Working Together for Change

Transcription

1 Working Together for Change Citizen led Change in Life Path Trust 2013

2 Acknowledgements About Groundswell Partnership The Groundswell Partnership works with health and social care organisations to transform support and improve people s lives. We are a partnership between Bennett & Stockton Ltd and Helen Sanderson Associates (HSA). The Working Together for Change methodology was originally designed by HSA and has been further developed and refined by Groundswell Partnership. Working Together for change Groundswell Partnership Inspired Services With thanks to for the Valuing People ClipArt Collection used within the booklet. Report by Elaine Skillern Person Centred Planning Co-ordinator Life Path Trust

3 Working Together for Change 2

4 Working Together for Change Working together for change 1 is a way of using person centred planning information to help plan what the services that are commissioned should look like. In Life Path Trust we have taken the process that has been developed by the Department of Health during the Putting People First program and applied it to gather information for our own strategic planning in This was achieved by the team of Managers reviewing the data taken from 75 person centred plans that the people we support had prepared up to October We have also used this process in 5 area workshops over This has enabled Life Path Trust to take the voice of the people we support into our action plans and overall strategic goals for the next 3 years. This was achieved by the teams of staff and citizens reviewing the data taken from 107 person centred plans that the people we support had prepared up to October The process is in six stages as shown below: 1 Working Together For Change: using person centred planning information for commissioning, Department of Health,

5 Step 1 Gather the person centred information In Life Path Trust person centred planning and person centred reviews are an established part of the way we support people. This was the first time we brought together the wealth of information to help the organisation plan its own direction. Step 2 Transfer information into a useable format From the person centred plans we asked Managers and Support Co-ordinators to provide the three top issues for each person under the headings of What is working?, What is not working? and What is important to my future? These areas gave us the opportunity of analysing each area. We found that there where common themes within each area. For example; quality support came up within each area but what it meant for each individual was different. You can see the detailed report for Working Together for Change on Under Information/ reports. Step 3 Cluster information into themes This was achieved by the team of Managers reviewing the data taken from 75 person centred plans that the people we support had prepared up to October 2010 for local and strategic goals. 5 area workshops held in 2012 used the data taken from 107 person centred plans that the people we support had prepared up to October

6 Step 4 Analysing the information For each of the identified themes the information was analysed in a number of ways by asking a series of questions about it. The questions were: What are the root causes? What is needed for a good future for the people we support? What would success look like for: o People we support o Staff and Managers? What are the root causes? To make the analysis manageable, the shared themes were identified as: Being listened to and respected Community presence Independence and choice Staff support Jobs Where I live Money and budgets My health Day services Leisure activities Family Relationships - family and friends Holidays Learning and knowledge Risk and personal choice 5

7 What is needed for a good future? Ideas were generated about what is needed for a good future for the people we support. These were: Staff selection, matching, consistency and values My home - To live where I want to Relationships Staff support my relationships Inclusion o work, o day services, o increased leisure activities Independence o being able to live alone, o be supported in life skills and o positive risk taking To have choice and control To be valued and respected Support To be supported in the way I want to be Health o I am supported to maintain my health and wellbeing and o to be informed to make decisions in my life around my health. Money - to have the money I require to have a quality of life and savings 6

8 What success looks like helps people to understand what the best future would be like from different perspectives. From a staff and Managers point of view in 2010 when building strategic plans it was seen as; What would success look like for? People we support? The people we support think; Everyone would listen to me. My choices are respected. I would be in control of my own life. I am allowed to take risks and make mistakes. I would be supported to gain new skills and knowledge. I would be living my life o the way I want, o where I want to be and o with who I choose. I would have contact with my family. My needs are met as staff are always available when I need them. Staff understand my weekly budgets and listen to what I want to spend my money on. Staff give me information that I can understand e.g. using stories. Staff give me ownership. Have good communication with me, o see me as a person, o see me as a changeable person, o listen to me and o update my support plan. Network with other professionals for me to gain a quality of life and interests for me. Include me in o recruiting, o support planning o assessments and o ensure it is not just tokenistic. 7

9 What would success look like for? Staff and Managers? Confident well trained staff Enough funding in place More community resources Happy, contented and fully involved service users would motivate staff A diverse staff team with o creativity and o flexibility Motivated staff Recruitment would include service user involvement Life Path would have incentives Staff are made more aware of a person s funding budget and personal weekly budgets Staff valuing peoples budgets & staff follow guidance correctly Staff are o empowering, o advocating and o have better relationships with people they support Being creative and networking Have a positive attitude that brings good client / staff interaction, this helps build a person s confidence More understanding and knowledge of clients Improved communication skills A professional approach Better relationship with family Step 5 Action Plans After step 4 the working together for change goes in 2 different directions for the next step. In both directions step 5 requires the creation of action plans but there are 2 different purposes: 1. Local Action Plans to put in place local changes 2. Strategic Action Plans that help the organisation change direction. 8

10 Local Action Plans The participants developed action plans for changes that would help them improve the support offered. The ideas concentrate on the common themes that have been identified in several areas of the information analysis. Action Planning Recruitment involve the people who are supported to have a choice of staff and make this meaningful. o In recruitment, match staff to service users. o Prepare staff profiles which include likes, dislikes and achievements. These can then be used to match staff to the service users. Service user s ideas are included into the organisational goals and governance. Train staff in; o communication o budgeting o values o lone working o motivation o positive risk taking Closer monitoring and support of new staff, Managers gain information on new staff from different sources, such as the Coventry Training Consortium. Supervisions - more effective and set goals. Staff use better communication aids and use their creative skills when providing information to service users. 9

11 Action Planning Continued; Continue with a person centred approach within our support and assessments. Staff and Managers have incentive awards - these are not always financial. Celebrating achievements in newsletters. Ensure staff know that they have made a positive difference in the person s life. Managers more available / less diluted. Senior Managers more aware of issues. Recruit more Managers as services grow. Resources and funding. Network to utilize team skills to facilitate service users being part of the community. Use volunteers and work experience groups. Involve friends and family to maintain involvement and improve relations with staff and family. Using Person Centred Planning for Strategic Planning This was presented to the charity s Board of Trustees in 2011 to help the strategic planning process. Strategic planning will take account of the information gathered and the analysis along with a range of other information such as: SWOT analysis strengths, weaknesses, opportunities and threats PEST analysis Political, environmental, social and technological Market analysis such as Boston Matrix 10

12 The goals to be achieved by 2016; People Citizens are making a direct contribution to trustee decision making. Citizens opportunities within their community have increased. Services Services have diversified from existing core services into more specialist services. Citizens are enabled and supported to explore home ownership Improve Quality Stakeholders (citizens, families, staff and professionals), judge Life Path as an excellent provider. Relevant external quality standards have been achieved at the highest level. Communication Existing internal communication processes have been fully analysed. Effective communication systems are in operation across the Trust 11

13 Step 6 Sharing information Implementing and monitoring the action plans These plans are the focus of building a vision of change. The final step in the process described by Working Together for Change is sharing the information. The local action plan has been shared by Managers within Life Path Trust and has led to changes in the organisation. These will be fully reviewed before the next working together for change exercise is undertaken. Area action plans will be implemented and monitored on the plans success. This will be led by the Team Leader and Area Manager. All the information gathered will also be shared with Trustees. 12

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