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Stephen Stirk - Creating Person-Centred Organisations: Strategies and Tools for Managing Change in Health, Social Care and the Voluntary Sector

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Person-centred thinking and planning are approaches that enable people using social care and health services to plan their future, and use a personal budget to commission personalised services.
Creating Person-Centred Organisations is a guide for organisations who want to deliver personalised services. Key issues covered include attending to the vision, strategy and business planning of the organisation, as well as organisational processes, culture and managing change. Drawing on the pioneering work of the social care charity United Response, the authors provide a wealth of practical tools and techniques to enable organisations within health, social care and the voluntary sector to use person-centred thinking tools and approaches to move towards becoming person-centred organisations.
This is an essential guide for managers and leaders within private, statutory and voluntary organisations.
Stephen Stirk is Director of Human Resources at the social care charity United Response. He has had over 30 years experience in human resources, organisation development and line management positions, including specialism in organisation design and development with GlaxoSmithKline. Helen Sanderson is Director of Helen Sanderson Associates. She has written extensively on person-centred thinking, planning, community building and Individual Service Funds. She has worked with a range of providers to enable them to deliver more personalised services. She is co-author (with Jaimee Lewis) of A Practical Guide to Delivering Personalisation: Person-Centred Practice in Health and Social Care (Jessica Kingsley Publishers).

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Creating Person-Centred Organisations
Strategies AND Tools FOR Managing Change IN Health, Social Care AND THE Voluntary Sector
Stephen Stirk and Helen Sanderson
Creating Person-Centred Organisations Strategies and Tools for Managing Change in Health Social Care and the Voluntary Sector - image 2
Jessica Kingsley Publishers
London and Philadelphia
Figure 12.1 from Smull, Bourne and Sanderson (2009) is reproduced with kind permission from the authors.
First published in 2012
by Jessica Kingsley Publishers
116 Pentonville Road
London N1 9JB, UK
and
400 Market Street, Suite 400
Philadelphia, PA 19106, USA
www.jkp.com
Copyright Stephen Stirk and Helen Sanderson 2012
All rights reserved. No part of this publication may be reproduced in any material form (including photocopying or storing it in any medium by electronic means and whether or not transiently or incidentally to some other use of this publication) without the written permission of the copyright owner except in accordance with the provisions of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, Saffron House, 610 Kirby Street, London EC1N 8TS. Applications for the copyright owners written permission to reproduce any part of this publication should be addressed to the publisher.
Warning: The doing of an unauthorised act in relation to a copyright work may result in both a civil claim for damages and criminal prosecution.
Library of Congress Cataloging in Publication Data
A CIP catalog record for this book is available from the Library of Congress
British Library Cataloguing in Publication Data
A CIP catalogue record for this book is available from the British Library
ISBN 978 1 84905 260 3
eISBN 978 0 85700 549 6
Converted to eBook by EasyEPUB
Acknowledgements
In this book we share the story of disability charity United Response. We are grateful to the following people for their help with this: Shonagh Methven, who provided Chapter 10 on enabling risk as well as other insights into the use of person-centred practice; Bob Tindall, who gave us many helpful directions to follow from the benefit of his broad knowledge and experience of the field; and Su Sayer OBE for her long experience of developing United Response and permitting us to use so many examples of what has been done there. Nick Rogers, Tim Jones and Diane Lightfoot provided additional information and examples from United Response. Diane also provided invaluable help on the accuracy of the material. John Hespe shared his knowledge and experience of organisation design and development, and helped with many technical aspects of the subject matter.
Mary Beth Lepkowsky is a consultant to non-profit organisations in the USA and Organisational Development Manager for Tri-Counties Regional Center in California. Helen Sanderson and Mary Beth have been further developing the concept and practice of person-centred teams, and Mary Beth co-authored Chapter 9, based on their book Person-Centred Teams.
This book builds on Helens earlier work in 2003 with Richard Williams called What are we Learning about Person-Centred Organisations?; and Chapter 2 is based on an existing paper produced by Helen Sanderson Associates (HSA).
The appendices are Progress for Providers. The first Progress for Providers is an overall self-assessment for progress in delivering personalisation, and was developed by Helen Sanderson, Kim Haworth (Commissioner for Lancashire County Council), Tracey Bush (Alternative Futures Group) and Ben Harrison (United Response). The second Progress for Providers is for managers to self-assess how they are using person-centred practices, and was developed by Ben Harrison (United Response), Ruth Gorman (IAS Services and HSA), Jackie Fletcher (Dimensions), Michelle Livesley and Helen Sanderson (HSA), Kim Haworth (Commissioner for Lancashire County Council), Lisa Keenan (Joint Commissioning Support Manager for Leeds City Council) and Andy Rawnsley (Head of Service, Leeds City Council).
In this book we share stories and examples from a range of other social care and health organisations. Some organisations were happy for us to name them, and others preferred to stay anonymous. Thank you to everyone who shared their stories with us, in particular to Jackie Fletcher and Steve Scown from Dimensions; Paul Roberts and Agnes Lunny from Positive Futures; Ruth Gorman and Owen Cooper from IAS, Marianne Selby-Boothroyde and Aisling Duffy from Certitude; Michelle Livesley, Jo Harvey, Jonathan Ralphs, Alison Short, Gill Bailey, Lorraine Erwin, Vicky Jones and Charlotte Sweeney from HSA; Richard Williams from Options; Tracy Myerhoff from Hull City Council; Ruth Sutherland and Kathryn Smith at Scope; Fran Winney and Loraine George from Care UK; Suzie and Jennie Franklin and Independent Options; Bill Mumford and Brenda Mullen from MacIntyre; Brian Hutchinson and Lisa Watchorn from Real Life Options; Freya El Baz, Nicola Gitsham, Jon Ralphs, Julie Bray and Jaimee Lewis.
Thank you to Kerry Buckley from HSA for all her help with the references; Julie Barclay for designing the additional figures and illustrations; Henry Iles for Figure 2.26; and Max Neil for allowing us to use the Achievement exercise in Chapter 6.
The learning shared in this book has been developed in partnership with an international community around person-centred practices. Michael Smull is the Chair of the Learning Community for Person-Centred Practices, and Helen Sanderson is the Vice-Chair. Michael Smull and members of the Learning Community developed the person-centred thinking tools shared in this book. You can learn more about the work of the Learning Community at www.learningcommunity.us.
You can learn more about United Response at www.unitedresponse.org.uk. For further information and support in implementing person-centred practices, see www.helensandersonassociates.co.uk. For materials and resources on person-centred practices, see www.hsapress.co.uk.
Chapter 1
Person-Centred Organisations
A person-centred organisation has people at its heart both people it serves and people it employs. This has an impact on the whole organisations processes and structures, and transforms the traditional organisational hierarchy putting decision-making as close to people supported as possible. The DNA of a person-centred organisation is using person-centred practices to deliver its vision and values.
Sanderson and Lepkowsky
Introduction
Personalisation demands fundamental changes for organisations. It means people having better lives through more choice and control over the support they use. Services need to be designed and delivered according to what is important to the people who use them, and provided in ways that help people be active and contributing members of their communities. For many, if not most, organisations this will require changes to systems, processes, practices and cultures. This transformation is more likely when person-centred practices are embedded throughout an organisation, changing the ways that teams meet; that staff are supported; and that leaders lead. This book explains how this means becoming a person-centred organisation and how to do it.
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