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The purpose of this paper is to provide an account of Central and North West London NHS Foundation Trust Mental Health Rehabilitation Services’ experience of utilising Team Recovery Implementation Plan (TRIP) as a framework to embed recovery-focused practice. The paper explores the challenges to creating recovery-focused services in inpatient settings and sets out how using TRIP has enabled frontline staff to work in partnership with people who use services and coproduce changes in practice and service development.

The paper draws on the process of utilising TRIP as a methodology to embed recovery-focused practice.

The account finds that using TRIP as a framework to embed recovery-focused practice supports frontline staff to work in partnership with people who use services and share responsibility for delivering recovery-oriented services, measure progress and drive change.

The paper provides an informative account of implementing TRIP as a framework to embed recovery-focused practice in mental health rehabilitation services. It explores the challenges faced by services in creating recovery-focused services and sets out how the TRIP has been used by teams as a methodology for coproducing, co-delivering and co-reviewing action plans. The paper gives practical examples of keeping the TRIP process alive and identifies several changes to practice and service developments achieved since TRIP’s implementation.

This paper aims to explore the challenges of coproduction at individual, team, service, organisational and system level and critically describes the work of one organization to describe ways in which coproduction can be facilitated.

This is a case study of the approaches developed (coproduced) within an independent not-for-profit mental health consultancy organization to facilitate coproduction at every level.

Although much is published about coproduction in research, there is relatively little guidance relating to coproduction in practice. This paper describes the meaning, purpose and impact of coproduction at different levels and gives examples of how it can be achieved. The learning from his work is drawn together to present a series of findings with recommendations including: inclusion, managing power difference, accommodating difference, generating new ways forward rather than debating and selecting existing options.

The literature on coproduction in practice is replete with guidance rather than examples of good practice. It is also apparent that the ambition for coproduction has progressed rapidly from coproduction between service providers and people using services to coproduction with all relevant stakeholders. This paper provides contemporary examples of coproduction in different forms and at different levels with attention to ways of overcoming challenges.

The purpose of this paper is to share the lessons learnt during the implementation of a Peer Support Worker (PSW) pilot project within Child and Adolescent Mental Health Services (CAMHS). The project aimed to reduce the barriers experienced by young people and carers during the process of transition between child and Adult Mental Health Services (AMHS).

The paper combines reflections of staff, PSWs and trainers in order to share the lessons that may be taken from this project. This includes a rough guide for those hoping to employ PSWs to support transitions.

The PSWs provided the vehicle to support the process of transition by empowering young people and their carers to use their strengths to facilitate a hopeful and timely transition. Recommendations regarding support for peers, staff and the organisation during the process of training and employing peers are discussed.

The paper provides a purely reflective account of the pilot project. These reflections may provide guidance for others wishing to develop peer support positions within CAMHS so that an evidence base for the effectiveness of peer support within transitions may continue to grow.

Rotherham Doncaster and South Humber NHS Foundation Trust are the first NHS Trust in the UK to employ PSWs specifically to support transitions between CAMHS and AMHS. This paper builds on the work of Oldknow et al. (2014) to highlight the first attempts to use peer support to support transitions.

Recovery is a key organising principle underlying mental health services, but remains under-researched in primary care. The purpose of this paper is to explore what recovery from psychosis means from multiple perspectives, the role of primary care in fostering recovery, and interventions that might enhance its promotion in primary care.

A total of 20 patients who had experienced psychosis and 24 General Practitioners (GPs) with varying expressed interest in mental health participated in semi-structured interviews, and were invited to two subsequent mixed focus groups. Data were analysed using Framework Analysis.

Recovery was conceptualised by GPs without a specialist clinical interest in mental health as improvements in symptomatic outcomes, by GPs with a special interest as improvements in social or functional outcomes, and by patients as a process involving a “whole person” approach. Both GPs and patients highlighted benefits of primary care including continuity, accessibility, and the role primary care professionals can play in supporting patients’ families, and helping patients expand social support networks. Despite feeling “fobbed off” at times, patients desired a shift in responsibility for psychosis from secondary to primary care.

Reflective peer supervision meetings for GPs and patient-led training might improve primary care's ability to provide a more recovery-focused environment.

This study provided original and valuable findings regarding how GPs viewed their own role in promoting recovery from psychosis. This study also provided original findings regarding how patients viewed the role of primary care in promoting recovery from psychosis.

The purpose of this paper is to share the experiences and reflections of a paid peer support worker (PSW) working on an acute ward within mainstream psychiatric services.

A PSW’s reflective and narrative account of working in an acute ward setting over a 12-month period.

Working as a paid PSW within mainstream services can create personal moral conflicts and challenges which can sometimes compromise individual authenticity and integrity.

This paper is written from a personal perspective and as such is highly original.

This chapter introduces Building Back Better Libraries (BBBL) as a critical concept for improved library planning both prior to and following a disaster or other emergency. Building Back Better, an idea widely discussed in the disaster recovery literature, seeks to use the difficulty of a disaster as an opportunity to go beyond the status quo and to promote changes that result in stronger, more resilient communities. The authors will define BBB elements and frameworks, building upon those to create a model for library disaster planning and recovery, and applying it to cases involving space and facilities, collections, services, and people.

Literature on the Building Back Better concept and frameworks, as well as library emergency response, was reviewed. This source material was used to develop a modified framework for improved library disaster planning and recovery. The Building Back Better Libraries framework is discussed and applied to cases involving library facilities and spaces, collections, and services, and its implementation through a disaster planning team is reviewed.

Though all libraries hope to avoid disaster, few succeed. One survey found that as many as 75% of academic library respondents had experienced a disaster or emergency. Evidence also suggests that few libraries are prepared, with as many as 66–80% of libraries reporting that they have no emergency plan with staff trained to carry it out. Even when plans are in place, the rush to respond to immediate needs following a disaster can overwhelm the ability to pursue effective long-term planning. Building Back Better, when framed for libraries, provides a planning tool to balance short-term response with long-term recovery and resilience. The Building Back Better Libraries framework focuses on the areas of risk assessment for library collections and spaces; recovery and rejuvenation for facilities, collections, and services; and implementation and monitoring, with particular discussion of the human element and the role of a library disaster planning team.

The proposed framework, Building Back Better Libraries (BBBL), can be used to strengthen disaster planning in a manner that balances meeting immediate needs with implementing longer term plans to create stronger and more resilient libraries.

Although aspects of BBB ideas are present in existing library literature, the concept is not formally defined for the library context.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.