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Summary MANAGE HEALTH AND SOCIAL CARE PRACTICE TO ENSURE POSITIVE OUTCOMES
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- Health and social care
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- Health And Social Care
MANAGE HEALTH AND SOCIAL CARE PRACTICE TO ENSURE POSITIVE OUTCOMES
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UNIT 13 MANAGE HEALTH AND SOCIAL CARE PRACTICE TO ENSURE POSITIVE OUTCOMES FORINDIVIDUALS.
UNIT 17 LEAD PERSON-CENTRED PRACTICE.
1. Outcome-based practice is an activity or process that has a beneficial impact on an
individual’s life, either by action taken or a service which has been delivered. The ‘outcome’
is the effect it has on the individual. It places the needs of the individual at the centre of the
service delivery. There is a rising demand for health and social care and we often have to
deliver the best care outcomes with limited resources. Ongoing evidence-based research
helps to evaluate the treatment processes as well as reflective practices.
Providing a safe environment and safe practices is paramount to our practice. Staff are
trained in all aspects of being safe such as; Health & Safety, Safe Handling of Medication,
Infection Control, De-escalation and Physical Interventions, Record-Keeping and
Safeguarding etc.… along with regular staff meetings and supervisions to address any
ongoing problems. If we don’t feel safe, how can we expect our service-users to feel safe?
Through training, communication and keeping in line with Policies and Procedures we can
continue to feel safe and protect the individuals’ in our care so that they also feel safe. I am
very confident in my current practice that we are very well led, in the sense that our
Manager and Team Leaders all have a positive approach to caring, both for our staff and our
service-users. Communication is very good and the team works well together, and whenever
there are problems, we all work well together to find an effective and positive solution. All of
our staff work to their full potential and much more and have a natural caring quality which
only serves to be more effective and efficient, as our CQC reports show, which also has a
filter-effect on the individuals’ in our care. The individuals in our care have always been our
priority to meet their needs and to reach a positive outcome.
The Logic model is based on Inputs, Outputs and the Outcomes Impact. The input is the
framework such as staff, money, time, equipment and legislation etc.… Output can be seen
as the care which is delivered, training, partnerships and change provisions. The outcome is
the end result for the individuals and their wellbeing and the impact it has on their lives such
as short, medium or long-term.
2. Results-based accountability is a ‘Turn the curve’ thinking model and is a step-by-step
process to get from ‘ends’ to ‘means’. It is a performance measure and focuses on whether
service-users are better off as a result of your service such as, ‘how much did we do?’ and
‘how well did we do it?’ and ‘is anyone better off?’ Although both models can produce
positive outcomes, the Results-based accountability model appears to be more innovative in
its approach and offers a speedier solution. Both models are self-evaluative and both are
focused on the best outcome for the individual. The RBA offers a quicker solution and offers
a more simplistic form and easier to understand, whereas the Logic model appears to be
more complex in its theory. Both do offer evaluative measures and the RBA appears to be
more reflective and innovative.
3. I would personally be reflective of both models as I firmly believe that we should use all the
resources which are available to us in order to achieve the best outcome for the individual,
and I would say that my practice is very open to new ideas and practices and can adapt
accordingly, however, we will still need the basic framework in which to build upon. I can
identify and recognise similarities in my practice from both models, and we are very quick to
, identify something that is not working well or that we could improve. We are always
evaluating our practices and looking for ways to improve our service and our individuals’
experience for a positive outcome.
4. A focus in Outcome-Based Practice is a recognition that services must adjust to limited
growth in resources while still delivering high quality care. Changes in social care are based
on the need to improve services using outcomes as a measure of performance. Managers
now take on ‘facilitator’ roles, encouraging and supporting individuals to take control of
their own assessment and support plan, making it tailored to meet their particular needs
and circumstances. The Care Act 2014 sets out local authorities’ duties in relation to
assessing peoples’ needs and their eligibility for publicly funded care and support. This gives
us the fundamental standards , as well as the CQC guidelines which states – ‘the provider of
your care must have plans that ensure they can meet those standards,’ However, it is not
just about meeting standards, that is only the basic framework. It is about delivering person-
centred care, having the individual at the centre of their care planning and treatment and
meeting their individual needs in every way possible to improve quality of life. This means
that, in keeping in line with current legislation, we tailor the policies and procedures around
the individuals, not only meeting their needs, but identifying and recognising their
circumstances and cultures, creating equality as much as possible.
An individual, Miss T, arrived at our practice. After initial admission and ‘settling in’ period
we set up a care plan which included personal needs, specific working strategy, who will
help, expected outcome, risks and identified support needs, current status and OT
interventions. To this we added a mood chart analysis for personal development,
community skills assessment, placement plan, transition and pathway plan. We included Star
meetings for personal growth. We also put together a My Plan which included emotional
wellbeing, independence and long-term objectives. All these gave us the tools we needed to
promote wellbeing and independence and to ensure a positive outcome, being that T moved
on to supported living which improved her independence and quality of life.
Whenever there is change for our service-users, it can initially have a huge impact, as it is
not always easy to implement change. Individuals become used to set routines and don’t
necessarily see change as a positive thing, which is why it is always important to focus on the
individual and discuss and explain any changes. One of the first things I always do is ask the
individual ‘how do you feel about the changes?’ followed by ‘how is it working for you?’
Changes need to be monitored to make sure they are working positively for the purpose
intended, for the individual. Outcome-based practice allows us to see where we are and
where we want to be and measures our performance through that process, to achieve the
best possible outcome for the individual.
5. The Ryff Scales of Psychological Wellbeing is focused on specifically measuring multiple
facets of wellbeing. These include self-acceptance, the establishment of quality ties to other,
autonomy in thought and action, the ability to manage complex environments to suit
personal needs and values, meeting meaningful goals and a sense of purpose in life and
continued growth and development as a person. It is focused on life experience and
educational encounters and using these to realise their full potential in life.it is a survey that
assesses the psychological components of wellbeing. There are two main assessments in the
form of 84 questions for the long version and 54 questions for the short version, consisting
of a series of statements which reflect the six areas of wellbeing, these being; autonomy,
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