This paper describes the concept of coproduction, its origins, benefits and how it works at an individual and community level. It argues that partnership with people and communities needs to be an embedded approach for leaders at all levels within healthcare. To truly tackle the scourge of health inequality and really make a difference to people’s lives, organisations cannot afford to work by themselves in a vacuum. Leaders and policy-makers need to unleash the power of people in the workforce and communities by embracing coproduction and personalised care, and growing collaborative, inclusive leadership across the public sector.
(Edited publisher abstract)
This paper describes the concept of coproduction, its origins, benefits and how it works at an individual and community level. It argues that partnership with people and communities needs to be an embedded approach for leaders at all levels within healthcare. To truly tackle the scourge of health inequality and really make a difference to people’s lives, organisations cannot afford to work by themselves in a vacuum. Leaders and policy-makers need to unleash the power of people in the workforce and communities by embracing coproduction and personalised care, and growing collaborative, inclusive leadership across the public sector.
(Edited publisher abstract)
Subject terms:
collaboration, co-production, user participation, personalisation, joint working;
ASSOCIATION OF DIRECTORS OF ADULTS SOCIAL SERVICES. WEST MIDLANDS JOINT IMPROVEMENT PARTNERSHIP, NHS WEST MIDLANDS
Publisher:
West Midlands Joint Improvement Partnership
Publication year:
2011
Pagination:
19p.
Place of publication:
Birmingham
Personalised care is for everyone, but some people will need more support than others to make choices about how they live their lives. This paper, commissioned by the West Midlands Joint Improvement Partnership (JIP) provides a framework for Councils in shifting the balance away from risk aversion towards supported positive risk taking. The aim is to share risk between the individual using services, their family, carers, professional care staff, third parties and the Council. Sections include: what is risk; what is positive risk taking; principles of working positively with risk; and risk assessment and identification. The advice given in this document does not replace any existing risk guidance; rather it seeks to highlight good practice, enabling Councils and health economies within the region to share expertise in developing this component of the transformation agenda. Councils and Health bodies may find the self-assessment tool included in this framework helpful as a starting point in understanding their current position.
Personalised care is for everyone, but some people will need more support than others to make choices about how they live their lives. This paper, commissioned by the West Midlands Joint Improvement Partnership (JIP) provides a framework for Councils in shifting the balance away from risk aversion towards supported positive risk taking. The aim is to share risk between the individual using services, their family, carers, professional care staff, third parties and the Council. Sections include: what is risk; what is positive risk taking; principles of working positively with risk; and risk assessment and identification. The advice given in this document does not replace any existing risk guidance; rather it seeks to highlight good practice, enabling Councils and health economies within the region to share expertise in developing this component of the transformation agenda. Councils and Health bodies may find the self-assessment tool included in this framework helpful as a starting point in understanding their current position.
Subject terms:
local authorities, personalisation, risk, self-directed support, collaboration;
Journal of Care Services Management, 5(1), January 2011, pp.29-34.
Publisher:
Taylor and Francis
Personalisation in Scotland is being developed in a complex policy context that differs in key aspects from that in the rest of the UK. This article outlines the current policy context and challenges faced in the delivery of the personalisation agenda, emphasising the commonalities and differences with the rest of the UK. It goes on to evaluate the initial stages of the implementation of personalisation for the local authority South Lanarkshire in conjunction with an independent sector provider. The article analyses the development of the strategy, including the decision to take a co-production approach, and the associated risks. It concludes by identifying the key lessons learned so far, and the future direction of the agenda
Personalisation in Scotland is being developed in a complex policy context that differs in key aspects from that in the rest of the UK. This article outlines the current policy context and challenges faced in the delivery of the personalisation agenda, emphasising the commonalities and differences with the rest of the UK. It goes on to evaluate the initial stages of the implementation of personalisation for the local authority South Lanarkshire in conjunction with an independent sector provider. The article analyses the development of the strategy, including the decision to take a co-production approach, and the associated risks. It concludes by identifying the key lessons learned so far, and the future direction of the agenda
Subject terms:
personalisation, risk, social policy, collaboration, co-production;
Great Britain. Department of Health and Social Care
Publication year:
2022
Place of publication:
London
... support with their mental health; supporting personalisation and continuing to promote and encourage choice and control for service users; and promoting equality, diversity and inclusion. The report also describes the key areas of work with partner organisations including: British Association of Social Workers (BASW); Music for Dementia; National Institute for Health and Care Excellence (NICE); National
(Edited publisher abstract)
The eighth annual report from the Chief Social Workers for Adults in England reviews progress to improve social work skills and practice and sets out national priorities for the coming year. The report describes: achievements from the last year and progress on the Chief Social Worker's priorities; social care reform and COVID recovery; investment in research; improving the lives of people needing support with their mental health; supporting personalisation and continuing to promote and encourage choice and control for service users; and promoting equality, diversity and inclusion. The report also describes the key areas of work with partner organisations including: British Association of Social Workers (BASW); Music for Dementia; National Institute for Health and Care Excellence (NICE); National Institute for Health Research (NIHR); Research in Practice; Skills for Care; Think Local Act Personal (TLAP); and the Principal Social Workers' Network.
(Edited publisher abstract)
Subject terms:
adult social care, social work, social workers, care reform, safeguarding adults, collaboration, personalisation;
This paper explores how adult social care is using digital solutions to promote personalisation and community resilience, how it is engaging with emerging technologies – and what the sector needs to consider as it looks to the future. A round-table event jointly hosted by ADASS and OLM in May set out to explore ways in which new technologies can help adult social care departments achieve
(Edited publisher abstract)
This paper explores how adult social care is using digital solutions to promote personalisation and community resilience, how it is engaging with emerging technologies – and what the sector needs to consider as it looks to the future. A round-table event jointly hosted by ADASS and OLM in May set out to explore ways in which new technologies can help adult social care departments achieve their objectives. It focused on how digital technology can help people remain in communities, how it can support developing social capital and community resilience, and what the future holds in terms of emerging technologies such as chatbots and artificial intelligence (AI). Key takeaways include: the pandemic has underscored the importance of enabling people to communicate via as wide a range of means as possible; digital solutions need to feel intuitive both for professionals and for the people being offered them; more intelligent use of data can support a shift away from reactive, process-driven social care towards a proactive and conversation-based model; local voluntary and community sector organisations should be closely involved in co-producing digital innovation projects; chatbots are an inherently limited technology but need to be given the opportunity to learn in order to be as effective as possible; emerging technologies necessitate a proactive approach to considering their impact on ethics and information governance, to ensure they support human decision-making rather than replacing it; the future will see a greater level of collaboration within open systems rather than competition between closed ones; senior leaders should seek to draw on the expertise of younger staff members and their professional networks as they consider digital solutions.
(Edited publisher abstract)
Subject terms:
digital technology, adult social care, personalisation, loneliness, artificial intelligence, information technology, collaboration;
Social Care and Neurodisability, 3(1), 2012, pp.5-13.
Publisher:
Emerald
This case study describes a 3 year period of collaborative work with a young man who sustained a brain injury at birth. The paper is jointly presented by the case manager in private practice and social worker in statutory services who worked together on this case. The article aims to describe a model of successful collaborative delivery of a personalised service between a social worker, case manager, and private practice. It demonstrates that where case management is available, albeit funded privately, it facilitates a model of successful collaborative delivery of a personalised service. The paper identified a number of elements that contribute to effective joint working: communication and the value of face to face meetings; maintaining the client's goals and needs at the centre of all decision making; joint responsibility and positive risk taking; understanding and valuing roles; rapid response to crisis situations and contingency planning; the need for planned and coordinated transition; knowledge of brain injury; autonomous decision making, supported at organisational level; and creativity. The findings are discussed with reference to: implementation of the personalised agenda; guidance and practice methods used by case managers in private practice; and understanding of the difficulties caused by brain injury in young people.
This case study describes a 3 year period of collaborative work with a young man who sustained a brain injury at birth. The paper is jointly presented by the case manager in private practice and social worker in statutory services who worked together on this case. The article aims to describe a model of successful collaborative delivery of a personalised service between a social worker, case manager, and private practice. It demonstrates that where case management is available, albeit funded privately, it facilitates a model of successful collaborative delivery of a personalised service. The paper identified a number of elements that contribute to effective joint working: communication and the value of face to face meetings; maintaining the client's goals and needs at the centre of all decision making; joint responsibility and positive risk taking; understanding and valuing roles; rapid response to crisis situations and contingency planning; the need for planned and coordinated transition; knowledge of brain injury; autonomous decision making, supported at organisational level; and creativity. The findings are discussed with reference to: implementation of the personalised agenda; guidance and practice methods used by case managers in private practice; and understanding of the difficulties caused by brain injury in young people.
Subject terms:
personalisation, social workers, young people, case management, case studies, collaboration, head injuries;
There is a need to better understand how authorities across England are approaching changes to the Adult Social Care workforce to ensure the objectives of personalisation are met. The Putting People First Consortium has gathered preliminary information from some key authorities to document their progress in transforming their workforce to make it fit for purpose. Key findings show that the majority of authorities surveyed undertook major workforce restructuring to implement the personalisation agenda, including changes to all workforce groups for both front line staff and management. Changes were made to facilitate joint working, either by joint management or merging teams. Changes were also made to strengthen the delivery of universal advice, guidance and preventative services, with the aim to resolve issues at the first point of contact. Senior management were restructured prior to any front-line changes in order to ensure a stable management tier. Some authorities used the opportunity to further streamline management and reduce manager to staff ratios. Ongoing priorities over the next 18 months include: delivering required efficiency targets whilst ensuring personalisation
There is a need to better understand how authorities across England are approaching changes to the Adult Social Care workforce to ensure the objectives of personalisation are met. The Putting People First Consortium has gathered preliminary information from some key authorities to document their progress in transforming their workforce to make it fit for purpose. Key findings show that the majority of authorities surveyed undertook major workforce restructuring to implement the personalisation agenda, including changes to all workforce groups for both front line staff and management. Changes were made to facilitate joint working, either by joint management or merging teams. Changes were also made to strengthen the delivery of universal advice, guidance and preventative services, with the aim to resolve issues at the first point of contact. Senior management were restructured prior to any front-line changes in order to ensure a stable management tier. Some authorities used the opportunity to further streamline management and reduce manager to staff ratios. Ongoing priorities over the next 18 months include: delivering required efficiency targets whilst ensuring personalisation remains at the core of any changes; helping staff through the cultural changes necessary to deliver new ways of working; understanding and measuring the impact of change on the workforce against expected outcomes; and supporting the growth of independent user-led support services
Subject terms:
local authorities, organisational structure, personalisation, adult social care, change management, collaboration;
Journal of Integrated Care, 19(2), April 2011, pp.22-29.
Publisher:
Emerald
This article questions whether traditional management approaches, based on leadership, training and piloting, is sufficient to achieve personalisation and deliver tangible changes to both service users and carers. The article suggests that a new approach to policy implementation is required – one which recognises that service improvement is an inherently collaborative activity. It concludes that it is necessary to take ownership of the issues that arise in the front line of service delivery, in order for true personalisation be achieved. This will require a degree of organisational change to integrate ‘learning and caring’ into everyday practice. The article ends by noting that the shift of responsibility for service improvement to the front line of service delivery may have a particular appeal,
This article questions whether traditional management approaches, based on leadership, training and piloting, is sufficient to achieve personalisation and deliver tangible changes to both service users and carers. The article suggests that a new approach to policy implementation is required – one which recognises that service improvement is an inherently collaborative activity. It concludes that it is necessary to take ownership of the issues that arise in the front line of service delivery, in order for true personalisation be achieved. This will require a degree of organisational change to integrate ‘learning and caring’ into everyday practice. The article ends by noting that the shift of responsibility for service improvement to the front line of service delivery may have a particular appeal, and that these ‘communities of practice’ may be an ideal starting point.
Subject terms:
management, personalisation, policy, social care provision, change management, collaboration;
This paper presents the key messages from two SCIE expert seminars: 'Innovate and fly: supporting quality and efficiency in tough times' (co-hosted with The Innovation Unit) 9 July 2010 and 'Big ideas, big society: innovation in care and support' (co-hosted with the Department of Health) 5 August 2010. Delegates discussed solutions to the current challenge to develop innovative, personalised support in adult social care with fewer resources. They were asked to consider the issues in the context of the Big Society, the devolution of central government power to the frontline and major public sector spending reductions. This report summarises their views in the areas of: person centred, co-productive approaches; role of national and local government; regulatory reform; cultural change; leadership; collaborative working; prevention; new methods of evaluation and commissioning practice; mobilising social capital and the role of volunteers; and local social enterprises and micro services.
This paper presents the key messages from two SCIE expert seminars: 'Innovate and fly: supporting quality and efficiency in tough times' (co-hosted with The Innovation Unit) 9 July 2010 and 'Big ideas, big society: innovation in care and support' (co-hosted with the Department of Health) 5 August 2010. Delegates discussed solutions to the current challenge to develop innovative, personalised support in adult social care with fewer resources. They were asked to consider the issues in the context of the Big Society, the devolution of central government power to the frontline and major public sector spending reductions. This report summarises their views in the areas of: person centred, co-productive approaches; role of national and local government; regulatory reform; cultural change; leadership; collaborative working; prevention; new methods of evaluation and commissioning practice; mobilising social capital and the role of volunteers; and local social enterprises and micro services.
Subject terms:
personalisation, person-centred care, social care provision, social enterprises, voluntary organisations, adult social care, communities, collaboration;
Summary: This article details how social work with older people is disappearing whilst also being supplanted by seemingly more cost-effective forms of intervention in the UK. This has included the use of higher numbers of unqualified staff in roles once completed by qualified social workers, alongside highly rationed interventions that utilise fewer staff or associate welfare professionals, including those drawn from health care.
Findings: Such reforms represent important changes embedded within neo-liberal inspired professional discursive practices. These include the biomedicalisation of ageing and associate narrow gaze interpretations of social care needs that privilege pathology and risk. For social work there has also been an ongoing retreat from older adults within communities: from care-managed and personalised support to the extension of ‘risk averse’ safeguarding and promotion of personal autonomy for users and informal care. Rather than represent a break with the past, such socially constructed and politically motivated reforms remain part of longer held societal and ideological trends. Importantly, these include assumptions that older users remain a peripheral concern in contrast to other social groups or needs.
Applications: The article concludes that the social work profession needs to articulate its distinct role with regard to its capability to provide substantive support to an ageing population, alongside its capacity to look beyond a narrow and unsustainable focus on rationing or the endorsement of self-support, treating illness and controlling risk.
(Publisher abstract)
Summary: This article details how social work with older people is disappearing whilst also being supplanted by seemingly more cost-effective forms of intervention in the UK. This has included the use of higher numbers of unqualified staff in roles once completed by qualified social workers, alongside highly rationed interventions that utilise fewer staff or associate welfare professionals, including those drawn from health care.
Findings: Such reforms represent important changes embedded within neo-liberal inspired professional discursive practices. These include the biomedicalisation of ageing and associate narrow gaze interpretations of social care needs that privilege pathology and risk. For social work there has also been an ongoing retreat from older adults within communities: from care-managed and personalised support to the extension of ‘risk averse’ safeguarding and promotion of personal autonomy for users and informal care. Rather than represent a break with the past, such socially constructed and politically motivated reforms remain part of longer held societal and ideological trends. Importantly, these include assumptions that older users remain a peripheral concern in contrast to other social groups or needs.
Applications: The article concludes that the social work profession needs to articulate its distinct role with regard to its capability to provide substantive support to an ageing population, alongside its capacity to look beyond a narrow and unsustainable focus on rationing or the endorsement of self-support, treating illness and controlling risk.
(Publisher abstract)
Subject terms:
social work, case management, collaboration, integration, personalisation, risk, older people, professional role, service provision;