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Overview

Framework:
RQF
Level:
Level 3
Unit No:
A/601/7215
Credits:
5
Guided learning hours:
41 hours

Assessment Guidance

This unit needs to be assessed in line with the Skills for Care and Development QCF Assessment Principles
LO 5 must be assessed in a real work situation.

Aim

This unit is aimed at those who work in a range of health or social care settings. This unit enables the learner to extend their knowledge about the principles, processes and context of person-centred thinking, planning and reviews. It also requires the learner to explore their own role in implementing person-centred thinking and planning and to develop further the skills and attitudes necessary to fulfil this role.

Unit Learning Outcomes

1

Understand the principles and practice of person-centred thinking, planning and reviews.

Assessment Criteria

  • 1.1

    Explain what person-centred thinking is, and how it relates to person-centred reviews and person-centred planning.

  • 1.2

    Explain the benefits of using person-centred thinking with individuals.

  • 1.3

    Explain the beliefs and values on which person-centred thinking and planning is based.

  • 1.4

    Explain how the beliefs and values on which person-centred thinking is based differs from assessment and other approaches to planning.

  • 1.5

    Explain how person-centred thinking tools can form the basis of a person-centred plan.

  • 1.6

    Describe the key features of different styles of person-centred planning and the contexts in which they are most useful.

  • 1.7

    Describe examples of person-centred thinking tools, their purpose, how and when each one might be used.

  • 1.8

    Explain the different ways that one page profiles are used.


2

Understand the context within which person-centred thinking and planning takes place.

Assessment Criteria

  • 2.1

    Interpret current policy, legislation and guidance underpinning person-centred thinking and planning.

  • 2.2

    Analyse the relationship between person-centred planning and the commissioning and delivery of services.

  • 2.3

    Describe how person-centred planning and person-centred reviews influence strategic commissioning.

  • 2.4

    Explain what a person-centred team is.

  • 2.5

    Explain how person-centred thinking can be used within a team.

  • 2.6

    Analyse how to achieve successful implementation of person-centred thinking and planning across an organisation.

  • 2.7

    Describe the role of the manager in implementing person-centred thinking and planning.

  • 2.8

    Explain how this relates to the role of a facilitator.


3

Understand own role in person-centred planning.

Assessment Criteria

  • 3.1

    Explain the range of ways to use person-centred thinking, planning and reviews in own role:

    • with individuals

    • as a team member

    • as part of an organisation.

  • 3.2

    Explain the different person-centred thinking skills required to support individuals.

  • 3.3

    Identify challenges that may be faced in implementing person-centred thinking, planning and reviews in own work.

  • 3.4

    Describe how challenges in implementing person-centred thinking, planning and reviews might be overcome.


4

Be able to apply person-centred planning in relation to own life.

Assessment Criteria

  • 4.1

    Demonstrate how to use a person-centred thinking tool in relation to own life to identify what is working and not working.

  • 4.2

    Describe what other person-centred thinking tools would be useful in own life.

  • 4.3

    Evaluate which person-centred thinking tools could be used to think more about own community connections.

  • 4.4

    Evaluate which person-centred thinking tools or person-centred planning styles could be used to think more about own future aspirations.


5

Be able to implement person-centred thinking, planning and reviews.

Assessment Criteria

  • 5.1

    Demonstrate the person-centred thinking and styles of person-centred planning that can be used to help individuals move towards their dreams.

  • 5.2

    Show that the plan and process are owned by individual.

  • 5.3

    Demonstrate how person-centred thinking tools can be used to develop a person-centred plan.

  • 5.4

    Use information from a person-centred review to start a person-centred plan.

  • 5.5

    Use person-centred thinking to enable individuals to choose those who support them.

  • 5.6

    Support the individual and others involved to understand their responsibilities in achieving actions agreed.

  • 5.7

    Demonstrate a successful person-centred review.


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