Practice Friday 21 st October 2016 Empowering People through - PowerPoint PPT Presentation

Empowering People through Innovative Practice Friday 21 st October 2016

Empowering People through Innovative Practice The Story of Mr A’s Progression Steve Garland – External Advisor Dr Edwin Jones - Service Improvement and Research Lead, ABMU Health Board

Mr A’s Story  37 years old  Lived in current residential setting since 2006 (out of area)  Very supportive family network  Likes to be independent - makes breakfast and help staff to do things, cooking, gardening etc  Gregarious, sociable and keen to engage in activities  Requires support with personal care  Has Challenging Behaviour

Assessment • Following an assessment on July 2015 and on going multi disciplinary working including the Specialist Behaviour Team, a range of outcomes have been identified to increase Mr A’s independence and promote his progression  Mr A and his family are at the centre

Outcomes As a result, the following outcomes were identified by A, his family and professionals: • Suitability of living - A move on plan to be developed • Physical and mental health and emotional well-being - Health outcomes were identified in terms of his skin and his feet • A Positive Behaviour plan to be developed • Domestic, family and personal relationships - Moving closer to home will trigger improved relationship outcomes

• Education, training and recreation- A robust set of outcomes need to be developed to identify his skills in terms of independent living skills and recreational activities • Contribution made to society- Returning to his locality will help to provide better engagement with his social networks • Control over day to day life - A model of support is to be developed based on independent living skills • Securing rights and entitlements- The new model of support will provide access to benefits that will allow for more control over financial decisions A Tenancy agreement is in place and all the benefits have processed • Protection from abuse and neglect - The new model will provide a more robust system of protection

Have outcomes been achieved?  A ‘Closer to Home’ ordinary house has been developed for him in Swansea (closer to family) with 3 others  ‘Supported’ living model’ Registered Social Landlord and experienced support provider with a long and positive history in the area  Mr A and his family, involved and fully support the move

What next? November 2016: Mr A will be a tenant in his new home New outcomes…  Personal financial benefits  Closer to home, closer to family  Greater Participation in daily activities  Skill development  Better quality of life  Better health  Better safeguarding  Reduction in CB and… HAPPY!

How have outcomes been achieved? Integrated working between health and social care in practice

Western Bay Region Closer to Home Partnership(C2H) Local Authority & Local Health Joint proactive commissioners & Registered Social Landlords ( not for profit) & Support Providers (not for profit) WORKING TOGETHER TO PROVIDE BETTER SERVICES FOR PEOPLE WITH CHALLENGING BEHAVIOUR 10

Registered social Landlords Families Support Providers C2H advocacy Health and Social Services Commissioners The person 11

C2H Supported Living Local Health and Local Authority ‘Commissioners’ Assess needs Provide £ for care and support Support provider Housing provider • Small house • Care & support • Adaptations • Staff • Maintenance • Repair • PBS • Practice leadership

‘Commissioners’ Assess needs Provide £££ for care and support £ welfare benefits to pay rent and daily living costs Support provider Housing provider • Small house • Care & support • Adaptations • Staff • Maintenance • • Repair PBS • Practice leadership

 Good  Bad How good a service is will Administrative ‘ management ’ Practice Leadership affect how Multi-disciplinary support Limited external support “ challenging ” a Training work-related skills Very little relevant training person is Positive Behavioural No clear approach Support-(PBS) Staff-orientated • Person-centred No clear plans • Function of CB Reactive focus rather than • Proactive focus -Primary prevention Prevention Restraint- ‘ fire fighting ’ • Active Support Service users spend most time • Reactive strategies doing nothing • Clear Plans No staff supervision Self Injury Staff Supervision Infrequent staff meetings Physical Aggression Frequent staff meetings No Quality Assurance Other inappropriate behaviour Quality Assurance system Stressed staff Stress management

Together Stronger Mewn Undeb Mae Nerth a Heddwch Thanks / Diolch Steve Garland & Edwin Jones