By Clive Harris Netta Goodban Paddy Behan Nicki Hood

1. HIGH QUALITY LIFESTYLES PROVIDING POSITIVE OPPORTUNITIES TO PEOPLE WITH POSITIVE FUTURES A Person Centred Approach to Supporting Challenging Behaviour By Clive Harris Netta Goodban Paddy Behan Nicki Hood

2. Contents • Introduction to HQL. Staff and Service users • Workforce development – Our concept • The Person Centred Approach • People and progress • Workforce Development - How we are doing? • Pushing practice forward • Questions & Close

3. Section 1 Outline and Aims of this presentation • Communicate the importance and necessity to adopt and embrace a more Person Centred Approach within organisations • Communicate the need for specialist skills training and accreditation in the area challenging behaviour services • Promote positive communications and networking opportunities to organisations, enabling the effective implementation of PCA • Adopt a better attitude of ‘Skills Sharing' and development of PCA training at both an organisational and individual level • Communicate the need for PCA to inform workforce development and organisational strategy inc ‘organisational structure vs roles and responsibilities’ • To share our experiences, both successes and opportunities.

4. Section 1 HQL – Who are we and what do we do? • Independently run organization providing high quality specialist services to people with learning disabilities and / or Autistic spectrum disorder who may sometimes present severely challenging behaviour • Leaders in the field of providing Person Centered Approaches with strong links of collaborative work with the Tizard Centre, IABA, Lodden school, KCC - Training for Care, Canterbury Christchurch University, Kent Challenging Behaviour Network (KCBN) and Skills for Care • Proactive in the field of training, consultation and research “HQL takes an integrated model of service provision including, cognitive-behavioural approaches, attempting to create and understand the feelings and thoughts of others, positive behaviour support which aims to develop substitute skills and excludes the use of punishment and use of medication for affect on behaviour and most importantly to develop and maintain positive and meaningful relationships”

5. Section 1 ‘Julie’ • I am a 41 year old lady • I have long strawberry blond hair • People tell me I have a lovely smile • I have a cheeky sense of humour

6. Section 1 ‘Bobby’ • I’m 5 ft 4 “, very fit and energetic and • have a wicked sense of humour, so • try to keep up if you can! • I am starting to slow down a little though, as I had my 50th birthday last year. Don’t read too much into this though as I’ll still give you a run for your money! • I’m a pretty sociable guy most of • the time but I do like my own space.

7. Section 1 ‘Brett’ • I ama 38 year old man. I grew up at home with my family. • I met J.E. when he came to my family home as a nurse therapist &we developed a friendship. • Following an incident at home my family were unable to continue to support me and I was institutionalised into a secure unit. • I left the unit in 1990 when J.E. opened HQL. I lived in a group home with several others for the first few years. • In my life I have had difficulties with my self esteem.

8. Section 1 ‘Nicky’ • I’m Nicki Hood & have been with HQL as a PCAD Consultant for 4 years. • I have been working with PWLD for 22 years, the last 15 years with people who sometimes present with CB. • I have managed 3 residential homes and supported various staff teams. • I live in Faversham with my husband, 7 year old twin boys and a few animals. • I really enjoy balancing a good, happy home life with a very interesting and on occasions demanding career, which involves working with and supporting people who I care a great deal about.

9. Section 1 ‘Netta’ • PCAD Consultant 3 years at HQL • 25 years experience of supporting PWLD who sometimes present with challenging behaviour • Passionate about the people we support being ‘enabled’ to lead fulfilling lives • Live in Deal where I feel I belong • Looking forward to the challenges ahead

10. Section 1 ‘Clive’ • Workforce Development Manager with HQL for 14 months • 12 years working in Further Education • Passionate about Training and Education • HQL and working in care has provided lots of new and exciting opportunities to ‘make a difference’

11. Section 1 ‘Paddy’ • 24 years old. • Lived all over the country. Now in Ashford. • PCAD Consultant. HQL • 5 years (and counting) in field of care. • I love my Job. • Working hard at Tizard!!

12. Workforce DevelopmentOur concept 2

13. Section 2 Workforce Development‘Vision and Drive’ • All staff are fully trained in all aspects of PCA • Training includes the people who use services • Accredited training is developed in PCA to provide all staff with appropriate specialist training (Mansell report) and a formally recognised qualification at level 2 and above • Training in CB services is promoted locally/ nationally and receives nationally recognised accreditation status • PCA training is mapped/Linked to NVQ, LDQ, NOS, CIS and offers progression routes to other training awards/ body’s inc Tizard University • Training development in ‘Leadership and Management’ for staff that lead others • To develop standards that ensures the effective implementation of PCA and provides a process to ensure that the quality of PCA is consistently measured and maintained • To develop a quality management system to support the identification, implementation and review of quality standards • To actively develop and promote an organisational structure that supports PCA and develops an emphasis on a ‘practice approach’ model • Training that develops and promotes a ‘team practice’ approach

14. The Person Centred Approach 3

15. Periodic Service Review Periodic Service Review The Person Centred Approach (PCA) Person Centred Active Support (PCAS) Person Centred Planning (PCP) Positive Behaviour Support (MEM/PBS) Periodic Service Review Periodic Service Review

16. People and Progress 4

17. Section 4 ‘Julie’

18. Section 4 ‘Bobby’

19. Section 4 ‘Brett’

20. Section 4 ‘P’ STANDS FOR ‘PERSON’, NOT FOR ‘PAPER’ • Too busy doing; rota, menu, etc, etc,etc • Turn it on its head • Mansell et al say there are three golden rules to measuring performance: 1. DON’T RELY ON PAPERWORK 2. DON’T RELY ON PAPERWORK 3. DON’T RELY ON PAPERWORK

21. Section 4 ‘ECDG’Evidencing Change Development Group HRRPI Positive Practices QOL Data Recording Evidence Before... Side effects... During... Mr C Mr D Mr A Mr B

22. Workforce Developmentwhere we are now 5

23. Section 5 Workforce Development - How we are doing? • Formalising all current in-house PCA training with the Person Centred Approaches Department in preparation for accreditation with an awarding body • Liaising with educational institutions re the development of accredited learning including the development of leadership and management • Written and implemented a set of service standards • Implemented a Quality Management System (on line) to support the ongoing deliver of quality standards • Training strategy that supports the needs of the organisation including initiatives such as ‘Train the Trainer’ • Ongoing commitment to supporting staff on the Tizard and IABA • Ongoing commitment to NVQ achievement current stats approx 60% • Involved in the delivery of a number of ‘Skills for Care’ contracts to promote service user inclusion in the setting and reviewing of standards, training and individualised learning programmes

24. Pushing Practice Forward 6

25. Section 6 PRACTICE LEADERSHIP • Make supervision person centred, focus on how staff support individuals. • Move things forward side by side with the people we support. • Service users must be central to all that involves them. • Specialist staff and Managers must role model on a daily basis. • Get out of the offices. • Develop person centred teams. • Become ‘enablers’ not accepting controlling practices. • Transfer knowledge into practice. • Make staff support a priority.

26. Section 6 A Person Centred Approach Towards Interventions

27. Section 6 Staff Support • Staff need to feel supported • Staff need to feel valued • Staff need to be empowered • A well supported, happy staff team provide a better quality of life to the people they are supporting.

28. Questions & Close 7