Issues_Involving_Service_Users_to_Shape_Services

Involving the service user in shaping services continues to be an important activity within government policy. Drawing from the K303 materials, critically discuss the issues, challenges and benefits in involving the service user to shape and develop services. In order to answer the above question, this essay will first introduce why it is important to involve service users in shaping services within government policy. It will then go on to discuss the issues, challenges and also the benefits of involving service users to shape and develop services and critically analyse these issues. The emergence of the service user movement over the past 20-30 years has been one of the most important developments affecting social care policy. Up until this point, social care provision was largely shaped by politicians, managers, academics, planners and practitioners, with service users and citizens generally having little or no say (Beresford, 2001). However, there is now a substantial body of evidence to show that service users particularly value provision in which they have an effective say and control (The Managing Care Reader, p21). There are two approaches that could be taken to help achieve this. These are the consumer/managerialist and democratic approaches. The main aim of consumer/managerialist approach is to improve the efficiency, economy and effectiveness of services by drawing on the ideas and experiences of service users to improve management and decision making (Leggett et al, 1999). However, this approach does appear to have its limits and seems to be merely concerned with collecting data rather than acting on the actual findings. The democratic approach on the other hand is more concerned with people’s rights and entitlements and achieving direct change to people’s lives, as well as individual action by enabling people to have more say over what happens to them (Priestly,1999). Consultation and involvement with service users is a key component of legislation, policy and guidance relating to delivery and planning. It is imperative that practice-led managers recognise the importance of listening to service users; after all, consultation is a key element of government policy. A practice-led manager is the closet in the hierarchy to the delivery of service or practice and must see user involvement as integral to everything they do(Managing in Context, p30). However the difference between both concepts must be acknowledged. Consultation generally implies the consumerist/managerial approach whilst involving refers to the democratic/citizenship one. For example consulting generally means asking for an opinion although that opinion may not necessarily be taken on board or result in any changes taking place. Consulting on the other hand involves giving people a voice and working together to bring in change in the interest of, in this case, the service user. Services are organised around specific categories and delivered by a range of qualified and unqualified, paid and unpaid workers. When service users talk about what is important to them as people, they are not as concerned with the profession of the person who provides the care or the context in which that worker operates, as with the quality and appropriateness of the service (Rogers et al., 1993). One major benefit of involving service users is that it gives an accurate picture of what they are experiencing. This can then impact the way in which services are provided. For example, “Encouraged by legislation and sympathetic staff, they have stepped out of the patient role to take part in consultation exercise, act as advocates and share their personal experiences in training sessions for staff” (The Managing Care Reader, p12). This empowers and encourages service users to participate because they can see that their input is being taken notice of. Another benefit is the experience they bring with them. Service users are in an optimum position to critically assess the services they use and give thoughts on what can be done to improve them. A further benefit is that an accurate picture of what service users really want can be expressed and their views and experiences can be implemented in staff training which can then impact the way in which services are provided. For example, “Encouraged by legislation and sympathetic staff, they have stepped out of the patient role to take part in consultation exercise, act as advocates and share their personal experiences in training sessions for staff” (The Managing Care Reader, p12). One issue is that service users need encouragement to participate. It is therefore up to managers to make sure they are doing all they can to include them. This can be through one to one consultations, public meetings or questionnaires. The point must be stressed however, that all these strategies are with the interest of hearing the service user’s voice. “Listening to what people say about services has become a key feature of government policies, whether this derives from ideas of service users as ‘customers’ and ‘consumers’ of support and care or from ideas about their rights as citizen with a voice in matters that affect their lives.” (Managing Care in Context, p. 28) However, getting service users involved can be a challenge as they may not trust that their views are going to be taken into consideration believing that those of a higher power already have their own agenda and that service users are merely a pawn in a political game. Much has still to be done to boost morale and give people the confidence to get involved and make their views known. For example, at The Wiltshire and Swindon Service Users Network, a small group of service users and quality managers compiled a questionnaire which they made accessible to their service users by enclosing it with their bill so as to get a high rate of responses. In conclusion, although government is on the right track, there is still much to be done to lessen the gap between service providers and service users. However, useless a manager is fully on board, the strategy just won’t work. There needs to be a greater commitment from both sides and government should make their strategy universal across the board so as there is no confusion on what needs to be done as well as making it easier to ensure that policy is being followed. References Beresford, P. (2001). Service users, social policy and the future of welfare. Critical Social Policy, 21 (4): 494-512. Henderson, J (2003) Managing Care In Context, London Leggett et al (1999) How Are We Doing': Service Users and Carers Views, Chelmsford, Essex Social Services Dept. Newman, J., Barnes, M., Sullivan, H. & Knops, A. (2004). Public participation and collaborative governance. Journal of Social Policy, 33 (2): 203-223. Priestly, M Disability, Politics and Community Care, London Reynolds, J et al (2003)The Managing Care Reader, London Sneden, J (2003) Managing Care In Practice, London http://www.scie.org.uk/publications/guides/guide17/participation/index.asp