个性化的社会关怀--加拿大Assignment代写范文

加拿大Assignment代写范文:“个性化的社会关怀”，这篇论文主要描述的是卫生署提出了在社会关怀方面要逐渐往个性化和人性化的方面发展，为每一个人提供个性化的社会护理，这个个性化的服务能够较好的提高用户的服务体验，个性化的考虑能够减少护理服务中可能出现的问题。

1.1 define the term ‘personalisation’ as it applies in social care Personalisation is a social care approach described by the Department of Health as meaning that “every person who receives support, whether provided by statutory services or funded by themselves, will have choice and control over the shape of that support in all care settings". Personalisation is often associated with direct payments and personal budgets, affording service users the choice of services that they receive. Personalisation comes is delivered with an ethos of tailoring to the needs of every individual, rather than ‘off-the-shelf, prescribed values.

1.2 explain how personalisation can benefit individuals Personalisation has significant implications for a service user; a personalised service involves the putting together of a care plan and will ideally improve aspects of holistic care, taking in to consideration the needs of carers and significant individuals in the service user’s life. It will normally entail contingencies in the care framework and provide for preventative and crisis management, reducing delays in the delivery of care and promote independence and self- management of one’s wellbeing

1.3 Explain the relationship between rights, choice and personalisation Personalisation is a social care approach described by the Department of Health as meaning that “every person who receives support, whether provided by statutory services or funded by themselves, will have choice and control over the shape of that support in all care settings".personalisation.htm Individuals have a right to access services via the NHS framework (as set out in the NHS Constitution choiceintheNHS/Rightsandpledges/NHSConstitution/Pages/Yourrightstochoice.aspx) in which they are assessed on needs-based criteria. Everyone who is cared for by the NHS in England has formal rights to make choices about the service that they receive. These include the right to choose a GP surgery, to state which GP you'd like to see, to choose which hospital you're treated at, and to receive information to support your choices. These rights form part of the NHS Constitution. When assessed, they are assigned to a cluster within the care model that is engineered to ensure the most relevant pathway of care is made available. Personalisation has an emphasis on self-directed care, where the service user co-produces a care plan according to their needs within that cluster. There is a duty on councils to commission services that prevent, reduce or delay the need for care, backed up by a national care and support evidence library and a pilot to test the use of social impact bonds to encourage investment in prevention. In mental health provision there may exists issues around capacity for service users (eg dementia). The QCC (Quality Care Commission) monitor compliance with quality measures put in place for care. Councils have been directed to commission a comprehensive information and advice service supported by a national portal carrying information and advice on care and support. This should include profiles of all registered residential and domiciliary care providers carrying basic information, such as compliance with Care Quality Commission standards, and, where available, additional information on quality, including user reviews.

1.4 Identify legislation and other national policy documents that promote personalisation. UK government's 2012 White Paper. The care and support white paper sets out the government's vision for a reformed care and support system. government/publications/caring-for-our-future-reforming-care-and-support The UK government's 2012 draft ‘Care and Support Bill’ proposes placing a duty on councils to ensure service users can access a diverse market of providers. The draft Bill proposes a single, modern law for adult care and support that replaces existing outdated and complex legislation. The draft Bill also includes a small number of critical health measures.  The delivery and implementation of personalisation is being supported by the Think Local Act Personal Partnership, a coalition of sector bodies.  A Social Impact Bond (2.1), also known as a Pay for Success Bond or a Social Benefit Bond, is a contract with the public sector in which a commitment is made to pay for improved social outcomes that result in public sector savings. The first Social Impact Bond was launched by Social Finance UK in September 2010. 2. Understand systems that support personalisation

2.1. List local and national systems that are designed to support personalisation FACS (Fair Access to Care Services) is a national eligibility framework for allocating social care resources fairly transparently and consistently. The voluntary and 3rd sector in health and social care have a role in supporting and implementing the quality of care set down in policy by the NHS and local councils. Many would argue that their ethos has always leaned towards a personalised service as their ethos evolved organically within a defined service role (e.g. MIND – Mental Health, Julian Support – housing and social care) and are therefore well placed to provide elements of care as part of a personalisation menu. The Norfolk recovery Partnership (NRP) combines a range of statutory and non-statutory services that support recovery for alcohol and drug dependency. Clinical Commissioning Groups (CCGs) are replacing Primary Care Trusts in deciding what services should be provided, and therefore what services they wish to ‘buy’ from us on behalf of the population. Payment by results (PBR) is a Department of Health initiative to change the way that health services are commissioned (paid for), moving away from block contracts to a system where funding is linked directly to the care service users receive. In the Norfolk and Suffolk Foundation Trust (NSFT) a new Access and Assessment Service aims to make it easier for people to get the right mental health and social care service as quickly and efficiently as possible. GPs and other referrers, including those who self-refer to the Wellbeing Services (IAPT -Improving Access to Psychological Therapies), are now able to call one number and be directed to the right team or service in a timely and clinically safe manner. PALS (Patient Advice and Liaison Service)Patient-Advice-Liaison/ There are a number of local and national service user and carer-led groups who are recognised by local trusts and are invited to co-produce, co-develop and co-deliver policy framework for the implementation of services. These groups provide a voice for service users and carers with concerns and suggestions pertaining to the rolling out of changes in health care delivery. In Norfolk, there are a number of locality-based service user and carer councils and strategy/scrutiny groups. Equal Lives is a user led organisation, formerly known as Norfolk Coalition of Disabled People (NCODP) is an independent advocacy, support and legal advice service that often helps service users to negotiate their way through the process of personalisation, often helping to produce care plans based on personal budget production.

2.2. Describe the impact that personalisation has on the process of commissioning social care The commissioning of service care has moved away from block funding (providers commissioned in bulk to provide a service) towards a social care market that promotes the availability of a diverse range of high-quality services from which service users can choose. Clinical Commissioning Groups (CCGs) are replacing Primary Care Trusts in deciding what services should be provided, and therefore what services they wish to ‘buy’ from us on behalf of the population. Personalisation also requires a change in approach from care providers. As councils devolve purchasing responsibility to service users, providers can no longer rely on block contracts with local authorities. They must now compete as businesses via the PBR (Payment by Results) framework. The UK government's 2012 draft Care and Support Bill proposed placing a duty on councils to ensure service users can access a diverse market of providers. 2.3. Explain how direct payments and individual budgets support personalisation. Self-directed care is facilitated by the allocation of personal budgets for care via ‘care clustering’. The service user is able to choose which provider will be used for appropriate services to be put in place. A care coordinator or social worker will help to co-produce a care plan, outlining which services will be provided and by whom. Regular reviews of personal budgets are undertaken to ensure the level of services provided are appropriate to the needs of the individual. Outcome 3 Understand how personalisation affects the way support is provided 3.1Explain how person centred thinking, person centred planning and person centred approaches support personalisation Personalisation means recognising people as individuals who have strengths and preferences and putting them at the centre of their own care and support. Person-centred thinking is described by the UK Department of Health as "the foundation for person centred planning". It represents a set of values, skills and tools used in Person Centred Planning and in the personalisation of services used by people who need supports provided by social or health care. A major piece of research into the impact of person centred planning found that the prevalence of person-centred thinking in services was an important condition for services having the capacity and systems for delivering person centred results. Person-centred planning was an approach formally introduced in the 2001 Valuing People strategy for people with learning disabilities (DH 2001). The person-centred planning approach has similar aims and elements to personalisation, with a focus on supporting individuals to live as independently as possible, to have choice and control over the services they use and to access both wider public and community services, employment and education. Rather than fitting the person to services, services should fit the person. Person-centred approaches aim to increase independent living; a central goal of personalisation Independence via personalisation means having choice and control over the assistance and/or equipment needed to go about your daily life along with fair and equal access the tools of independence; housing, transport and mobility, health, employment and education and training opportunities e.g. using direct payments, individuals can recruit their own personal assistants (PAs) to support them with living independently.

3.2 Describe how personalisation affects the balance of power between individuals and those providing support With personalisation, individuals, not institutions, take control of their care. The traditional service-led approach has often meant that people have not been able to shape the kind of support they need, or receive the right kind of help. Moving away from a previously prescriptive provision of health care toward personalised approaches such as self-directed support and personal budgets involve enabling people to identify their own needs and make choices about how and when they are supported to live their lives, regardless of the care environment.

3.3 Give examples of how personalisation may affect the way an individual is supported from day to day. - Tailoring support to people’s individual needs whatever the care and support setting e.g. choosing their Pas, support workers or supported setting. - Ensuring that people have access to information, advocacy and advice, including peer support and mentoring, to make informed decisions about their care and support, or personal budget management e.g. PALS, Equal Lives, IAPT. - Finding new collaborative ways of working ( ‘co-production’) that support people to actively engage in the design, delivery and evaluation of services e.g. Service user groups such as the Service User Council. - Developing local partnerships to co-produce a range of services for people to choose from and opportunities for social inclusion and community development e.g. Equal Lives and the Norfolk recovery Partnership - Developing the right leadership and management, supportive learning environments and organisational systems to enable staff to work in emotionally intelligent, creative, person-centred ways e.g. IMROC (Implementing Recovery through Organisational Change). - Embedding early intervention, reablement and prevention so that people are supported early on and in a way that’s right for them e.g. via Early Intervention services, Assertive Outreach and A&AT (Access and Assessment Team). - Recognising and supporting carers in their role, while enabling them to maintain a life beyond their caring responsibilities e.g. Carer Support Groups. - Ensuring all service users have access to universal community services and resources. Outcome

4: Understand how to implement personalisation

4.1 analyse the skills, attitudes and approaches needed by those providing support or brokering services, in order to implement personalisation The health and social care workforce are involved in a radical and comprehensive change at all levels and this necessitates an adaptive approach to the delivery of care by frontline staff. An ethos of co-production should mean more power and resources being shared with people on the front line (service users, carers and front-line staff) so they are empowered to collaboratively determine their own solutions to the difficulties they are best placed to know about. Holistic approach: understanding and facilitating integrated approaches to recovery and wellbeing, including the use of complimentary therapies, recovery-based activities and learning and strengthening of life skills. Community bonds: seeing the individual in the context of family, friends and community, and reflecting their hopes and fears for their own future. Customer service standards: people with customer-friendly versions of existing services. Finding the positives: research on personalisation has shown that front-line workers should focus on people’s abilities rather than seeing them as problems and should have the right skills to do this. Respect: for personal choice, flexibility, ownership and creativity Positive risk-taking: encouraging individuals to be brave and creative in their approach to recovery, puching the boundaries in personal development and resilience. IMROC – the development of recovery colleges involving the recruitment and training of peer support workers as staff, to be integrated in to the workforce, on wards and in the community.

4.2 Identify potential barriers to personalisation Tackling bureaucracy: One common criticism of personalised care is that it can take a long time to be implemented (i.e. direct payments/personal budgets). There is a need to streamline systems, with reduced bureaucracy to offer a quicker process of putting a direct payment in place. In my own role as a support worker I have noticed that a personal budget can take many months to be approved. In some cases, the needs of the service user has changed so significantly (whist waiting for their plan to be implemented) that a care plan has to be produced again from scratch. Personal Contributions to Care (Norfolk): Upon being financially assessed by the local council, a service user can be asked to make a personal contribution to their care. This is taken in cash directly from the benefits. This has led some service users to forego personal budgets, citing reasons of financial burden. It has been suggested that a better way to retrieve these costs would be through the personal budget itself. The personal contribution to care must be managed by the service user, meaning that if they get behind on their payments they will be in debt to local authorities. Confusion over personal budgets: A survey conducted by the Department of Health found that few interviewees had a clear idea of the future of their personal health budget beyond the first year. This caused considerable anxiety, particularly when the budget had already led to significant gains in health and wellbeing. Getting approval for care/support plans by a PCT panel could be protracted, ranging from a few weeks to eight months and there is no guarantee of continued support beyond that initial period. The role of organisational change: Staff will need to be empowered by their organisations in order to empower service users in turn. Therefore, organisational issues need to be considered and changes implemented which enhance relationship-based front-line working. Statutory and non-statutory providers need to implement appropriate training and policy frameworks to support the roll-out of personalisation. The huge scale of organisational change can create a backlog in the delivery of personalised services. Capacity of the individual: barriers exist where people are unable to identify (hampered by their illness) their own needs. This can be the case in dementia, acute and critical patients and in other situations where a service user’s capacity impairs their ability to make decisions for themselves. Closure of Services (eg Day Centres) due to redesign of overall service strategy. A critical mass of participation is required to keep services running. Eligibility criteria and charging guidance may act as a barrier to any social care, not just personalised services.

4.3 Describe ways to overcome barriers to personalisation in day to day work Direct commissioning of services can be implemented whilst a service user waits for the outcome of their personal budget. This provision can fill a potential gap in services, ensuring continuity of care. Improved communication between staff and service users: To help improve the production of a personal budget, all parties involved in the care and support of the service user (care coordinator, support worker, independent adviser/advocate and carers/family members) needs to be kept in the loop with its progression. This also helps to ensure that co-production of the care plan is implemented. A further benefit to co-production is that the process can be carried forward in the absence (due to illness or long-term leave etc) of a key part of that care team. Better education as regards the kind of services available, along with meaningful reviews (independent and by service-users) that reflect the commercial choice of a customer. Using lived experience as a tool of expertise in shaping services.

4.4 Describe types of support that individuals or their families might need in order to maximise the benefits of a personalised service. Financial management of the personal budget via holding of funds by a 3rd party e.g. Equal Lives and improved access to organisations that can assist with making choices regarding their care. Service users need to become an ‘employer’ and need to know what this entails and how to carry out their responsibilities. Structuring care in a way that also fosters the organic growth and development of significant individuals that feature in the life of the service user e.g. family unit or social/community grouping. In this way, the delivery of the service to an individual can have positive flow-on effects for the people involved directly in their lives e.g. family as opposed to individual respite, shared social and educational activities that help the group to bond and learn together and, perhaps, therapy aimed at the unit as a whole to foster a deeper understanding of the illness of the individual.

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