Person Centered Planning

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Person Centered Planning

• Mahin Para-Cremer, BCABA
• Lakeview Specialty Hospital

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What is Person Centered Planning?

• A problem-solving process that is focused on
  helping an individual achieve a lifestyle based
  on his/her preferences, needs, choices
• A building block for a context in which an
  individual can create a vision for how he/she
  wants to live, and then to brainstorm,
  strategize, and plan to make that vision a
  reality.

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How Traditional Service Planning and
Person-Centered Planning Compare and Contrast
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Traditional Service Planning

• A multi-disciplinary team of service providers
  meets annually with the individual/family to
  develop a plan for services
• The team conducts/ interprets assessment data
  using standardized/ non-standardized assessment
  mechanisms
• The individual/family are invited to attend/
  participate in the team meeting as appropriate
• Regulations and mandates guide the development/
  implementation of the plan
• Based upon assessment data, the plan emphasizes
  goals/ objectives to be met by the individual
• The plan is monitored/ evaluated by the team/
  regulatory agencies
• Examples
• Weaknesses identified
• Plans made to remediate those weaknesses before
  individual is able to fully participate in
  activity/task.

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Person-Centered Planning

• A support team of the individual, family,
  friends, service providers, and community members
  meets regularly/ frequently to develop and
  implement a future vision plan for the individual
• The support team gathers, organizes, and manages
  assessment information into a personal profile
  using highly visual/ team-based methods
• The support team actively defines roles for the
  individual/ family to play and assists them in
  assuming these roles in a respected and competent
  manner
• A future vision or other document of desired
  future dreams, fears, and plans drives the
  support teams activities
• The document emphasizes goals and actions to be
  undertaken by all team members to change
  environments, services and supports
• Evaluation/ implementation of the plan is
  dependent upon the commitment/ energy of the
  support team as well as the monitoring and
  evaluation of the agency

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Core Values of Person-Centered Planning Models

• Driven by the Individual, Family, and Friends
• Focus on an Individuals Gifts and Capacities
  Improving Quality of Life
• Visionary and Future-Oriented
• Dependent Upon Community Membership and
  Commitment
• Emphasize Supports and Connections Over Services
• Enable Individualized Plans to be Developed
• Change Services to be More Responsive to Consumers

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Three Basic Steps of Accomplishing a
Person-Centered Approach

• Step One Using Support Teams to Conduct
  Assessment Activities
• Step Two Using Support Teams to Develop Service
  Plans
• Step Three Using Action Planning and Other
  Meeting Effectiveness Skills to Implement and
  Evaluate Service Plans

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Step One Using Support Teams to Conduct
Assessment Activities

• Each person has a unique personality, hopes,
  dreams and support needs
• Person-Centered assessment tools require an
  initial focus on abilities, and then a subsequent
  focus on support needs
• Views each person as having a lifetime of
  experiences, a network of people, and a set of
  unique preferences
• Requires support teams to leave behind
  pre-conceived notions of disability labels and
  test scores

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Identifying Support Team Members

• Person-Centered Support Teams are made up of
  people who
• Know the consumer well
• Support or potentially can support the consumer,
  and
• Are chosen by the consumer and/ or family to
  participate as team members

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A Circle of Support

• The team makes a commitment to support an
  individual and encourage him/her to take a
  leading role in making decisions about his/her
  life.
• The team plays a critical role in helping to
  ensure that the goals set during the planning
  process are put in place and new connections are
  made within the community.
• The team considers an individuals vision and
  brainstorms about what needs to happen in order
  to achieve that vision.

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Create a Personal Profile

• Identify
• Relationships
• Places
• Background
• Personal Preferences
• Most Important Things
• Strong Preferences
• Hopes, Dreams, Fears
• Support Needs
• Strengths and Skills

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Who should be interviewed?

• The individual served
• Parents / guardian
• Family members
• Core team members
• Friends of the individual
• Teachers
• Residential Staff (across different shifts,
  closest relationships)
• Natural community supports
• Ask the people you interview if they feel there
  is anyone else who would be beneficial to
  interview

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Step Two Using Support Teams to Develop Service
Plans

• Develop a plan specifying the consumers desired
  outcomes along with the services and supports
  necessary to attain the outcomes.
• The plan must use the persons dreams, hopes and
  preferences as the foundation for the
  identification of short- and long-term goals, as
  well as for provision of supports and services
  necessary to attain the goals.
• Does not require new forms or revision to old
  forms this is the process of assessing and
  gathering information and the manner in which
  goals and objectives are selected written.

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Important Questions to Ask Ourselves

• Can we support this consumers desired outcomes?
• Do we believe this individual can and should
  accomplish these outcomes?
• Do we have or are we willing to develop the
  capacity necessary to support this individuals
  accomplishment of these outcomes?

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Step Three Using Action Planning and Other
Meeting Effectiveness Skills to Implement and
Evaluate Service Plans

• Team members must actively take on the challenge
  of assisting consumers in reaching their dreams.
• This involves individualizing existing services
  and creating new service direction, and
• Requires an effective and coordinated working
  relationship among all agency personnel

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Person-Centered Teaming and Meeting Effectiveness
Characteristics

• Teams are guided by the consumers future vision
  and desired outcomes and team members work
  interdependently to achieve the outcomes.
• Teams meet frequently and regularly and use an
  action planning process to monitor and evaluate
  progress toward the consumers vision and
  outcomes.
• Teams engage in effective face-to-face
  communication and have strategies in place to
  manage conflict among team members.
• Teams develop mechanisms for determining who is
  and who is not a member, roles for members, and
  ground rules to regulate behavior.

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Group Action Planning

• Five Key Activities
• Welcoming Support from Others
• Connecting with Others
• Envisioning Great Expectations
• Problem Solving
• Celebrating Successes

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Goals should be

• Positive
• Possible
• Outcome based (involve action ownership of the
  person)
• No dead mans goals (i.e., a person could achieve
  this goal even when he or she is dead Billy will
  hold still while he is dressed)
• No negative language about what cant be done or
  what is impossible to achieve
• No cease and desist goals (i.e., Mark will stop
  talking to strangers does not address what he
  will do)

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Creating an action plan

• As goals and activities are identified and
  developed by the team, they become part of an
  action plan.
• Components to be included in an action plan
  include
• Written description of the Individuals Preferred
  Lifestyle
• Written description of how opportunities for
  choices will be provided
• Limitations in the plan due to health and safety
• Delivery of services that lead to the persons
  preferred lifestyle
• Signature of the individual or his or her guardian

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Facilitator Characteristics

• Developing good listening skills
• Being able to translate and summarize what people
  are saying
• Being sensitive to non verbal language what is
  not being said (anxiety, fear, discomfort)
• Coming to meetings with organizational strategies
  for capturing the information shared
• Demonstrating good conflict resolution
• Showing comfort and familiarity with the
  techniques used
• Identifying and meeting the audience where they
  are (use language, begin with training as needed)
• Being flexible during the meetings
• Effective clear examples, not a cookie cutter
  model
• Being passionate, inspiring, and showing belief
  in the process

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Encourage team members to

• Be involved
• Ask questions
• Be honest
• Be open to change

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Seven ways to build reinforcing relationships

• Stay close by (respecting personal space, but
  close enough to show you are an ally)
• Be empathetic, show your concern
• Reflect the emotion of the situation (facial
  expressions, voice tone)
• Be relaxed and attentive
• Ask questions rather than dictate expectations
• Listen actively
• If a situation becomes heated, stay calm, keep
  cool, and
• Assume each of you is working to the best of your
  ability toward building a good relationship

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Facilitators role in follow-up meetings

• Schedule the meetings in cooperation with the
  focus person and/or family
• Respond to team members requests for information
  and support
• Assist the team in reviewing data
• Brainstorm new goals with the team, as needed
• Summarize and document the changes to the vision
  and action plans.

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Management Implications for Agencies
Organizations

• We must accept and support changes in staff
  performance and environmental working conditions.
• Flexible resources must be made available, and
  services and regulations must be changed to
  individually support each consumer
• The challenge and power of person-centered
  planning is to nurture effective leadership,
  pursue strategic planning, identify and overcome
  systemic barriers, and identify and strengthen
  agency incentives so that person-centered
  planning can become the norm.