Self-Management Courses: The Thoughts of Participants, Planners and Policy Makers

ISBN : 9780199539314

F. Roy Jones
208 Pages
156 x 232 mm
Pub date
Feb 2010
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The management of chronic disease and the contribution patients make to their own care is attracting widespread attention, nationally and internationally. A range of self-management courses have been developed by Kate Lorig and her team at Stanford University's Medical School since the early 1980s, some of which have now been implemented throughout England and across other parts of the UK. Designed for people with long-term health conditions, they are delivered by hundreds of agencies worldwide, and differentiate the concept of disease management (to be done by a health care professional) from the individual's management of life with a long-term condition (self-management). This book explores how this work became valued within the NHS and local communities and also airs the arguments about the importance of lay leadership. It brings together those who have been instrumental in developing these courses, and assesses the value they hold for the different groups involved directly in them (participants, course trainers, staff), and those it will affect indirectly (GPs, nurses, policy makers, commissioners). The reader will find personal experience and accounts of the excitement in designing new work. Reflection on what happens to people attending courses is set alongside consideration of radical questions about the need for resilient communities. Next, the research reports are followed by considerations for policy makers and local agencies, voluntary and statutory. Finally, questions about the future direction and links to local communities are raised.


Foreword: Interview with Professor Kate Lorig
1. UK origins and arguments
2. The ideas and health context where self-management emerged
3. Participants views:
Scottish Lowlands
Tower Hamlets
The Christie, Manchester
4. Advanced journeys into self-management:
A personal journey
The HOPE course
Developing the staying positive programme for adolescents
5. The principles of lay leadership
6. Delivering courses now:
Looking at the Expert Patients Programme
The programme in Scotland
Why we chose to get involved with self-management in Tower Hamlets
Still questions after 15 years of experience
The online opportunity
Maintaining standards
7. The value of self-management: retrieving a sense of self: the loss and reconstruction of a life
8. Self-management and government policy
9. The business case for lay-led self-management
10. Implementing the pilot EPP
11. Self-management and public & patient involvement
12. The Expert Patient Programme community interest company: the future
13. Co-creating health: transforming healthcare systems
14. Three bodies of UK research:
Coventry University Applied Research Centre
The National Primary Care Research and Development Centre, Manchester
Learning from co-creating health
15. What do we really know about benefits and value?
16. Which way is forward?

About the author: 

Roy Jones led the team that introduced Stanford's Arthritis Self Management Programme to the UK, as Director of Services at Arthritis Care. Between 1993 and 2000 the programme grew extensively and was piloted in the NHS after the adoption of the Expert Patients report in 2001. Roy served on the DoH Task Force and the DoH Implementation Group guiding those developments. Previously, as Director of the Council for Voluntary Service, Northampton and County, community development work formed his commitment to local level service delivery. He worked on the establishment of the Councils of Disabled People and supporting independent welfare rights services. His concern for disabled people continues as Vice Chair of the Disability Alliance. In his consultancy role he has worked for the Department of Health and a number of health management and pharmaceutical companies. His continuing academic links are primarily with Coventry University and The School of Pharmacy, London, UK.

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