Basic Principles in Project Planning by boy10716

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									Personal Outcomes Planning:
           Part 2
             Next Steps in Driving
             My Plan.

                         6/6/07.
               Liffey Valley House Hotel.
                        Programme
   Basic Principles of Personal Outcomes Planning
   Key working Roles
   Supporting Families to Stay involved in POPs
   Common Issues
   Lunch
   Option A: Supporting People with Complex Needs
    (Choice and Decision Making, Workshop session, John‟s Story)
   Option B: Supporting People who are more Independent
    (Helen tells her story, Workshop Session)
   Summary Session
                                  Basic
                                  Principles


One Person At A Time – Individually focused (not groups)
One Person one plan
Involves the person and key people supporting them
Flexible and under review
Creative in overcoming barriers
Results in positive change
                        Basic
                        Principles.     Contd




Focus person is always present at every part of the
process.

Plans are individualised and not driven by what the
service can provide.

Focus on abilities not limitations

Person has control over the plan, not “professionals”.
                    5 Steps in PO Planning

•Gathering Information               (POM’s)

•Identifying priorities              (POM’s)

•Setting goals & agreeing the Plan   (POP)

•Implement the plan                  (POP)

•Review at max 6mts                  (POP)
Key Working Roles –What are
they?
Keyworker in POP context.
- a definition.

   The keyworker is a person who has
    responsibility for ensuring that a named
    service user receives a high quality,
    personalised service, as defined through
    their personal outcome Plan.
The Key Worker…

 …. is not solely responsible for
  delivering the service. This is the role of
  every member of support staff when on
  duty.
 ….. builds a close relationship with the
  service user to become more acutely
  aware of their needs and wishes.
The Key Worker…
   …Ensures the needs of the person are met to the
    greatest extent including medical appointments,
    communication requirements etc.

   …Maximises opportunities for individual’s self-
    development, self-esteem and independence.

   …Ensures the rights of the person are upheld at
    all times.
The Key Worker…

 …Develops a close, positive and supportive
  relationship with the person and significant
  others.
 …Plans, co-ordinates and liaises with key
  people, resources and services
The Key Worker…
   …Ensures that a Personal Outcome Plan is
    developed fully and implemented.

   …Ensures records are maintained like daily
    reports, personal profile and emergency sheets.

   …Enables the person to advocate for themselves,
    learn, develop new skills, gain access to new
    experiences / new relationships.
The Key Worker…

   …Advocates on behalf of the person.

   …Continually supports the person in
    identifying new personal goals.
Who can be a Key Worker?

   Several Options possible, depending on the
    agency, main criteria is….
   Must have some direct support time with the
    person.

    A positive attitude that is respectful of the
    views of the person is essential in carrying
    out the key worker role.
                              Keyworker skills

   Communicating
   Active listening
   Team working
   Advocating on behalf of the service user
   Enabling
   Negotiating
   Networking
   Planning, coordinating and liaising
   Recording
   Advocating for resources if needed for the achievement of priority
    Outcomes
Common Issues
1 Person / 1 Plan

   Plan must be the person‟s plan
   Incorporates other plans eg. behavioural
    supports, physio, healthcare plans, diet.
   These other goals must relate to priority
    outcomes for the person.
   Not separate plans for day, residential, clinical
    – integrated and holistic approach.
Dealing with Service Deficits
  A Service Deficit is: If someone requires support to
  achieve something in their lives, and that support is not
  currently being given to that person.

Eg. Being on a waiting list for that support is not enough.
  Employment                Training
  Housing                   Transport
  Community participation   Health/Welfare
  Safety                    Rights
  Communication             Leisure
  Family                    Other ( Be Specific)
Service Deficits
Ask these questions:
What is this clients desired outcome? (be
 specific):
What strategies have already been tried to try
 to achieve this outcome?
Suggestions for ways to help reach this
 outcome:
Reasons this outcome is not being worked
 towards within current services?
Involvement of several Agencies

   If the other agency is not using POMS
    approach, your agency must take the lead.
   Consulting and Informing
   Inviting the other agency to be involved in a
    variety of ways
   Including
   Communicating in non-blaming manner
   Always advocating for the person‟s interest.
Families not wanting to get
involved

   Family is usually the person‟s lifeline
   Try to keep on board and manage sensitivities.
   Try to identify issues, are there areas they are
    more sensitive about than others
   Who is your customer? (Person over 18 yrs)
   Rights of the person v family rights
Dealing with family negativity
   Unaware they are holding back a service user.
   Unaware of service users potential
   May not be convinced of the value of certain
    goals/recommendations.
   Fears may never have been properly addressed.
   Unable to differentiate between their needs and wants
    and those of the service user.
   May lack support and energy.
   May be manipulated by other parties.
   Distracted by other responsibilities and concerns.
Managing conflicting Goals

   Person
   Other people supported
   Staff
   Family
   Management
   Within the person, eg. safety v rights,
    independence v safety of others, restrictions
    and due process. (Facilitation).
Whose’s goal is it?

   Validating what I think the person is saying
   By engaging with the person and observing
    their responses and behaviours
   By ensuring you have found the optimum way
    of communicating with the person
   By valuing all forms of communication.
   By gathering and sharing info with others who
    know the person well
Whose goal?         contd




   By recording responses over time. Looking for
    consistency.
   Check existing records.
   By not making assumptions.
   By questioning your own beliefs and the
    influence you may have over the person‟s
    decisions
   By not giving up!
Not much Organisation buy-in

   I‟m working on this, but we don‟t get
    organisation support!
   Ask „Why is the organisation doing outcomes?
   What are the organisation‟s Values, Mission,
    Vision? Similar to CQL or not?
   Implementation Group needs to involve people
    senior enough in the org to drive this as
    Priority.
All this Planning and Nothing
Changes

   Perfecting Info gathering skills, but no action??
   Implementation must happen at all levels, you /
    line manager / senior managers / clinical /
    CEO.
   You can start! Make a small change tomorrow
    linked to a Priority for the person. Eg. Starfish
    Story)
   Organisation Plans / Implementation group
Person’s Priorities v Service Goals
   Person‟s Priority Outcomes
    I want to work in a restaurant, I want a girlfriend, I want
    to go into town more often
               V
 Service Goals
  Programmes eg. Hygiene, Communication, Sex Ed,
  Behavioural Management, Literacy, evacuating during
  Fire Drill.
Establish the links between the above. Realistic
  Timeframe, where is the programme going?
Some exceptions eg. Fire Drill, but be creative!
Unrealistic Goals

 I want to play football, and staff make me go
  swimming.
(Man in his 30‟s at recent Just Ask Conference).
 I want to be a pilot.
Explore the issues, it may not be so unrealistic.
How can you get some of the way towards
  achieving this priority?
                  Lack of Consent

   The person does not want a Plan, what do we
    do?
   Explore reasons why person may not want a
    Plan
   Having an POP Policy is not good enough
    reason for person to engage.
   The person‟s consent should be sought.
   Do not pursue if person doesn‟t want to!
What is person-centred planning?

“Person Centred Planning begins when
 people decide to listen carefully and in
 ways that can strengthen the voice of
 people who have been, or are, at risk
 of being silenced”
                             John O’Brien
What is a person-centred plan?

“…The Plan provides a road map for
 the achievement of personal
 outcomes.”

      Ref: ERHA Performance Indicators –
                   Disability Services 2004
8 domains to quality life

   Competence
   Community presence
   Continuity
   Choice and influence
   Individuality
   Status and respect
   Partnership and relationships
   Well being.
When an agency adopts a person-
centred approach… it involves a
complete shift away from old ways…

…towards providing supports to
people ‘one person at a time’.
From Dr. Bob Mc Cormack, Frontline 06.
Facilitation

   “Facilitation is the art of leading people
    through processes towards agreed –
    objectives in a manner that encourages
    participation, ownership and productivity
    from all involved” (Grove consultants
    International, 1994, pg2)
What is a facilitator?
      Work to achieve the group’s desired outcomes, not
       their own.
      Make suggestions to enable the group to achieve its
       task.
      Mediate any disagreements over how to proceed.
      Support the whole group to become more productive.
      Value people and honour differences among them.
      Help others to build on good relationships to get the
       work done.
Facilitation skills


   Active Listening
   Speaking
   What to say
   Establish the culture of the group
   Set up the environment
   Manage time
Facilitation Skills contd

   Gain participation
   Drawing out issues
   Interrupting unhelpful behaviour
   Learning
   Completion.
   Maintaining focus.
Successful facilitation

   Everyone takes responsibility for outcomes.
   Participants feel safe.
   Everyone participates.
   Meetings and processes generate momentum and
    results.
   People enjoy the process.
   Goals set out with steps and time frames identified.

								
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