Developing your idea
Before you start to think about how you will develop your idea for personalised services, you may wish to know more about Personalisation and Self-directed support and the impact they may have on adult social care in Hampshire. This can be found on this site at 'Understanding our approach'.
Whether you are a new organisation or whether you already provide services, you may wish to use the 3 step framework below to consider how best you can develop your ideas to make the most of the opportunities that may be available through personalisation.
Review where you are now
The first step, whether you are wanting to deliver personalised services for the first time or want to expand your current service provision, is to get a really good understanding of where you currently are. To do this, use managers, staff and service users or friends and colleagues to conduct a review of your current situation. There are many ways to do this, but you may wish to use the review tools below to support you with this work.
Cambridgeshire County Council have produced a checklist designed to support providers self assess their current status in terms of their readiness for Personalisation.
In addition there are a number of other organisations who are developing progress checklists for providers. One example you may wish to review is a joint work between Helen Sanderson Associates and In-Control.
Another example has been developed by SCIE and the Voluntary Organisations Disability Group.(NB you have to register with SCIE before being able to access the toolkit).
Decide what you want to do
Before you start thinking about what your actual services or products will look like, you should think, and be clear, about why you are wanting to start to deliver personalised services and what you are hoping to achieve.
Vision, aims and values
When deciding what it is you want to do, it is a good idea to understand why you want to deliver social care support services. One way to do this is to develop, or review, your vision, aims and values. This, basically, means setting down what you want to achieve and how you wish to achieve it. By doing this you will always have a written record of what it is you set out to do and provide you with a sound base on which to develop your organisation and services.
What to provide and who to provide it to
When you are clear about what it is you are trying to achieve, then you can start to develop your idea more fully. When deciding what it is you want to deliver (your product), you should also be thinking about who will want to buy your service or product (your customer) and how many of those people that want to buy your product there are in the population (your market).
If you do not have a big enough market and enough customers to sustain your product, then your provision will fail. This failure may impact on you (emotionally and financially), your staff (by losing their jobs), your local market and community (a reduction in provision) and more importantly on the individual receiving your service (through having to change their services).
You will need to decide on what support product or products you need to develop or continue, for example a more traditional social care service (for example domiciliary care) or a new or different type of support service.
You will need to consider who will want to buy your product(s).
You will need to understand how many customers who want to buy your products there are in the population.
Plan how you will get there
It's been said that businesses don't plan to fail – they fail to plan.
When you have decided on your vision, aims and values and the product(s) (your products) you want to provide and customers you want to support (your customers), you will need to plan how you will deliver your product(s) to the people who may want them (your market).
For existing organisations this may mean some changes. SCIE (Social Care Institute for Excellence) have identified three key action points that may support change, which are leadership, employee involvement and stakeholder involvement in the change. These are discussed further in the SCIE document, People management knowledge review 16 - Improving social and health care services.
It is likely, though, that the changes required will be different for each organisation, as each organisation is:
Set up differently - culturally as well as operationally
Starting from a unique position
And will have different objectives and be striving to achieve different outcomes
For all organisations, new or existing, there are likely to be a number of key questions you need to be asking yourselves:
How will you let the people who may want your support service know about it (Your marketing)?
What staff will you need to deliver your support service (Your team)?
How will you finance the delivery of your support service (Your finance)?
What else do you need to start/run an organisation to deliver your support service (Your business framework)?
There are a number of ways you can plan how to turn your idea into a working product, but one of the most important things to do, whatever technique you use, is to write your plans down. One frequently used methods of doing this is to write a business plan (Your business plan).
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