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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