This report is aimed at those involved in developing, providing and leading personalisation and social inclusion for mental health. It is also aimed at those developing the leaders of the future. The report explores three key questions: what is at the heart of the personalisation and social inclusion challenge in the contemporary and future mental health context?; what are the leadership
This report is aimed at those involved in developing, providing and leading personalisation and social inclusion for mental health. It is also aimed at those developing the leaders of the future. The report explores three key questions: what is at the heart of the personalisation and social inclusion challenge in the contemporary and future mental health context?; what are the leadership challenges in transforming mental health social care to deliver more personalised support, inclusion and care choices?; and the implications for the development of leaders and leadership?
Subject terms:
leadership, mental health services, personalisation, social inclusion;
This action research project commissioned by the Scottish Social Services Council (SSSC) explores the changing dynamic of frontline worker and citizen leadership, particularly with the move to Self Directed Support (SDS). Citizen leadership is about how people have power, influence and responsibility to make decisions. The research involved a mix of people using services, carers, community brokers and staff from an already established network of community contacts in East Ayrshire. The research showed that the relationship between workers and people using services has a big influence on the ability of either or both parties to take on leadership roles. Other key messages include: frontline workers can have a key role in enabling and encouraging leadership in citizens but workers need (amongst other things) openness, honesty, transparency and an awareness of power in how they communicate; organisations need to support workers to build trust and take the time to do it properly - participants saw this as a cost effective long term investment; and organisations that allow workers to get peer support and to network may be better at supporting leadership.
(Edited publisher abstract)
This action research project commissioned by the Scottish Social Services Council (SSSC) explores the changing dynamic of frontline worker and citizen leadership, particularly with the move to Self Directed Support (SDS). Citizen leadership is about how people have power, influence and responsibility to make decisions. The research involved a mix of people using services, carers, community brokers and staff from an already established network of community contacts in East Ayrshire. The research showed that the relationship between workers and people using services has a big influence on the ability of either or both parties to take on leadership roles. Other key messages include: frontline workers can have a key role in enabling and encouraging leadership in citizens but workers need (amongst other things) openness, honesty, transparency and an awareness of power in how they communicate; organisations need to support workers to build trust and take the time to do it properly - participants saw this as a cost effective long term investment; and organisations that allow workers to get peer support and to network may be better at supporting leadership.
(Edited publisher abstract)
Subject terms:
citizenship, leadership, staff-user relationships, personalisation, user participation;
International Journal of Leadership in Public Services, 7(1), February 2011, pp.53-61.
Publisher:
Emerald
Since the concept of personalisation was introduced in adult social care in England, there has been a considerable focus on change management in local government. Now the national programme has entered its third year, this article discusses evidence of how councils struggling to deliver change on the scale required. This is being done alongside budget cuts of an unprecedented level as part of the new coalition government's emergency budget to tackle the financial deficit. The author highlights the need for leadership development to deliver change never before faced by social care leaders. The article introduces the Personalisation Tipping Point Framework as one tool to help leaders deliver personalisation programme changes and significant savings quickly. This tool helps Local Authorities
Since the concept of personalisation was introduced in adult social care in England, there has been a considerable focus on change management in local government. Now the national programme has entered its third year, this article discusses evidence of how councils struggling to deliver change on the scale required. This is being done alongside budget cuts of an unprecedented level as part of the new coalition government's emergency budget to tackle the financial deficit. The author highlights the need for leadership development to deliver change never before faced by social care leaders. The article introduces the Personalisation Tipping Point Framework as one tool to help leaders deliver personalisation programme changes and significant savings quickly. This tool helps Local Authorities identify the key barriers in place in their organisation and prioritise their transformation programme to address these. The article suggests that, if the right leadership and tools are in place, it is possible to deliver personalised services and the financial savings required by the new budgetary constraints.
Subject terms:
leadership, personal budgets, personalisation, social care provision, change management;
International Journal of Leadership in Public Services, 5(4), December 2009, pp.5-19.
Publisher:
Emerald
... include an innovative ability to bring value to problems such as the global financial crisis and deprivation, and to successfully deliver personalisation, bringing citizen-centred services to public service for all of society in today and tomorrow’s, increasingly complex communities.
This article focuses on the 2009 ‘Leadership Across Borders’ programme, a 10 month initiative by national governments’ business schools, which combined action research with leadership development for 40 senior public service officials from Australia, Canada, New Zealand and the United Kingdom. The aim was to understand the significant facets of public service, ranging from citizen engagement to whole-of-government complexity, economic downturn to crisis management. The project brought together heads of public service, leading academics, delivery experts, leaders of civic society and many services users to discuss areas of common, good practice and give an insight into alternatives tried elsewhere. Observations fell into three categories, how public service leaders make sense of the problems they face and how to frame the challenges ahead, the need to have more authentic voices in public service decision making, design and delivery, and finally, how the capabilities of public servants and communities at large need to be built upon. The complexity of public service was highlighted and the importance of using a systems approach in problem solving stressed. New leadership skills, says the author, must include an innovative ability to bring value to problems such as the global financial crisis and deprivation, and to successfully deliver personalisation, bringing citizen-centred services to public service for all of society in today and tomorrow’s, increasingly complex communities.
Subject terms:
leadership, personalisation, public sector, systems approach, action research;
This summary presents some ideas about how to successfully change social care services to pub the people who use services at the heart of their own care and support. The summary draws on the learning from two previous SCIE publications, 'Knowledge review 16: Improving social and health care services' and 'Knowledge review 17: Service user driven culture change'. Key messages are discussed in the areas of : leadership; involving the workforce; stakeholder participation and involving people who use services to drive change.
This summary presents some ideas about how to successfully change social care services to pub the people who use services at the heart of their own care and support. The summary draws on the learning from two previous SCIE publications, 'Knowledge review 16: Improving social and health care services' and 'Knowledge review 17: Service user driven culture change'. Key messages are discussed in the areas of : leadership; involving the workforce; stakeholder participation and involving people who use services to drive change.
Subject terms:
leadership, personalisation, social care, social care provision, social care staff, user participation;
International Journal of Leadership in Public Services, 8(2), 2012, pp.83-89.
Publisher:
Emerald
The UK Government is exploring a greater role for the voluntary and community sector including user-led organisations. It is widely acknowledged that “peer” support activity should play a key part in delivering the “personalisation agenda”. This article offers an account of the role of user-led organisations in a radically different approach to delivering local authority adult social care management functions. Drawing on the evaluation of a two-year project funded by the Office for Disability Issues as part of the Independent Living Strategy, the article highlights some of the key learning points from this project. The main finding is that user-led organisations are capable of delivering this radically different way of working with quality gains. However, there are potentially significant barriers to overcome in order to achieve this.
The UK Government is exploring a greater role for the voluntary and community sector including user-led organisations. It is widely acknowledged that “peer” support activity should play a key part in delivering the “personalisation agenda”. This article offers an account of the role of user-led organisations in a radically different approach to delivering local authority adult social care management functions. Drawing on the evaluation of a two-year project funded by the Office for Disability Issues as part of the Independent Living Strategy, the article highlights some of the key learning points from this project. The main finding is that user-led organisations are capable of delivering this radically different way of working with quality gains. However, there are potentially significant barriers to overcome in order to achieve this.
Subject terms:
independent living, leadership, peer groups, personalisation, service brokerage, user-led organisations, adult social care;
International Journal of Leadership in Public Services, 8(2), 2012, pp.90-98.
Publisher:
Emerald
Currently, workforce planning in social care is afforded relatively little attention. As such, this article reviews the leadership challenges in workforce planning, paying special reference to adult social care primarily in England. It suggests that growing demands on services, rising expectations for personalised care and support, together with the provision of safe and effective joined up care are some of the key drivers facing social care and wider public services. Leaders need to ensure a robust data and evidence base, sound interpretation of intelligence as well as building integrated approaches to workforce planning both within and between services. The author concludes that workforce leadership provides the bedrock to ensuring social care builds the workforce required for the future – as services undergo redesign and transformation the workforce planning task is more important now than ever and is a key responsibility for every organisation's leadership.
Currently, workforce planning in social care is afforded relatively little attention. As such, this article reviews the leadership challenges in workforce planning, paying special reference to adult social care primarily in England. It suggests that growing demands on services, rising expectations for personalised care and support, together with the provision of safe and effective joined up care are some of the key drivers facing social care and wider public services. Leaders need to ensure a robust data and evidence base, sound interpretation of intelligence as well as building integrated approaches to workforce planning both within and between services. The author concludes that workforce leadership provides the bedrock to ensuring social care builds the workforce required for the future – as services undergo redesign and transformation the workforce planning task is more important now than ever and is a key responsibility for every organisation's leadership.
Subject terms:
leadership, personalisation, planning, social services, social care provision, social care staff, health care;
Across Government, there is a shared ambition to support older people and disabled people to be independent and to exercise choice and control over their lives. The change required is fundamental and will require a transformation. This document provides advice to councillors and leaders on implementing the transformation agenda. It begins by describing the transformation agenda and the vision set out in Putting People First. It then outlines the elements that are critical to the delivering of the transformation agenda, explains why the transformation agenda is important, and lists key tasks for the lead member responsible for implementing the transformation agenda. Includes links to additional sources of information.
Across Government, there is a shared ambition to support older people and disabled people to be independent and to exercise choice and control over their lives. The change required is fundamental and will require a transformation. This document provides advice to councillors and leaders on implementing the transformation agenda. It begins by describing the transformation agenda and the vision set out in Putting People First. It then outlines the elements that are critical to the delivering of the transformation agenda, explains why the transformation agenda is important, and lists key tasks for the lead member responsible for implementing the transformation agenda. Includes links to additional sources of information.
Subject terms:
leadership, older people, personalisation, social care provision, adult social care, change management, disabilities;
The Leadership and Management Strategy Update 2008 refreshes and extends the scope of the original 2004 strategy. The 2004 strategy was based on a ‘whole systems’ approach to leadership and management development and this remains central to this update. However, leaders and managers need skills to meet not only the challenges of managing current services but also to lead the transition to new models of service delivery (the transformation agenda) set out in Putting People First. Key developments in the transformation agenda include the greater emphasis on entrepreneurial skills, the integrated delivery agenda and the growth of social enterprises. This update reviews progress made in implementing the original strategy and then reflects on the various developments that impact on the way adult social care services need to be led and managed. There is an updated statement on what leaders and managers in adult social care do and specific guidance as to what employers need to do to meet their responsibilities. Finally there is an outline of Skills for Care’s plans to support future developments, including its contribution to the proposed Skills Academy.
The Leadership and Management Strategy Update 2008 refreshes and extends the scope of the original 2004 strategy. The 2004 strategy was based on a ‘whole systems’ approach to leadership and management development and this remains central to this update. However, leaders and managers need skills to meet not only the challenges of managing current services but also to lead the transition to new models of service delivery (the transformation agenda) set out in Putting People First. Key developments in the transformation agenda include the greater emphasis on entrepreneurial skills, the integrated delivery agenda and the growth of social enterprises. This update reviews progress made in implementing the original strategy and then reflects on the various developments that impact on the way adult social care services need to be led and managed. There is an updated statement on what leaders and managers in adult social care do and specific guidance as to what employers need to do to meet their responsibilities. Finally there is an outline of Skills for Care’s plans to support future developments, including its contribution to the proposed Skills Academy.
Subject terms:
leadership, management, personalisation, social policy, staff development, adult social care, change management;
The sixteen chapters in this handbook, each written by an expert in their field, look at what personalisation actually means in practice for those working with people with learning disabilities. The writers consider the experiences and reflections of individuals and groups who are directing their own support, and look at how self-directed support changes the responsibilities, roles to succeed. The handbook is divided into three sections: Part one, Leaders by Experience, looks at redefining the relationship between citizen and state. Part two, Creating the Conditions, focuses on some of the ways people can help to create the conditions that make self-directed support possible. The final part looks at the broader picture and discusses what next for personalisation. Throughout the text
The sixteen chapters in this handbook, each written by an expert in their field, look at what personalisation actually means in practice for those working with people with learning disabilities. The writers consider the experiences and reflections of individuals and groups who are directing their own support, and look at how self-directed support changes the responsibilities, roles and relationships of people surrounding the person. The book focuses on the leadership roles of support staff and their managers, friends and families of people with learning disabilities, and training and development staff in creating a health and social care system where people with learning disabilities are in control. It also considers the changing system and what needs to happen for personalised services to succeed. The handbook is divided into three sections: Part one, Leaders by Experience, looks at redefining the relationship between citizen and state. Part two, Creating the Conditions, focuses on some of the ways people can help to create the conditions that make self-directed support possible. The final part looks at the broader picture and discusses what next for personalisation. Throughout the text the handbook adopts the values of In Control, an organisation that was at the forefront of the development of self-directed support and personal budgets in England.
Subject terms:
interpersonal relationships, leadership, learning disabilities, personal assistants, personal budgets, personalisation, self-directed support;