Monitor, review and evaluate the implementation of person-centred practices and the achievement of positive outcomes for individuals

For this assessment criterion, you will be required to demonstrate that you are able to monitor, review and evaluate the implementation of person-centred practice and the achievement of positive outcomes for individuals within your area of service. To achieve this, you will need to obtain robust feedback from individuals in receipt of care and support, your colleagues and others that are involved in supporting those in receipt of care and support.

When you initially write policies and procedures, they will be developed in line with legislation, regulation and best practices with regard to person-centred practice and the achievement of positive outcomes. You may also involve team members and service users in the process to gain different perspectives. In addition, team members should receive relevant training to understand their roles and responsibilities with regard to person-centred practice and positive outcomes.

However, the completed policy/procedure will not be the end of the process. All policies and procedures must be regularly reviewed to ensure that they are working as intended. Whilst they provide a framework for practice, not all situations can be covered and ambiguity may lead to confusion. If they are not clear, team members do not interpret them correctly, or team members do not adhere to them, it can result in poorer outcomes for individuals.

Therefore, it is the manager’s responsibility to monitor the implementation of policies and procedures as part of a robust quality assurance process. In addition to monitoring policies and procedures in practice, managers can also gather data from other sources to inform the review and evaluation process.

Your organisation’s complaints system can be used to identify systematic issues with person-centred practice and the achievement of positive outcomes. Each complaint must be investigated thoroughly and any failings by your organisation should be actioned and rectified as soon as possible. You should also look into the root cause of the issue so that you are able to put safeguards in place to prevent it from happening again. In addition, you should regularly go through the log of complaints to identify any patterns or trends in the complaints that are being made – common themes may indicate a systematic or cultural issue within your organisation.

As well as formal complaints, you can also get the views of service users using other methods. Some organisations use focus groups to gather the views and attitudes of several service users about the care they are receiving. One-on-one meetings can also be used (e.g. during a care plan review) as well as satisfaction surveys. In some settings, the response rate for the completion of surveys can be increased if service users are guaranteed anonymity.

You should also get the views and opinions of team members. Again, this can be through one-on-one meetings (e.g. supervision, appraisal etc.) and through team or other group meetings. Staff surveys may also be used, and again, guaranteed anonymity can make team members more likely to provide honest feedback.

The perspectives of others that are involved in an individual’s care and support should also be considered. This can include an individual’s family or advocate as well as other health and care professionals.

The information that you have collected should then be used to review and evaluate person-centred care and the achievement of positive outcomes for individuals within your organisation. Any issues or shortfalls should be addressed and, if necessary, changes to policies and procedures should be made and then communicated to all stakeholders. The review and evaluation process should also be documented to provide an audit trail for quality assurance activities.