1
Q
PERSON - CENTRED APPROACH - means seeing the person as an individual. The individual becomes central to the health and social care processes.
A
key concepts of person - centred approach are:
- knowing the person as a individual
- empowerment and power
- respecting the individual’s values and preferences
- choice and autonomy
- respect and dignity
- empathy and compassion
2
Q
BALANCE BETWEEN WHAT IS IMPORTANT TO AND WHAT IS IMPORTANT FOR A PERSON
A
- individuals receiving support are entitled to take risk if they want.
- carers need to see risk taking as positive rather than negative.
- it is now recognised that risk taking can have +ve benefits for an individual, allowing them to do things just like other people
3
Q
ENHANCING, VOICE, CHOICE AND CONTROL
A
- The wishes of an individual and the duty of care must also be carefully balanced.
- there may be some level of compromise on behalf of the individual, their family, carer / professionals
- empowerment should mean allowing an individual to make their own decisions that carers may disagree with.
4
Q
CLARIFICATION OF ROLES AND RESPONSIBILITY
A
- professionals are no longer in charge of making decisions about an individual’s life.
- It is the duty of the individual to make their wishes clear to the carer.
- Professionals of all disciplines, are there to give advice so that they can make informed decisions.
- professionals need to respect preferences and treat the individual as a partner in setting goal, planning care and making decisions about care, treatment or outcome.
- In sharing power and responsibility, it is essential to acknowledge the different expertise and experience of individuals both using and providing the support.
5
Q
PRINCIPLES OF A PERSON - CENTRED APPROACH AND HOW THEY SUPPORT PERSON - CENTRED CARE
A
6
Q
INDEPENDENCE AND RIGHTS
A
- to live the way they want to
- to be employed - the equality act 2010 ensures an individual with a disability is not discriminated against; a carer can help an individual to produce a CV which identifies academic qualifications, strengths, interest, competences and resources; volunteering, in the short term, may also help an individual find employment.
- to form meaningful relationships - if an individual is able to spend more time in the community there is more chance of them meeting new people and making friends.
7
Q
CO-PRODUCTION, CHOICE AND CONTROL
A
- be treated as an equal partner in decision making about their care.
- Be able to make decisions about their life / care
- have more of what is important to them.
8
Q
INCLUSION AND COMPETENT COMMUNITIES
A
- individuals should have the opp to participate in community activity
- and to feel like they belong
for an individual to have part in a community it helps if they;
- feel valued as a neighbour, friend, employee or volunteer
- have friends, social contacts, ways of contributing, reasons to go out each day.
- i.e. hobbies, freedom to make decisions.
9
Q
CURENT CONTEXT OF THE PERSON - CENTRED APPROACH
A
10
Q
ROLE OF A PERSON - CENTRED APPROACH IN ACHIEVING GOOD PRACTICE IN THE DELIVERY OF CARE SERVICES
A
- individual who is involved with their treatment is more likely to continue with the treatment and be happy with the outcome.
- When involved in the decision - making process they are more knowledgeable and less anxious = understand the risk and benefits.
- they have a better relationship with the professional as they will feel valued and treated with respect for what they could bring to the partnership.
11
Q
HISTORICAL OVERVIEW
A
12
Q
INSTITUTIONAL HISTORY OF PUBLIC SERVICE
A
- in the 19th century, a rapid expansions of new institutions means meany individuals with disabilities were moved from their homes and communities into asylums and workhouse.
- these were long - stay institutions with most people confined there until they died.
- Institutions often regarded their disabled residents as second - class citizen and showed them little respect.
- Staff often made little attempts to empathise with disabled people’s experiences, denying them autonomy, choice and dignity.
13
Q
INSTITUTIONAL HISTORY OF PUBLIC SERVICE
A
- these institutions lasted into the 20th century. In the 1940’s and 1950s, RNBI (royal National Institute of Blind People) and the spastic society established residential homes for people with disabilities.
- Prior to this the only option for people with some disabilities was to be forcibly put into mental institutions. However, the movement for equal rights for people with disabilities was gaining momentum
14
Q
INSTITUTIONAL HISTORY OF PUBLIC SERVICES
A
- the 1990’s saw the introduction of direct payments and the growing influence of the People First Movement
- The 200s saw the closure of the last remaining institutions, signalling the end of segregated institutional living
15
Q
DISABILITY RIGHTS MOVEMENT AND LINKS TO PERSON - CENTRED APPROACH
A
- the PCA originated from individuals with disabilities who wanted INDEPENDENT LIVING, PARTICIPATION, CHOICE, CONTROL AND EMPOWERMENT.
- these concepts have their origins in the social model of disability and the disability rights movement which led to the independent living movement.
16
Q
DISABILITY RIGHT MOVEMENT AND LINKS TO PERSON - CENTRED APPROACH
A
- in 1995, protest by disability people lead to the landmark introduction of the Disability Discrimination Act.
- this makes it illegal to discriminate against disabled people in connections with employment, the provisions of goods.
- service providers must make reasonable adjustment to enable disabled people to access their services.
17
Q
DISABILITY RIGHTS MOVEMENT AND LINKS TO PERSON - CENTRED APPROACH
A
- in the 1996 years of campaigning by people with disabilities the government produced legislation allowing for the direct payments.
- This was enshrined in the Community care and Direct Payment Act (1996).
-In the health and social care act made it mandatory to offer direct payments to those with an assessed need. - The valuing people white paper (2001) aimed to make direct payments available to more people with learning disability and officially introduced person - centred approach.
18
Q
METHODS FOR OVERCOMING CHALLENGES
A
19
Q
VALUES - BASED RECRUITMENT
A
- Staff values have a major impact on the quality of care. The values - based recruitment model is designed to help and support employers in recruiting staff with social care values.
- part of this process involves asking questions at job interviews that enable candidates to give examples of behaviours in their previous roles that demonstrate their values in actions.
- It focuses on how and why candidates made certain choices in their work and explores the attitudes and reasons underpinning their behaviour, giving the employer a good insight into the applicant’s values.
20
Q
STAFF TRAINING
A
- reduce job stress and reduce staff turnover as well as adding job satisfaction.
- Staff must have the confidence for delivering PCA through skills and knowledge gained in education and training.
21
Q
REGULAR REVIEW OF SUPPORT PROVIDED
A
- regular reviews are essential as they are as important as the support / care plan.
- review should be conducted in a PC way when the individual, their family and the professionals feel it is necessary.
- The reviews should be included in the support plan.
22
Q
RECOGNISING WHEN PROVISION IS NOT PC AND TAKING ACTION TO RECTIFY THIS
A
- This could happen if the professional working the individual fails to constantly check that the individual is aware of what is happening and that they are in control of the process.
- If the individual does not feel in control then this is easily rectified by the professional.
- another factor could be if the individual takes a passive role.
23
Q
MODELLING BEHAVIOUR
A
- modelling behaviour is observing good practice, of how other professionals carry out PC care, and then imitating or copying it.
- This can be a good stating point for professionals who need to gain confidence, as they are able to watch and then follow the example they have observed.
24
Q
CHALLENGES TO ADOPTING A PCA
A
25
RESISTANCE TO CHANGE
- is an emotional reaction based on fear of loss.
- Some individuals now may not want to lose the safety net of someone else making decisions for them.
- professionals may feel loss of power as they are no longer in control.
26
INSTITUTIONAL HISTORY OF PUBLIC SERVICES
- traditionally, it was common practice for individuals to accept professionals ' decision as they ' know best'.
- This culture will not be changed overnight.
PERSONALISATION
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