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Personalisation Impact on staff

Personalisation Impact on staff. Look Ahead Housing and Care 5 th February 2010 Ceri Sheppard. More than just personal budgets More than just social care Devolving as much power and responsibility to the individual as possible. Personalisation. Personalisation trial.

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Personalisation Impact on staff

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  1. Personalisation Impact on staff Look Ahead Housing and Care 5th February 2010 Ceri Sheppard

  2. More than just personal budgets More than just social care Devolving as much power and responsibility to the individual as possible Personalisation

  3. Personalisation trial • SP and PCT funded accommodation-based service in Tower Hamlets, London. • Severe and enduring mental health needs. • 20 one-bed self contained flats on one site. • Two staff are on duty and on site, 24 hours.

  4. Personalisation is... The shift from

  5. Key elements of model • Individual control over resources • Choice over when and how support is delivered • Choice over support worker

  6. Individual personalised funds • £40 per week per person • 3.5 hours flexi-support per person

  7. Coventry Road model

  8. Change programme - staff • Included principles of personalisation, budget, interview findings, supported decision making, role changes. • External training on person centred planning. • Formal consultation on changes to jobs. • Used team meetings, handovers, supervisions.

  9. Challenges – flexible support • Culture change, staff and customers. • Terms and conditions • Rotas • Recruitment • Competencies • Handling cash • Training, e.g. risk

  10. Challenges – choice of worker • How does a tenant know who to choose? • What personal information do we give to individuals to help them choose? • What does it mean if particular members of staff are not chosen?

  11. Choice of worker- why? • The relationship between support worker and individual is a crucial factor in successful progression. • People choose on the basis of: • Whether they like and trust the worker • Skills • Interests • Background, including religion

  12. Staff feedback Customers being able to choose staff has been brilliant. It has increased ownership and social inclusion.

  13. What has changed for clients? • Better engagement • Reduced negative symptoms • Normalising life • Improved self-image and confidence • Improved relationships with families

  14. Client feedback Before, I wouldn’t go out because I was too anxious. Now...I go out and socialise, go to the pub, play snooker. If I sit still I just want to sleep and do nothing. It helps me to stay out of hospital.

  15. Client feedback Weight lowers my confidence. The medication is like a poison to me, making me overweight. Having my hair done and using the right products are important to me. It makes me feel good.

  16. Client feedback I have a focus in my life. Something to get excited about.

  17. What has changed for staff? • Increased engagement. • More time doing, less time chasing. • More time doing things that are important, but fun too. • Less conflict – a more adult/adult relationship. Sense of entitlement. • Job satisfaction. • Flexibility.

  18. Staff feedback It keeps me busy so that’s good. I know it’s helping them to recover and that makes me happy.

  19. Staff feedback It gives you a different perspective on clients, and you can adapt better to them individually.

  20. Staff feedback It uplifts their spirits. They are doing things we didn’t expect in a million years. S has gained confidence, pride and knowledge about what makes him happy.

  21. What next? • Local recruitment • Imaginative recruitment • Zero based employment contracts? • Staff bank • Review person specs, induction, training, competencies • Culture change is ongoing

  22. Who is in control? Who is the main decision maker in clients’ lives? March 2009 – 25% November 2009 – 75%

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