Pilot two: Stafford House, Westminster

Stafford House is an accommodation-based project that supports clients with mental health issues. The pilot was funded through Westminster City Council and is currently at the first stages of implementation. It includes many of the principles and activities mentioned above. It was important that clients were at the heart of the process, so a steering group was set up to plan and implement the personalisation pilot. This was made up of clients, Thames Reach staff, staff and service users from another provider, commissioners and the local community mental health team. The aim was for clients to have access to a sum of money to assist with their support plan, and for staff to be able to be more creative about their interventions.  The group worked on some principles and agreements – for example, an agreed “staff profile” proforma so that clients could request their keyworker based on an informed choice. 

Clients were given a clear framework to help with planning, including being informed that any activities must be legal, safe and in accordance with individual support plans. Staff and clients were then trained in the person-centred planning approach to support, which worked extremely well in terms of enabling clients and staff to work together. Changes that clients wanted to implement were to be able to do things such as cinema trips and to be able to spend money to help with their self esteem, such as hair cuts, which was part of being confident enough to go out more. They had a lot of input to the staff proforma, and will be part of the ongoing review and monitoring of this pilot

OVERCOMING CHALLENGES - STAFF AND CLIENTS WORKING TOGETHER

Personalising services across organisations takes a leap of faith and demands a certain level of culture change organisationally. The expectations on staff change; moving away from task-orientated planning towards getting to know clients and working together to make lasting changes that can empower an individual to work through their issues and enable them to manage more independently in the future. The focus is on helping clients find new ways of coping, new ways to approach issues and know how and where to ask for help. This change in culture is about taking the time to support clients to do things for themselves, focusing on individuals’ potential at all times and allowing them to make mistakes. This is a challenging shift, as it is often quicker to focus on tasks that get things done for the client and quickly get them out of the situation they are in, and although this will sometimes be a necessary response in time of crisis, empowering people to make choices about their own lives will enable them to fulfil their potential in the future.

Staff and clients need to look at their relationship as well as how the service is provided practically and ensure that services are provided that enable choice and control and can be tailored to meet need. Thames Reach feels that the personalisation approach is already embedded in their staff culture, as the ability to see clients’ potential and show unconditional respect for all is a key characteristic looked for during recruitment. However, like all organisations, this has taken Thames Reach some time and has meant they have had to adapt recruitment and staff management to ensure this culture change is realised.

Many aspects of person-centred planning involve visual and creative methods of working through issues, and clients and staff have found the new techniques useful. This can be a significant change in attitude from staff, especially those with a background in housing management, who can see these methods of support as intrusive or not really their role. Appropriate and timely training needs to be planned and delivered accordingly to achieve effective results. Where delivered well, this training can create a psychologically informed environment that has significant impact on how clients receive support and the outcomes they can achieve. For more information on person centred planning and creating a psychologically informed environment please click here.

 

“Some people will have personal budgets to purchase elements of support they need, but personalisation is about more than that – it will mean building strong communities where everyone feels included and able to take up opportunities and choices.” (Audrey Mitchell, Director Street and Hostel Services, Thames Reach).
 

THE FUTURE
 

Thames Reach, along with other organisations, is thinking ahead and recognising that personalised services will

 enable them to operate effectively in an increasingly competitive market. Personalisation incorporates important challenges and changes that homelessness organisations are going to have to undertake in the near future. Organisations that are proactive in developing a personalised support approach will be in a better position to secure funding and deliver quality services to clients that offer choice and empower the individual. Thames Reach welcomes this approach as it reflects their general ethos of empowering individuals and working holistically.