefit check; and ongoing support, review and protection. Each section has a process model, a list of points to consider and avoid, examples and useful links.
Subject terms:
personalisation, procedures, care management, care planning;
Journal of Integrated Care, 21(2), 2013, pp.91-104.
Publisher:
Emerald
Purpose – The purpose of this paper is to examine the persistent challenges in implementing care management within the context of integration. In addition the appropriateness of the care management model will be considered within the current, personalisation focused, health and social care policy landscape. The paper draws upon a recent evaluation of a care management and assessment pilot project specific and persistent challenges remain. Professional and organisational boundaries, communication and information sharing remain key challenges. Policy imperatives have shifted the emphasis in community care services towards self-care, co-production and personalisation contributing to a lack of clarity over the place of care management within the broader integration agenda.
Research
(Publisher abstract)
Purpose – The purpose of this paper is to examine the persistent challenges in implementing care management within the context of integration. In addition the appropriateness of the care management model will be considered within the current, personalisation focused, health and social care policy landscape. The paper draws upon a recent evaluation of a care management and assessment pilot project within a health and social care partnership in Scotland.
Design/methodology/approach – A multi-method approach was adopted, including interviews, vignettes and focus groups, in order to capture data around expectations in relation to the pilot as well as exploring processes and outcomes for those involved.
Findings – This paper argues that whilst progress has been made with regard to care management, specific and persistent challenges remain. Professional and organisational boundaries, communication and information sharing remain key challenges. Policy imperatives have shifted the emphasis in community care services towards self-care, co-production and personalisation contributing to a lack of clarity over the place of care management within the broader integration agenda.
Research limitations/implications – This research was undertaken in one partnership locality in Scotland and as such the findings are related to that particular area. However, the key messages arising from this paper resonate with the broader academic literature on care management and as such are likely to be of interest to a broader audience.
Originality/value – This paper brings together integrated working, care management and the developing policy framework of self-care to consider the challenges for care management in this context.
(Publisher abstract)
Subject terms:
care management, personalisation, integrated services, models, self care;
Health care professionals with administrative and managerial responsibilities will appreciate this book's proven, step-by-step methods for writing effective standards. This book reflects rapid changes in the delivery of health care and has been expanded to include standards for all clinical groups. Focuses on health care units that can be computerized and used to individualize care
Health care professionals with administrative and managerial responsibilities will appreciate this book's proven, step-by-step methods for writing effective standards. This book reflects rapid changes in the delivery of health care and has been expanded to include standards for all clinical groups. Focuses on health care units that can be computerized and used to individualize care
Subject terms:
personalisation, standards, access to information, carers, care management;
British Journal of Social Work, 40(8), December 2010, pp.2523-2537..
Publisher:
Oxford University Press
A current objective of social care policy in England is to provide more personalised care services. This has implications for the provision of community based care for frail older people. Using data from a national postal survey of local authorities in England, this paper explores whether a typology of commissioning, contracting and care management arrangements, key components in the delivery of social care, can be discerned through the analysis of a series of indicators. Over two thirds of local authorities responded and arrangements were categorised on an empirical basis, resulting in the formulation of seven categories of authority. These were found to vary in the level of activity in three domains: commissioning and contracting arrangements; employment practices; and flexibility in service provision at the level of the service user. The extent to which the typology constitutes a viable ideal type is explored, together with its relevance to the emergent policy agenda.
A current objective of social care policy in England is to provide more personalised care services. This has implications for the provision of community based care for frail older people. Using data from a national postal survey of local authorities in England, this paper explores whether a typology of commissioning, contracting and care management arrangements, key components in the delivery of social care, can be discerned through the analysis of a series of indicators. Over two thirds of local authorities responded and arrangements were categorised on an empirical basis, resulting in the formulation of seven categories of authority. These were found to vary in the level of activity in three domains: commissioning and contracting arrangements; employment practices; and flexibility in service provision at the level of the service user. The extent to which the typology constitutes a viable ideal type is explored, together with its relevance to the emergent policy agenda.
Subject terms:
local authorities, older people, personalisation, adult social care, care management, commissioning, contract procedures;
Journal of Care Services Management, 2(4), September 2008, pp.322-333.
Publisher:
Taylor and Francis
Oldham Council was chosen to become one of 13 pilot sites leading the implementation of individual budgets. It is currently well advanced in introducing individual budgets, with over 1,000 people having received an indicative amount and over 500 people having agreed support plans and self-directing their support. In this paper, the author outlines the challenges that face local authorities in the implementation of individual budgets and raises questions about some longer-term impacts of them upon commissioning, social care services and performance management.
Oldham Council was chosen to become one of 13 pilot sites leading the implementation of individual budgets. It is currently well advanced in introducing individual budgets, with over 1,000 people having received an indicative amount and over 500 people having agreed support plans and self-directing their support. In this paper, the author outlines the challenges that face local authorities in the implementation of individual budgets and raises questions about some longer-term impacts of them upon commissioning, social care services and performance management.
Subject terms:
local authorities, personal budgets, personalisation, resource allocation, care management, commissioning;
Oldham has been involved in both the Care Services Improvement Partnership's individual budgets project and In Control's self-directed support scheme. This article looks at Oldham has transformed its services the meet the new personalisation agenda.
Oldham has been involved in both the Care Services Improvement Partnership's individual budgets project and In Control's self-directed support scheme. This article looks at Oldham has transformed its services the meet the new personalisation agenda.
Subject terms:
local authorities, personal budgets, personalisation, self-directed support, change management, care management;
British Journal of Social Work, 50(7), 2020, pp.2063-2082.
Publisher:
Oxford University Press
Choice and control are pivotal in UK Government policy for achieving personalisation of social care for people with learning disabilities; however, little is known about the role care management plays in supporting people with learning disabilities finding social care services. This article explores that the support care managers provide people with learning disabilities, how care managers source
(Edited publisher abstract)
Choice and control are pivotal in UK Government policy for achieving personalisation of social care for people with learning disabilities; however, little is known about the role care management plays in supporting people with learning disabilities finding social care services. This article explores that the support care managers provide people with learning disabilities, how care managers source and use information to offer choice in relation to accommodation and support, with a focus on people receiving managed budgets. Qualitative interviews with eight care managers from two local authorities in the South East of England were analysed using thematic network analysis, producing three global themes. The first ‘shaping choice’ describes the role of the care management process and assessments have in determining opportunities for choice. The gathering and interpretation of quality information is explored in the second global theme, highlighting the role of visiting settings to understand their quality. ‘Choice in principle’ is the third global theme, whereby the factors shaping choice come to be seen as choice akin to that anyone else has. These findings have implications for future policy and practice in relation to care management for people with learning disabilities.
(Edited publisher abstract)
Subject terms:
decision making, staff views, learning disabilities, social care provision, choice, personalisation, care management, supported housing;
British Journal of Social Work, 47(1), 2017, pp.106-124.
Publisher:
Oxford University Press
Community aged care in Australia is facing both challenges and opportunities with the introduction of consumer-directed care and its goal to provide clients with greater choice and control over their care services. Such policy changes impact not only aged care organisations, but front line staff who manage and deliver care. This study investigated the work of front line staff and their perceptions of the impact of a changing policy landscape. Focus groups were conducted with thirteen care workers and six case managers from one Australian aged care organisation. The data revealed valuable information about the: daily activities of front line staff; information exchange mechanisms facilitating front line work; management of clients and client relationships; and implications of policy and organisational changes on front line work and clients. Front line staff highlighted the importance of care coordination, communication and continuity of care delivery, all of which impact on client relationships and quality of care. For aged care organisations and policy makers, the findings identify important areas for consideration when making decisions about changes to community care, including the key role of front line staff in fostering client relationships, providing consistency and continuity, balancing the needs and expectations of clients, and providing support and advocacy of care options.
(Publisher abstract)
Community aged care in Australia is facing both challenges and opportunities with the introduction of consumer-directed care and its goal to provide clients with greater choice and control over their care services. Such policy changes impact not only aged care organisations, but front line staff who manage and deliver care. This study investigated the work of front line staff and their perceptions of the impact of a changing policy landscape. Focus groups were conducted with thirteen care workers and six case managers from one Australian aged care organisation. The data revealed valuable information about the: daily activities of front line staff; information exchange mechanisms facilitating front line work; management of clients and client relationships; and implications of policy and organisational changes on front line work and clients. Front line staff highlighted the importance of care coordination, communication and continuity of care delivery, all of which impact on client relationships and quality of care. For aged care organisations and policy makers, the findings identify important areas for consideration when making decisions about changes to community care, including the key role of front line staff in fostering client relationships, providing consistency and continuity, balancing the needs and expectations of clients, and providing support and advocacy of care options.
(Publisher abstract)
Subject terms:
community care, care management, older people, personalisation, service provision, care workers, staff-user relationships, first line managers;
Practice guide which sets out how councils can meet Care Act 2014 guidance on implementing Individual Service Funds (ISF). Individual service funds are a way of using a personal budget which enables people with care needs to have flexible, personalised support, tailored to individual preferences without having to manage the responsibility of cash direct payments. The guide looks at the origins of ISFS, presents evidence from research on why ISFs can be useful, which groups are most likely to benefit from them and also provides evidence of efficiencies. The guide also covers the importance of flexible contracting and the need for service providers to be innovative in developing and designing support services. The resource is aimed at council commissioners and providers and has been commissioned by the Department of Health to support the implementation of the Care Act 2014.
(Edited publisher abstract)
Practice guide which sets out how councils can meet Care Act 2014 guidance on implementing Individual Service Funds (ISF). Individual service funds are a way of using a personal budget which enables people with care needs to have flexible, personalised support, tailored to individual preferences without having to manage the responsibility of cash direct payments. The guide looks at the origins of ISFS, presents evidence from research on why ISFs can be useful, which groups are most likely to benefit from them and also provides evidence of efficiencies. The guide also covers the importance of flexible contracting and the need for service providers to be innovative in developing and designing support services. The resource is aimed at council commissioners and providers and has been commissioned by the Department of Health to support the implementation of the Care Act 2014.
(Edited publisher abstract)
Subject terms:
Care Act 2014, commissioning, care management, contracts, personal budgets, local authorities, personalisation, care providers, social care provision;
This paper describes a co-ordinated service delivery model – the ‘house of care’ – that aims to deliver proactive, holistic and patient-centred care for people with long-term conditions. It incorporates learning from sites in England that are working to achieve these goals. It makes recommendations on how key stakeholders can work together to improve care for people with long-term conditions. The house of care metaphor illustrates the whole-system approach needed to improve care, and emphasises the interdependency of each part. Personalised care planning is at the centre; the left wall represents the engaged and informed patient; the right wall represents health professionals committed to partnership working; the roof represents organisational systems and processes; and the foundations represent a local commissioning plan that is responsive. The paper suggests that local providers and commissioners need to ensure that all the components of the house of care are in place, if the desired impacts are to be achieved. Some 3,000 practitioners in 26 communities have begun to introduce aspects of the house of care model via the Year of Care programme, an approach that links attitudes, skills and infrastructure.
(Edited publisher abstract)
This paper describes a co-ordinated service delivery model – the ‘house of care’ – that aims to deliver proactive, holistic and patient-centred care for people with long-term conditions. It incorporates learning from sites in England that are working to achieve these goals. It makes recommendations on how key stakeholders can work together to improve care for people with long-term conditions. The house of care metaphor illustrates the whole-system approach needed to improve care, and emphasises the interdependency of each part. Personalised care planning is at the centre; the left wall represents the engaged and informed patient; the right wall represents health professionals committed to partnership working; the roof represents organisational systems and processes; and the foundations represent a local commissioning plan that is responsive. The paper suggests that local providers and commissioners need to ensure that all the components of the house of care are in place, if the desired impacts are to be achieved. Some 3,000 practitioners in 26 communities have begun to introduce aspects of the house of care model via the Year of Care programme, an approach that links attitudes, skills and infrastructure.
(Edited publisher abstract)
Subject terms:
long term conditions, care management, social care provision, person-centred care, integrated services, care planning, quality assurance, personalisation, models;