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Personalisation through person-centred thinking with older people
- Authors:
- SANDERSON Helen, BAILEY Gill, BOWERS Helen
- Journal article citation:
- Community Connecting, 23, November 2009, pp.14-16.
- Publisher:
- Community Connecting
Using case examples, this article describes the Practicalities and Possibilities Development Programme, which was developed by the Older People's Programme, the Centre for Policy on Ageing and Helen Sanderson Associates to help councils and their NHS partners work together to improve outcomes for older people using a range of person-centred techniques, and has been running in 9 local authorities in England over 18 months. The programme includes a resource pack containing lessons and stories showing how the areas (Bournemouth, Buckinghamshire, Cheshire, Cumbria, Dorset, Enfield, Hounslow, Leicester, and Tameside) created a personalised approach using different person-centred tools to learn who the older person is, what is important to them and how they want to be supported. The article sets out the lessons from the local authorities' work for helping older people experience the benefits of personalisation, including involving older people from the start both individually and collectively to identify key priorities, developing partnerships, the importance of a strategic approach with support from a senior lead, investing in creating the right conditions for change, and recognising that it is change both for staff and for older people and families.
Co-producing change with older people: how person-centred reviews can inform strategic commissioning
- Authors:
- BENNET Sam, SANDERSON Helen, BAILEY Gill
- Journal article citation:
- Working with Older People, 13(4), December 2009, pp.24-27.
- Publisher:
- Emerald
Working Together for Change, a systematic process using person-centred information from reviews and support plans, collates and analyses this information to provide insight into what does and doesn’t work in people’s lives. In early 2009, the Department of Health’s ‘Putting People First’ programme collaborated with Helen Sanderson Associates and four councils to test and refine this method. Using the story of Dennis, 82, this article describes the process, and why it is important. The WTfC initiative focuses on three specific aspects of care – what is working, what is not working, and what is wanted in the future. By discussing issues, both positive and negative, in a workshop setting, care managers were able to collate information into common groups, and identify issues which need addressing. Showing that WTfC can drive strategic change in organisations, the authors suggest that with this tried and tested tool councils can now ensure that changes in adult social care can now be co-developed and co-produced with older people and their families. As well as helping those undertaking Joint Strategic Needs Assessment, WTfC can provide a way to understand and measure personalisation of care programmes by generating and analysing qualitative data for commissioning.