An introduction to the concepts around wellbeing in residential care, and how these differ from the traditional welfare approach. How the 5Cs framework can be used as the basis for a more personalised approach in the context of growing resource constraints.
The revelations of a regime of abuse and humiliation from the Winterbourne View scandal, together with the long awaited Francis Report on the Mid-Staffordshire NHS Trust, have brought the spotlight back onto the worst excesses of institutional care. Undoubtedly there will be a far reaching impact on the care sector, though quite what form this will take remains to be seen.
One of the central ideas underpinning changes in social care provision in the last five years has been ‘personalisation’. This moves us away from the idea that ‘care’ is provided because someone needs looking after, which is the traditional welfare approach. With ‘personalised’ services, there’s a shift in focus to the holistic needs of a person.
“At its simplest, personalisation, in the context of care homes, is putting the person who uses the service first in order to ensure that they can exercise choice and control over the way that services are provided. This is not a new concept for the best care homes. However, there is an expectation that health and social care services need to change to respond to the principles of personalisation as expressed in Putting People First.”
So for example with a welfare approach, a person’s needs will be considered in terms of whether they need practical help with bathing, or getting up, or eating, or going to the toilet. Whereas a personalised approach will also be concerned with what’s important for the wellbeing of that person. What interests do they have? What about learning and development needs? What kind of social life do they have, or want? And perhaps most significant of all, how would they like their practical needs to be met? Being able to exercise some choice and control is of great importance to our sense of wellbeing, and applies just as much to those dependent on others for activities we usually take for granted.
Full article available in The Modern Registered Manager, March/April 2013