If working with Personal Outcomes and Talking Points is so easy why does it not feel simple?

June FindlaterFieldwork Manager, South Lanarkshire Council

Like letters through a stick of Rock!

Purpose

ProcessTalking points

A social workers story

Change since 1975

Implications of community care act

East Renfrewshire CHCP experience

Implications of policy ?

Background

Easterhouse example

Implementation of Community Care act is Scotland

Opportunities to reframe and redefine?

• 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

The Turnaround

• Use Defined Service Evaluation Tool

• This is what people want

• CHCP development

• Why we were Early Implementers

What makes a good life?

Choice

Treated

with

Dignity and respect

Being in control

Involved in community

Seeing friends & family

Fulfilling ambitions

Feeling safe

Having people to rely

on

Keeping well

Having things to do

Feeling valued

And for SW Changing Lives

Personalisation agenda moving:

• From - managing access to service• To - helping people seek solutions

•From - passive recipients• To - active partners

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?

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)

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

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

Carers Pilot in East Renfrewshire

• Reframing the process

• Outcomes driven

• Effective training delivered to staff by carers

• A significant improvement in performance

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

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?