Housing Care and Support, 11(1), July 2008, pp.20-25.
Publisher:
Emerald
The new local government performance framework, in combination with the move to greater personalisation in services, creates a very new funding environment for housing with care and support. From the Public Service Agreement (PSA) on achieving settled accommodation for individuals at risk of exclusion, through to the impact of local joint strategic needs assessments and individual budgets, the principles and mechanisms of the new joint commissioning culture create more opportunities for providers to articulate the needs of the client group served, and to assert the case for more joined-up and responsive services. This may require different skills and new styles of leadership at local level, and providers who have become adept at being competitors may need to re-discover the skills of partnership. Meanwhile, new social exclusion policy frameworks are emerging for supported accommodation, which can support moves way from institutional care for those with mental health problems. This author discusses this changing environment.
The new local government performance framework, in combination with the move to greater personalisation in services, creates a very new funding environment for housing with care and support. From the Public Service Agreement (PSA) on achieving settled accommodation for individuals at risk of exclusion, through to the impact of local joint strategic needs assessments and individual budgets, the principles and mechanisms of the new joint commissioning culture create more opportunities for providers to articulate the needs of the client group served, and to assert the case for more joined-up and responsive services. This may require different skills and new styles of leadership at local level, and providers who have become adept at being competitors may need to re-discover the skills of partnership. Meanwhile, new social exclusion policy frameworks are emerging for supported accommodation, which can support moves way from institutional care for those with mental health problems. This author discusses this changing environment.
Young Minds Magazine, 61, November 2002, pp.34-35.
Publisher:
YoungMinds
The Department of Health's publication of the "Breaking Down the Barriers" strategy for development sets out to identify practical ways in which existing counseling provision can be improved and increased. Crucially, the strategy seeks to promote the benefits of joint working between statutory services, and young people's information and counseling services.
The Department of Health's publication of the "Breaking Down the Barriers" strategy for development sets out to identify practical ways in which existing counseling provision can be improved and increased. Crucially, the strategy seeks to promote the benefits of joint working between statutory services, and young people's information and counseling services.
Subject terms:
joint working, joint planning, mental health problems, young people, counselling, Department of Health, financing;
This report examines community businesses that deliver health and wellbeing services to address the needs of individuals and communities, including those who are vulnerable and disadvantaged. It focuses primarily on the factors that enable health and wellbeing community businesses to thrive. The research used a qualitative approach to conduct 10 case studies of community businesses delivering services with a primary focus on mental or physical health across England. These included business delivering statutory public services under contract from the public sector, user funded health and wellbeing services, leisure and sports activities; and vocational and volunteering activities for therapeutic and rehabilitation. It highlights key findings in the following areas: types of wellbeing activities and outcomes, sources of income and business models, the role of partnerships and business support, navigating tensions between commercial and social objectives, managing staff and volunteers, scaling-up impact and managing declining income. The research found that in the continued climate of austerity, community businesses are struggling to be sustainable as there is increased competition for the limited funding available. The report makes a number of policy recommendations. These include for central and local government to recognise the potential of community businesses to deliver effective services local areas and ease the pressure on the wider NHS and for commissioners of health services to better use the Social Value Act to consider the wider social impact of the services they commission, which will help community businesses to flourish. This report was produced by researchers at CEEDR at Middlesex University and Social Enterprise UK, and funded by Power to Change.
(Edited publisher abstract)
This report examines community businesses that deliver health and wellbeing services to address the needs of individuals and communities, including those who are vulnerable and disadvantaged. It focuses primarily on the factors that enable health and wellbeing community businesses to thrive. The research used a qualitative approach to conduct 10 case studies of community businesses delivering services with a primary focus on mental or physical health across England. These included business delivering statutory public services under contract from the public sector, user funded health and wellbeing services, leisure and sports activities; and vocational and volunteering activities for therapeutic and rehabilitation. It highlights key findings in the following areas: types of wellbeing activities and outcomes, sources of income and business models, the role of partnerships and business support, navigating tensions between commercial and social objectives, managing staff and volunteers, scaling-up impact and managing declining income. The research found that in the continued climate of austerity, community businesses are struggling to be sustainable as there is increased competition for the limited funding available. The report makes a number of policy recommendations. These include for central and local government to recognise the potential of community businesses to deliver effective services local areas and ease the pressure on the wider NHS and for commissioners of health services to better use the Social Value Act to consider the wider social impact of the services they commission, which will help community businesses to flourish. This report was produced by researchers at CEEDR at Middlesex University and Social Enterprise UK, and funded by Power to Change.
(Edited publisher abstract)
Subject terms:
social enterprises, health, wellbeing, mental health problems, financing, models, joint working, staff management, service development, service provision, case studies;
joint working, joint planning, local authorities, mental health problems, mental health services, multidisciplinary services, planning, resource allocation, social policy, child and adolescent mental health services, community care, financing, grants, health care;
Breaks down the grant into the core grant, non London locations, and CAMHS.
Breaks down the grant into the core grant, non London locations, and CAMHS.
Subject terms:
joint working, joint planning, local authorities, mental health problems, mental health services, multidisciplinary services, planning, resource allocation, social policy, social services, child and adolescent mental health services, community care, financing, grants, health care;
Provides an overview of the development of mental health services for children and young people (CAMHS) in England and Wales. Assesses its current position in relation to the national policy agenda, and draws conclusions about how services are likely to change in the future. The comments are based on the author's extensive experience of working as a consultant with CAMHS and on a database of information on over 40 specialist teams.
Provides an overview of the development of mental health services for children and young people (CAMHS) in England and Wales. Assesses its current position in relation to the national policy agenda, and draws conclusions about how services are likely to change in the future. The comments are based on the author's extensive experience of working as a consultant with CAMHS and on a database of information on over 40 specialist teams.
Subject terms:
interagency cooperation, joint working, mental health problems, mental health services, organisational structure, policy, service development, young people, child and adolescent mental health services, children, financing;
Discusses the importance of early intervention with young people with mental health problems and the role of early intervention in psychosis (EIP) teams.
Discusses the importance of early intervention with young people with mental health problems and the role of early intervention in psychosis (EIP) teams.
Subject terms:
joint working, intervention, mental health problems, mental health services, staff, treatment, therapy and treatment, young people, assessment, early intervention, financing;
Breaks down the grant into the core grant, non London locations, and CAMHS.
Breaks down the grant into the core grant, non London locations, and CAMHS.
Subject terms:
joint working, joint planning, local authorities, mental health problems, mental health services, multidisciplinary services, planning, resource allocation, social policy, social services, child and adolescent mental health services, community care, financing, grants, health care;
Breaks down the grant into the core grant, non London locations, and CAMHS.
Breaks down the grant into the core grant, non London locations, and CAMHS.
Subject terms:
joint working, joint planning, local authorities, mental health problems, mental health services, multidisciplinary services, planning, resource allocation, social policy, social services, child and adolescent mental health services, community care, financing, grants, health care;
joint working, joint planning, local authorities, mental health problems, mental health services, multidisciplinary services, planning, resource allocation, social policy, social services, community care, financing, grants, health care;