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Health and Social Care > Unit 6 > Flashcards

Unit 6 Flashcards

1
Q

What are the person-centred tools used during meetings?

A

MAPS (Making Action Plans)
PATH (Planning Alternative Tomorrows with Hope)
Essential Lifestyle Planning
Personal Futures Planning

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2
Q

What is MAPS?

A 
Planning tool that builds on the shared commitment to support the individual to move towards a more positive future. 
Several stages:
1.	What is their history?
2.	What are their dreams?
3.	What are their nightmares?
4.	What are their strengths?
5.	What are their needs?
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3
Q

What is PATH?

A 
Aims to identify goals and what it would entail to move nearer to these. 
Several stages:
1.	Create a picture of where they would like to be 
2.	Identify goals 
3.	First steps to meeting these goals 
4.	Identify the people to help
5.	Recognise ways of building strength 
6.	Action plan for interim goals 
7.	Longer term plan
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4
Q

What is Essential Lifestyle Planning?

A 
Planning to focus on an individual’s life now and how it could be changed to provide a better life. Recognises what is important to the individual and what support is needed. 
Uses the tools:
1.	Doughnut chart 
2.	Relationship chart 
3.	Communication chart
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5
Q

What is Personal Futures Planning?

A

Plan of individuals current situation and changes for the future. Effective way of mapping how an individual may be included into a community, highlighting changes that may need to be made within the community.

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6
Q

What is a person-centred approach to care?

A
  • Seeing the person as an individual
  • Focusing on their personal needs, wants, goals and aspirations
  • Individual becoming centre of the process
  • Support the individual needs must be designed in partnership with the individual, their family and carers
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7
Q

How are the key concepts of person-centred approach carried out?

A
  • Balance between what is important to and what is important for a person
  • Enhancing voice, choice and control
  • Clarification of roles and responsibilities
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8
Q

What are the principles of a person-centred approach?

A
  • Independence and rights
  • Co-production, choice and control
  • Inclusive and competent communities
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9
Q

How does co-production, choice and control support person-centred care?

A
  • Individuals treated as an equal partner in decision making about their care
  • Individuals are able to make decisions about their life/care
  • Individuals have more of what is important to them
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10
Q

How do inclusive and competent communities support person-centred care?

A

Individuals should have the opportunity to participate in community activities to feel they belong and feel valued, have friends and use community resources

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11
Q

What are the challenges to adopting a person-centred approach?

A
  • Resistance to change
  • Institutional history of public services
  • Institutions promoting a medical model of health
  • Lack of staff training
  • Communication barriers
  • Respecting choice when alternatives may promote better health or wellbeing
  • Focusing on deficits rather than capacities
  • Lack of clarity over roles and responsibilities
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12
Q

What are the methods for overcoming challenges to person-centred approach?

A
  • Values-based recruitment
  • Staff training
  • Regular review of support provided
  • Recognising when provision is not person-centred and taking action to rectify this
  • Modelling behaviour
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13
Q

How is an institutional history of public services a challenge?

A

Traditionally, it was common practice for individuals to accept professionals’ decisions as they ‘knew best’. This culture will not be changed overnight.

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14
Q

How are institutions promoting a medical model of health a challenge?

A

The medical model of health sees disability as a problem belonging to the individual therefore, they are limited by their condition and cannot participate in society.

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15
Q

How is lack of staff training a challenge?

A

Person-centred care is a relatively new concept, if it is to be successful, it should be trained to staff as they will need a different set of skills.

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16
Q

How are communication barriers a challenge?

A

Good communication:
- Helps establish trusting relationships
- Ensures information is passed on and understood.
Barriers can lead to resentment, frustration, misunderstanding and demoralisation for both individuals and professionals.

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17
Q

How is respecting choice when alternatives may promote better health or wellbeing a challenge?

A

Sometimes it can be difficult for professionals to accept an individual’s choice, particularly if their choice could potentially affect their health.

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18
Q

How is focusing on deficits rather than capacities a challenge?

A

In the past, professionals assessed individuals in terms of what they could not do; that is deficits.
They then set the individual goals to overcome the deficits instead of focusing on the individual’s strengths, as the person-centred approach does.

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19
Q

How is values-based recruitment a method for overcoming challenges?

A

The values-based recruitment model is designed to help and support employers in recruiting staff with social care values.

20
Q

How is staff training a method for overcoming challenges?

A

Reduces job stress
Reduces the amount of staff leaving
Adds to job satisfaction.
Staff must have the confidence for delivering person-centred care through skills and knowledge gained in education and training.

21
Q

How is modelling behaviour a method for overcoming challenges?

A

Modelling behaviour is observing good practice of how other professionals carry out person-centred care and then imitating it.
This can be a good starting point for professionals who need to gain confidence, as they are able to watch and then follow the example they have observed.

22
Q

Why is good days/bad days a good tool?

A

This tool encourages an individual to describe a typical good day so the carer can learn what makes a good day and what support is needed to achieve it.
Factors for bad days can also be identified and avoided.
It enables an individual to make changes in their own life to help them have more good days.

23
Q

Why are relationship circles useful tools?

A

Relationship circles help:

  • Identify who an individual knows
  • How they know them
  • Who else in the circle knows them
  • How these networks can help support an individual
  • Who is closest to the individual and who is further away.
24
Q

What are the 3 tools that enhance voice, choice and control?

A
  • Communication charts
  • Decision-making charts
  • Building effective relationships
25
Q

Why are communication charts essential tools?

A
  • Communication charts are an essential tool when individuals do not use words to communicate
  • They describe the ways an individual chooses to communicate so that other people can understand them
  • They can reduce the frustration of not being understood, protect dignity and can create a more inclusive environment
26
Q

What is written in a communication chart?

A
  • What is happening – describes circumstances
  • What the person does – clearly describes individual’s behaviour
  • What this is thought to mean – best guess at meaning
  • What should staff do – how should staff respond
27
Q

What are decision-making charts?

A

This helps a carer support an individual to make decisions by breaking them down into three easy sections:
1 – Important decisions in my life
2 – How must I be involved?
3 – Who makes the final decision?
This process helps the carer think about how much choice and control an individual has in their life. It can lead to thinking about ways to increase choice and control for the individual.

28
Q

Why is building effective relationships with individuals important?

A
  • Builds trust
  • Once trust is built an effective relationship can be built
  • Individuals feel more comfortable
29
Q

What is the tool used to clarify roles and responsibilities in the care relationship?

A

Doughnut chart

30
Q

Why is a doughnut chart useful?

A

It helps different professionals supporting individuals and their families to clarify their roles and responsibilities.
This tool helps the carers to see:
- What they must do (core responsibility)
- Where they can use their own creativity and judgement (middle ring) they are learning what works and what does not work
- What is not their responsibility (outside of donut)

31
Q

What are the 4 ways to develop person-centred plans and records?

A
  • Understand how the individual communicates
  • Focus on the individual’s capabilities
  • Finding out what is important
  • Finding out who is important
32
Q

How can you understand how the individual communicates their wishes and needs?

A

For an individual who does not communicate verbally, prepare support for their preferred method before the planning session. This could be through photographs, DVD clips or objects of reference. An advocate may speak on behalf of the individual.

33
Q

How can you find out what is important to a person so that they have a good quality of life?

A

Services used to focus on what was important for an individual, for example keeping them safe, but now the emphasis is on what is important to an individual.
Person-centred planning sees the individual first, not just what is the matter with them. A balance must be found that is satisfactory to the individual.

34
Q

What happens in a review meeting?

A

They check that the individual’s support and care plan is still right for them.

35
Q

How is a review meeting carried out and what happens in it?

A
  • The individual is put at the centre of the meeting
  • Builds and shares information collaboratively
  • Generates actions
36
Q

Why is building and sharing information collaboratively important?

A

Everyone involved in the individual’s care – the individual, carers, family and professionals – should share information regarding what is working and what is not.
This will provide as full a picture as possible.

37
Q

Why is generating actions important?

A

If some areas are found not to be working then something must be done to rectify the issue. This should be in the form of an updated support plan documenting the next steps toward achieving the revised or new goals.

38
Q

What are the purposes of review meetings?

A
  • Meet changing needs
  • Review the budget
  • Ensure care relationships are effective
  • Review the person-centred description
39
Q

Who is the facilitator and what do they do?

A

The facilitator supports the person whose review it is and considers them to be at the centre of the meeting. They make sure that those at the meeting focus on the individual and their strengths.
• Invites contribution from the people at the meeting
• Helps the group compare and explore their different perspectives, enabling them to see the individual, and their relationship with them, in a different way
• Assists the group in agreeing a common direction, based on what they learn from their focus on the individual
• Checks with the individual that they are happy with the way the review is going

40
Q

What questions does the facilitator ask?

A
  • What are these person’s strengths and capabilities?
  • What can we do to help this individual achieve their objectives?
  • What is important now for this person?
  • What is important for this person in the future?
  • What is working/not working from this person’s perspective?
41
Q

Local Authority Guidance 2008

A
  • Reinforces commitments to personalisation
  • Gives voice, choice and control
  • Maintains and improves wellbeing and independence
  • Proactive approach
42
Q

Health and Social Care Act 2012

A
  • Strengthened the collective voice of patients
  • Ensures collaboration and partnership working
  • Ensures feedback as a means of assessing the quality of services
43
Q

The Care Act 2014

A
  • Greater emphasis on the use of advocates, safeguarding and personal budgets
  • Provides clear information and guidance
  • Penalties to those who don’t provide care to a high standard
44
Q

Children and Families Act 2014

A
  • Families and professionals work together
  • Provides single co-ordinated assessments (EHCP)
  • Involves young people in decision making
  • Local authority provide child needs assessments so children can make informed choices
45
Q

The impact of the Disability Rights Movement on the development of a person-centred approach

A
  • Campaigned for right to live independently, right to be employed and the right to form meaningful relationships
  • Led to the change from the institutional model (saw disability as the individuals problem and so could no participate in the community) to the social model (focuses on capacities rather than deficits)
  • Led to personal budgets
  • Led to increased choice of services
  • Led to change of relationships between professionals and patients
  • Focuses on capacities rather than deficits

Health and Social Care (3 decks)

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