Organising, Leading, and Managing Psychological Services

1
Organising, Leading, and Managing Psychological
Services

• New Ways of Working for Applied Psychologists
• Clinical Psychology Conference
• Friday 6th October 2006
• Murrayfield Stadium, Edinburgh

Tim Cate DCP Chair Alison Coak Clinical
Psychologist
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NWW Project Group - Focus

• Key issues
• looking as managers of services
• looking at all professional groups not just those
  represented in BPS
• Key questions
• What are the best models for organising
  psychological services that enhance recruitment,
  retention, morale, and effective service
  delivery?
• What are the leadership and management
  development needs of staff?
• Leadership and integration are key challenges for
  leaders

3
Vision of Landscape 2008

• What are the key drivers for organising
  psychology services?
• Common trends across UK
• Patient-centred (rather than function)
• Community-focussed
• Multi-professional, multi-disciplinary team-based
  working
• Drivers specific to Scotland
• Scottish Health Policy Drivers e.g. Delivering
  for Health (2005)
• Delivering for Health and Applied Psychology
  Current workforce, future potential (2006)
• SIGN Guidelines

4
Organising and Managing Psychology Services

• No single best model of organising psychology
  services
• Key Guiding Principles
• Multi-disciplinary integration with sufficient
  professional and governance support
• Applied Psychologists rather than clinical,
  counselling, forensic, health etc...
• Competency-based approach to informing
  commissioners
• Alignment to Organisation, business-minded
  politically aware

5
Leadership Development Needs

• Four levels
• Pre-registration requirements
• Leadership skills required in multi-disciplinary
  teams
• Career grade leadership skills.
• Director level requirements
• Tripartite roles
• General Management
• Professional Leadership
• Clinical Leadership
• Multi-disciplinary approach
• Linking with leaders of change in all
  professional groups

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Leadership Project The biggest challenge
facing our profession

• The Future Role of Applied Psychologists in
  Health Social Care Across Public, Independent,
  Voluntary Sectors
• Key Issues
• Organisational development
• Clarifying contribution role of applied
  psychologists
• Workforce Modernisation Leadership capacity
• Aims
• Local Develop and strengthen leadership skills
• National Feedback into NWW for Applied
  Psychologists Project Group for Organising,
  Leading and Managing Psychological Services

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UK Wide Strategic Drivers

• Workforce
• Workforce modernisation
• Agenda for change
• Knowledge and Skills Framework (KSF)
• European Working Time Directive 2008/09
• Emphasis of workforce productivity

• Financial
• Financial pressures on publicly provided
  healthcare
• Changing market conditions in independent
  voluntary sectors
• Reduced financial growth in public sector from
  2008

• Service
• Health care and Public Health Reforms
• Growth of Independent Voluntary Sector Providers