Delivering Choice and Control with Older People

This is an 8 day programme for 20 managers (and includes 2 days person centred thinking training for staff). It begins by defining the changes that you want to make - for people supported, and teams. Over the next 6 - 8 months we work with the managers to enable them to use person centred thinking with older people supported, to grow one page profiles. It ends by sharing progress, examples and learning with senior managers, and identifying next steps for the organisation.

Day 1
Overview and defining success
Who is it for
We begin with a day for the managers, their managers and other senior staff (maximum 35)
What is the content of the day?

• What is working and not working for people supported, staff and managers.
• What is the national and local context for this work.
• What does success look like at the end of the 8 day programme - for people supported, and for staff and teams.
• How will we know whether we have been successful (specific success indicators).
• Decide how to use days 4 - 7 to achieve the success indicators.

Days 2 and 3
Person centred thinking
Who is it for
The 20 managers, and as many of their staff and senior managers as possible (maximum 70 for one large course with 2 trainers, or 2 separate 2 day training courses with 30 people on each)
What is the content of the day?

• Learning and practicing the person centred thinking skills 'important to and important for' and 'working/not working'.
• Developing one page profiles.
• Identifying 'burning questions' or unresolved issues to share on day 8.
• Learning and practicing up to 4 other person centred thinking skills that directly enable managers. and staff to achieve the specific success indicators agreed on day 1. This could include:

Doughnut
Decision making agreement
Histories
Relationships
Communication charts
From presence to contribution
Matching staff
Good Days Bad Days
Supporting materials
Person centred thinking minibooks

Days 4 - 7
Towards success
Four days training - choose from

• Person Centred Reviews: A way of making existing reviews with older people more person centred.
• More person centred thinking tools: Introducing further person centred thinking tools for staff to use.
• In depth coaching: Introducing different coaching approaches and techniques to enable staff to help other people to use person thinking.
• Community connecting: Thinking about opportunities to support older people to go out into and be opart of their local community.
• Problem solving: Introducing different problem solving techniques like action learning sets and solution circles for people to use with some of the challenges around using person centred thinking in their work.

• From person centred thinking to person centred plans: Showing people how they can go from developing one page profiles to growing full person centred plans.
• Developing person centred teams: A way of using person centred thinking principles in team work and developing person centred teams.

What is the content of the day?

• Looking at what is working/not working about teams at the moment.
• Tools to build on what is working and address what is not working.
• Using person centred thinking to achieve the success indicators agreed on day 1.
• Achieving clarity about the purpose of the team, and how team members work together and recording this in a person centred team plan.
• Identifying 'burning questions' or unresolved issues to share on day 8.
• Developing competence in using person centred thinking skills.
• Sharing coaching tools to enable managers to coach staff to use person centred thinking and growing one page profiles to plans (for example '5 whys and a what').

Supporting materials
Person centred thinking in-depth cards and Person Centred Teams Manual.
Positive and Productive Meetings
Practical tools to make every meeting more positive and productive
Who is it for
The 20 managers
What is the content of the day

• Looking at what is working/not working about meetings at the moment.
• Tools to build on what is working and address what is not working, for example, rounds, timed talk.
• Achieving clarity about the purpose of the meetings you run.
• Exploring different roles in a meeting.
• A new approach to developing agendas
• A flexible meeting process.
• Using person centred thinking tools in meetings.
• Identifying 'burning questions' or unresolved issues to share on day 8.

Supporting materials
Positive and Productive Meetings Manual
Person centred supervision
A way of using person centred thinking tools in supervision meetings with staff

Day 8
Celebrations and challenges
Who is it for
Everyone who attended the first day - all 20 managers, their managers and other senior staff (maximum 35).
What is the content of the day

• What have we achieved - examples of changes for people supported and teams, including one page profiles and team plans.
• How did we do in achieving the success indicators?
• What are the issues that have emerged for the organisation to explore.
• Action planning next steps that address these issues and build on success.