Implementing personalisation in integrated mental health teams in England

Sarah Hamilton, Jill Manthorpe, Paulina Szymczynska, Naomi Clewett, John Larsen, Vanessa Pinfold, Jerry Tew

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    10 Citations (Scopus)


    This article explores how role boundaries and professional priorities in integrated mental health teams have impacted on the implementation of personalised approaches to social care support. We focus on the use of personal budgets to meet mental health-related social care needs as a key mechanism for personalised care. Drawing on 28 qualitative interviews with mental health practitioners from three local authorities in England undertaken in 2013, we report nurses’, social workers’, and occupational therapists’ attitudes towards, and engagement with, personal budgets. Professional boundaries and competing priorities heavily influenced the extent to which personal budgets were perceived as a legitimate part of their roles. Across different professional groups, a sense emerged that personal budgets should be somebody else’s job. A focus on attention to treatment, stability, and risk management often resulted in low prioritisation of personal budgets and led practitioners to avoid recommending them or to exclude service users from the process as a way to save time. Implications of the dominant medical model and the protection of traditional professional roles for the implementation of new, person-centred models of practice are discussed.
    Original languageEnglish
    Pages (from-to)488-493
    JournalJournal of Interprofessional Care
    Issue number5
    Early online date14 Jul 2015
    Publication statusPublished - 28 Aug 2015


    • integrated teams
    • mental health
    • personal budgets
    • personalisation
    • social care


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