The first of a two-part guidance on the recognition and management of older patients with frailty in community and outpatient settings. This guide has been produced in association with the Royal College of General Practitioners (RCGP) and Age UK and aims to be an invaluable tool for social workers, ambulance crews, carers, GPs, nurses and others working with older people in the community. The guidance will help them to recognise the condition of frailty and to increase understanding of the strategies available for managing it. In the guidelines, the British Geriatrics Society (BGS) calls for all those working with older people to be aware of, and assess for frailty. It dispels the myth that all older people are frail and that frailty is an inevitable part of age. It also highlights the fact that frailty is not static. Like other long term conditions it can fluctuate in severity.
WALKER Liz, PERKINS Rachel, REPPER Julie
Purpose: The purpose of this paper is to argue that if mental health services are to genuinely support the recovery of those who they serve then recovery principles must permeate all facets of the organisation, in particular human resources and workforce development.
Design/methodology/approach: This paper draws on the principles of recovery-focused approaches to people who use services and explores how these might guide a recovery-focused approaches to human resources and workforce issues.
Findings: The recovery principles like recognising and utilising the expertise of lived experience, co-production and shared decision making, peer support, focusing on strengths and becoming an expert in your own self-care all have as much relevance for creating a recovery-focused workforce as they do in the recovery journeys of those who use services. Everyone who uses services is “more than a mental patient” and everyone who provides services is “more than a mental health practitioner” – we need to use all the assets that everyone brings.
Originality/value: Although there has been a great deal of discussion about the features of recovery-focused services, there has been little, if any, consideration of extending the principles of recovery to human resources. The aim of this paper is not to offer a blue print but to begin an exploration of what a recovery-focused approach to workforce issues might look like.