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

2. Like letters through a stick of Rock!
Purpose
Process
Talking points
This should run through the whole organisation no matter where you slice it!

3. A social workers story Change since 1975
Implications of community care act
East Renfrewshire CHCP experience
Implications of policy ?
Qulifuies since 1975, working in generic (aminly Childcare) until 1993.
Previous responsibility to design a “better” assessment tool
Policy add ons not always supports?

4. Background Easterhouse example
Implementation of Community Care act is Scotland
Opportunities to reframe and redefine?
1975 , context for social work ,power; control; authority; balanced with community development approaches
Well intentioned but ambiguous Community Care Act 1993.?
New relationship, new customers
Transparency - Sharing resources fairness based on assessment of need
Partnership – citizen and other sectors

5. Carers 1995 (recognition) Act JPIAF SSA Guidance 2001
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
Energy alignment - working back to front
Loss of confidence in skills (Needs Services Charges - what is an assessment?)
A series of good intentions, values and principles coupled with missed opportunities
Bureaucratised - needs led/unmet need/charging policies
Missing the point?
Developing assessment tools?
Are we really sure about that?

6. Relationship between service user and frontline staff?
Purpose?
[Next slide]

7. The Turnaround Use Defined Service Evaluation Tool
This is what people want
CHCP development
Why we were Early Implementers
East Renfrewshire Council & CHCP
Focus on outcomes for the customer
Provide simplified, cost effective services
Promote equality and sustainability
Be accountable
Be open to change
Service redesign
NHS
Better Lives Better Care
Long term condition management
Services closer to person
Community based
Involving person
Reduced hospital admission
Effective discharge

8. Working to an outcome/goal
It’s what we all understand
Operationally the outcomes agenda is an integral part of a wider programme of work locally related to developing a tiered and targeted model within rehabilitation and enablement services. Also related to business process review and up-grading our core information system.
Critically in relation to UDSET we have designed and delivered an assessment and care management and carers assessment training programme across all staff which places the UDSET and National Outcomes themes centre stage.
Specifically the UDSET carers tool has been piloted locally.
Digital stories emerging from this have fed into national as well as local learning.
We have revised core documentation to ensure the integration of UDSET themes and to embed the approach in practice.
Turning to evidence of impact.
[Next slide]

9. Seeing friends & family
What makes a good life?
Having people to rely on
Choice
Seeing friends & family
Treated
with
Dignity and respect
Involved in community
Feeling valued
Having things to do
Being in control
Feeling safe
In Community care this conversation resonates with all staff particularly helpful in terms of collaboration and working together, it makes sense and confirms purpose of engagement.
Supports problem solving practise and uses assets of person as someone able to develop solutions
It moves away from service led approach
Fulfilling ambitions
Keeping well

10. And for SW Changing Lives
Personalisation agenda moving:
From - managing access to service
To - helping people seek solutions
From - passive recipients
To - active partners
But who is leading on this?
Are councils and partnerships pulled in competing directions?

11. 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?
And changing habits that for many social workers are organisational habits not theirs
And have been embedded in their careers
Role of Government?

12. 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)
This was the message we shared with staff in east Renfrewshire
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

13. 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
Role of leadership?
Should expertise be recognised at frontline starting form person and how can current structures even with best intentions really embrace this challenge?

14. 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
Public consultation supported the approach

15. Carers Pilot in East Renfrewshire
Reframing the process
Outcomes driven
Effective training delivered to staff by carers
A significant improvement in performance
Digital stories , shared with staff ,
BUT it needs drip drip drip

16. 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
Challenged in large organisations –that TP and personal outcomes is a special interest as opposed to core business and of value in AWI Adult Support and Protection
If 14 years or research was undertaken who asked for it and what was the purpose-for information or to influence change?
Challenge of managing services , easy to revert to previous dialogue
Change impact underestimated and perhaps avoided?
How do we learn from measurements?
Battleship story-example of care at home provison, if everyone needs their breakfast at breakfast time , why is that seen a saprobelsm and not our strating point?
Who represents councils and partnerships in implementing and leading the dialogues
ARCG &JIT experience

17. 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?