Presentation on theme: "Sharing voluntary sector provider experience Recovery and personalisation."— Presentation transcript:
Sharing voluntary sector provider experience Recovery and personalisation
“It is not enough in itself for a group of staff to be committed to recovery-led change; this in itself will not guarantee that a recovery model becomes truly effective. There will need to be a commitment at all levels including those who commission services, those who develop and implement training and those who manage staff in their practice and more strategically” (Marshall 2007)
6 Key Outcomes for MH More people will have good MH More people with MH problems will recover More people will MH problems will have good physical health Fewer people will suffer avoidable harm Fewer people will experience stigma and discrimination More people will have a positive experience of care (No Health Without Mental Health, 2011)
What is a recovery culture? Cultivate the right conditions for recovery to take root – both for individuals and for organisations Life story and strengths vs pathology and containment Least restrictive conditions Workforce development Creative case management
10 Essential shared capabilities Working in partnershipIdentifying needs and strengths Respecting diversityProviding user-centred care Practising ethicallyMaking a difference Challenging inequalitySafety and positive risk taking Promoting recoveryPersonal development and learning
Personalisation and Personal Budgets; Rhetoric – how we want it to look
7 Personalisation and Personal Budgets; Reality – how it feels
If, as a society we wish to reclaim personalisation for the goals it was originally intended to serve we must reassert the long- standing duties of local authorities to truly meet the needs of vulnerable people (Whittaker, 2013)
Statutory partners need to work to develop a shared account of outcomes that they are trying to achieve. in addition resources need to be invested so that outcomes can be co-produced by local people, community organisations and services. (Duffy, 2012)
Personalisation requires a major shift in the way both commissioning and provision of support is delivered NCC and NHS need to make significant savings Personalisation is a complex process which will need proper resourcing, meaningful dialogue and a willingness to be flexible and learn from one another.
Recommendations More direct involvement of users, carers and providers in the design of systems and structures to support personalisation A representative x-sector forum specific to the design, review and implementation of personalisation and PBs Development and promotion of a transparent and equitable market place Workforce development strategy Using direct payments as a first option Support planning externally commissioned More stable service contracts
Outcomes for Norfolk Secure income and home Reduced use of residential accommodation Fewer admissions and effective alternatives Increase in uptake and effectiveness of IAPT More use of personalisation and direct payments and the means to do so Recovery embedded and learning from peer workers Speedy and effective clinical and medical interventions
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