Our Mental Wellbeing Corporate Manager

​​So that you can discover more about the work of the teams involved in the ground-breaking Through Age and Wellbeing Programme we are introducing you to the Corporate Managers who are leading on this work. In this feature we are pleased to introduce you to John Forbes, Corporate Manager Mental Wellbeing.

Can you tell us a little about yourself?

I have been in the social care profession for 29 years. I started my career in social care with the London Borough of Hillingdon. My initial post was a as a residential care worker where I later progressed to managing several homes.

After being involved in service delivery for 9 years, I felt the need for a fresh challenge. I undertook a Masters in social work, and this was where I had my first taste in working in mental health and I’ve never looked back. I have worked within mental health services for over 18 years now. It’s an area I am passionate about and recognise that at any given point in our lives mental health can affect any one of us.

I worked as an Approved Social Worker in London for two years and relocated to Ceredigion in 2008 to become an Approved Mental Health Professional. I have worked for the last 12 years within the community mental health teams, initially as a social worker, before becoming a senior practitioner and then a Social Services Team Manager.

On a personal level, I do enjoy walking and the outside life. I enjoy squash, particularly when I am winning, and travel. I am a keen cook and enjoy experimenting with new dishes which I try out on unsuspecting guests.

I recognise that in my role, and throughout life, having a sense of humour can be helpful and those who know me well may have had the misfortune of being on the receiving end!

Can you tell us about your role and the work of your team?

I have been fortunate to have been given this opportunity to work as a Corporate Manager within the Mental Wellbeing service. The Mental Wellbeing service sits within the Porth Cynnal through-age service, alongside planned care, extended care, substance misuse and safeguarding. The focus of the Porth Cynnal service is to provide specialist services based on need not age.

Currently, I have a relatively small team of social care staff which I expect will grow with time. Already, the journey of a through-age service has commenced. In the north of the county, we are now working with individuals who have complex needs within the Psychiatry of Old Age. The Mental Wellbeing service will look to work closely with other service areas within Porth Cynnal and within the Through Age and Wellbeing model.

In terms of my own role, my first area of focus has been staffing structures. I am hoping to realign my team so as we can move ahead with the new service model and work with individuals of all ages requiring specialist services. I am enjoying planning the finer details and logistics of where services will be located and working alongside other corporate managers and their teams.

I have recently been involved with some work around school counselling services and I am keen to move forward with this recognising the importance of early intervention and prevention work to hopefully enable young individuals to move forward positively with their lives and that of their communities.

One area I am really keen to progress with is in linking with the above, providing specialist services and support for children and young adults. I see them as our future and if we can tackle some of the issues at an early stage, the outcomes for all are likely to be more favourable.

One of the aims of the Through Age and Wellbeing programme is to embed the Signs of Safety – what does this mean?

The Signs of Safety and Wellbeing framework is a very useful tool in helping focus the mind on assessment and planning. All too often it is easy to fall into the trap where we assess the individual through the lens of our own profession (in terms of what we view needs to happen). The Signs of Safety and Wellbeing framework compliments the Social Services and Wellbeing Act 2014 with a focus on the “what matters” question, what is important to the individual. It is useful in terms being able to break down issues within a team setting and collectively agreeing on what we are worried about, what works well and what needs to happen. It is a strengths-based model with the individual at the centre of the process. Within the Mental Wellbeing service it has been used in safeguarding meetings and multi-disciplinary settings and is helpful in managing risks and determining what steps need to be taken, and by what agencies, to mitigate these risks.

What is your favourite thing about working for Ceredigion County Council?

Having come from a large council in greater London, what struck me most when I first arrived, was how small an organisation we are in comparison to other local authorities. However, being a relatively small council has massive advantages in terms of networking and knowing who to go to, who has the expertise, getting timely responses, having a high level of commitment and pulling together to secure positive outcomes. All of these attributes lend themselves favourable to the new model.

Another attraction for working with the council is the area I live and work in . When I first relocated, it took me a year to realise I was not on holiday. The breath-taking scenery, the fantastic walks and of course the rich culture and history we have on our doorstep is amazing.

Tell us something we might not know about you…

I am an avid Chelsea Fan, enjoy playing the piano and making homemade cider. Have recently taken an interest in poultry and my latest additions are a Jake and Jenny (young turkeys), who often gate-crash my Teams meetings!