Various classifications are given for Audio visual aids according to the type of projection by various authors.
If any treatment requires specialist or trained staff, the existing staff team will be assessed performing the actions by the relevant professional, the staff member will be signed off as proof off competency.
It is important to remember that too much information can be oppressive and individuals have differing needs in relation to how information is presented to them.
Professionals and organisations must be able to demonstrate that they have taken these individual needs into account. Enabling people to make informed choices does not mean the local authority or provider organisation should abdicate its responsibility to ensure people have a good quality of life.
It is not acceptable to simply accept such a decision at face value if this would put the individual at significant risk, as acts of omission can be considered to be abusive. Who, then, in law, is my neighbour? The answer seems to be —persons who are so closely and directly affected by my act that I ought reasonably to have them in contemplation as being so affected when I am directing my mind to the acts or omissions that are called in question.
Person you are supporting can make a decision with or without support, the process of risk assessing is advisory in nature rather than something which the individual is required to adhere to.
There may in some circumstances be a requirement to break confidentiality and act to report and intervene in such instances.
Clearly, one is not expected to guarantee the safety of others; one is expected to act reasonably. People are eligible for help if the local authority believes there is a sufficiently high risk to their independence.
If there is, it must arrange for services to meet their needs. Person centred planning techniques point us towards many ways of listening to people in different ways other than relying on what they actually say, using tools such as learning logs, communication charts and supported decision making agreements, and these should all be utilised if we are to demonstrate that we have truly attempted to communicate effectively with an individual.
This policy does not replace or ignore existing health and safety policies and if you are in any doubt about supporting the positive risk in relation to health and safety issues, it is responsible to stop, think and discuss with others before proceeding.
This process must not, however, be used as an excuse to unreasonably delay a course of action which an individual is choosing, nor be used to subtly dissuade people from wanting to try new things.
The process of assessing risk needs to be timely, inclusive and well documented. Often concerns about minimising and attempting to eliminate risks are in the interests of the organisation, but not necessarily in the interests of the person they are attempting to support.
This policy framework is designed to change the focus of risk management to one where the person is at the centre of all discussions, is enabled more fully to self-direct their support where able, and is supported in ways which are clearly in their best interests where they are unable to do so for themselves.
As a consequence, all aspects of the care process need to be considered in relation to outcomes. To begin the process, you and the employee will collaborate on the development of performance standards. You will develop a performance plan that directs the employee's efforts toward achieving specific results, to support organizational growth as well as the employee's professional growth.
Discuss goals and objectives throughout the year, providing a framework to ensure employees achieve results through coaching and mutual feedback. At the end of the rating period, you will appraise the employee's performance against existing standards, and establish new goals together for the next rating period.
As the immediate supervisor, you play an important role; your closest interaction with the employee occurs at this level.
Performance expectations are the basis for appraising employee performance. Written performance standards let you compare the employee's performance with mutually understood expectations and minimize ambiguity in providing feedback.
Having performance standards is not a new concept; standards exist whether or not they are discussed or put in writing. When you observe an employee's performance, you usually make a judgment about whether that performance is acceptable.
How do you decide what's acceptable and what's unacceptable performance? The answer to this question is the first step in establishing written standards.
Standards identify a baseline for measuring performance. From performance standards, supervisors can provide specific feedback describing the gap between expected and actual performance.
Monitoring is the systematic gathering and analysing of information that will help measure progress on an aspect of your project. Ongoing checks against progress over time may include monitoring water quality in a catchment or monetary expenditure against the project budget.
Monitoring is not evaluation as such but is usually a critical part of your evaluation process and should therefore be included at your project planning stage. Before undertaking any monitoring it is important to consider: Keeping records and monitoring activities helps people see progress and builds a sense of achievement.
Records can be useful and even essential when promoting the group or applying for funding. Monitoring also has significance for the wider field of conservation. Ecosystem monitoring is not a fully developed science, so any work undertaken by your group has the potential to contribute to the refinement of measures of ecosystem health.
The following list of questions will help you decide on your monitoring objectives: Once evaluation data has been gathered and analysed, remember to check your conclusions against your goals and objectives.
Make sure you put your results into practice - take them on board and use them to influence how you work! Developing a plan to ensure that our staff are appropriately trained to use an outcome based approach in their practice starts from and understanding of the needs of individuals using the service.Explain how a work setting can encourage children and young people’s positive behaviour Promote children and young people’s positive behaviour.
Understand policies and procedures for promoting children and young people’s positive behaviour. Helping children learn to guide their own behaviour can be a test for carers due to the different ages of children in the group, working with your own children alongside other people’s children, different family experiences, having to make decisions about reasonable limits and how to react when children’s behaviour is unacceptable.
Transactional Analysis is one of the most accessible theories of modern psychology. Transactional Analysis was founded by Eric Berne, and the famous 'parent adult child' theory is . Emily is a mom and play therapist in private practice in Sioux Falls, SD.
In a world filled with seemingly constant criticism of moms, Emily tries to be a voice of support and respect for moms who feel blamed for their child's behaviors.
Working with Children. Policies and procedures, reporting concerns and safeguarding information by topic. Click here. Support Positive Behaviour. 1 - Support Positive Behaviour introduction.
Explain how a work setting can encourage children young people’s positive behaviour: A range of techniques can be used by settings to promote positive behaviour.