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Like letters through a stick of Rock!

If working with Personal Outcomes and Talking Points is so easy why does it not feel simple? June Findlater Fieldwork Manager, South Lanarkshire Council. Talking points. Process. Purpose. Like letters through a stick of Rock!. A social workers story. Change since 1975

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Like letters through a stick of Rock!

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  1. If working with Personal Outcomes and Talking Points is so easy why does it not feel simple?June FindlaterFieldwork Manager, South Lanarkshire Council

  2. Talking points Process Purpose Like letters through a stick of Rock!

  3. A social workers story • Change since 1975 • Implications of community care act • East Renfrewshire CHCP experience • Implications of policy ?

  4. Background • Easterhouse example • Implementation of Community Care act is Scotland • Opportunities to reframe and redefine?

  5. Guidance 1991 • Community Care Act 1993 • Carers 1995 (recognition) Act • JPIAF • SSA Guidance 2001 • Community Health and Care Act 2002 • IoRN (Indicator of Relative Need) • Updated Care Management Guidance 2004 • Training Relaunch 2006 • NMIS SSA,Review,carers ,care plan Joint Future Agenda

  6. The Turnaround • Use Defined Service Evaluation Tool • This is what people want • CHCP development • Why we were Early Implementers

  7. Working to an outcome/goal • It’s what we all understand

  8. What makes a good life? Having people to rely on Seeing friends & family Choice Treated with Dignity and respect Involved in community Feeling valued Havingthingsto do Being in control Feeling safe Fulfilling ambitions Keeping well

  9. And for SW Changing Lives • Personalisation agenda moving: • From - managing access to service • To - helping people seek solutions • From - passive recipients • To - active partners

  10. Challenges • How do we maintain and increase independence and reduce costs against background of our demographic change? • Citizenship means influence – that means transforming the way we interact and engage • Unpicking current service design?

  11. Opportunities from an outcomes approach • A shift in power and where decisions are made • Staff become more effective making best use of skills • An integrated approach • New Mission and Purpose – what matters most to you? • It is not the public who ask for services it is the staff • (We as citizens are the experts, we need expertise to guide us)

  12. What is cultural change? • Redefine purpose – a new mission • Change culture and transform • Citizenship means influence and responsibility: this can be harnessed - organisational capacity building • Same tools, same resources put to best use through real partnership at all levels

  13. It felt right • We acknowledged need to change culture - new post, training language • commitment to embedding approach at practice level - back to core values • An outcomes focussed organisation – SOA-like words through stick of rock • Congruent - best use of energy • We can influence further change

  14. Carers Pilot in East Renfrewshire • Reframing the process • Outcomes driven • Effective training delivered to staff by carers • A significant improvement in performance

  15. Performance culture? • Talking Points and personal Outcomes-what matters most to people, not a wish list • Harvard research-reorientation not redesign • Is there a disconnect with policy AWI AS&P etc? • Improve not prove? Battleship story

  16. Has it been embedded? • Does everything from your pubic information to your internal processes at every level assume citizen as partner , and that staff are clear about role? • Does implementation of policy support or weaken staff and lead to default position? • Who in your organisation owns personal outcomes agenda?

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