Results for 'public sector'

Results 1 - 3 of 3

Review of the impact of loneliness and social isolation on health and well-being and whether people who experience loneliness/social isolation have higher use of public services

WEAKLAND John H, OWENS Janine, SIROIS Fuschia M.
2019

This research, carried out by the University of Sheffield and OB3 Research, explores whether loneliness and social isolation result in increased use of public and health services. It also looks at the types of contexts that led to increased or decreased service use as a result of loneliness and social isolation. The research involved a scoping review of the literature, a meta-analysis of nine papers and a consultation with 10 key organisations representing a range of groups in Wales. The consultation identified issues for a number of groups, including children, older people, refugees and asylum seekers, LGBTQ people, single parents, and carers. The findings suggest that loneliness and social isolation do play a part in increased use of services, but that loneliness and social isolation alone do not create the conditions for increased service use. Perceptions of loneliness and social isolation for the service users can also be intensified by inconsistency in accessing services, particularly for those who are from already stigmatised groups. The report discusses key themes and their relationship with loneliness, social isolation, access to services and service use. Including: stigma and service use; service related barriers; bullying and victimisation; disabilities; housing, poverty, and changes to service delivery. It makes 16 recommendations for the Welsh Government, which include: for research into loneliness and social isolation, and the recruitment of more peer support workers into the voluntary and public sector to support different groups of people.

Community commissioning: shaping public services through people power

LENT Adam, STUDDERT Jessica, WALKER Trinley
2019

This report argues that if there is to be a move to a preventative system in public services, communities need to take on more responsibility for their own health and well-being. The report makes the case for why the process of commissioning of public services needs to be led by citizens and service users, not public sector professionals. It also explains in detail how this shift is happening in practice. The report suggests four key questions that public sector organisations need to consider when moving to a model of community commissioning: the nature of the service - will it be a statutory or non-core service; the nature of the commissioning network - will it be open to all residents within a geographical area only to those with a particular need or interest; the method of power transfer - formal or informal; and the depth of participation. It includes recommendations for central government that would help bring about this transfer of power to communities in the commissioning process.

Tapping the potential: lessons from the Richmond Group's practical collaborative work in Somerset

NEW PHILANTHROPY CAPITAL
2018

This report captures early learning from a project to building meaningful collaboration between the voluntary and statutory sector in Somerset. It is the latest report from the Doing the Right Thing programme, which aimed to achieve better outcomes for people living with long-term health conditions and reduced demand on health and social care services through collaborative design and delivery. The report identifies benefits of collaboration and system change led by the voluntary and community sector. It also highlights some of the challenges around sustainability, measuring outcomes and ensuring involvement of large national charities is inclusive of the wider voluntary sector in a place. Key findings highlight the benefits of coming to collaboration with no pre-conceived ideas about products or providers; that turning an open-ended conversation between the voluntary sector and public bodies into a productive collaboration requires resource; the benefits of bridging organisations, such as the Richmond Group, and people who make it their job to connect divergent cultures, languages, and priorities; and the agility and stability that voluntary sector leadership can offer to place-based collaborations in a changing healthcare landscape. The report also discusses the wider implications of the research, and the issues it raises around health and care transformation, placed-based collaboration, and evidence for complex interventions. The report will be of particular interest to those seeking to improve collaboration and commission services across the health and care system and also provides practical insights into cross-sector collaboration.

Results 1 - 3 of 3