Pledge
Organisation
Kerensa care and support
Date
2025-04-29
Top Priority 1
Involving people. To be successful in this area is to ensure the voice, choices, and wishes of the person are at the centre of all we do. No decisions about me, without me. All measures to be taken so that the person can contribute using their preferred methods of communications. Where people can not communicate their needs, we work with their family's, Social Workers, MDT teams. All plans need to be bespoke and individualised to improve service delivery and quality of life. As we prepare and start to train more staff and embed these practices, we need to plan how to foster a culture that prioritises individualised, person-centred support. Ensuring that all of our team members see the importance of proactive, preventative approaches to behaviour management will be key. Part of our ongoing plan will be to integrate strategies that focus on empowering individuals to communicate their needs in non-challenging ways and understanding triggers. Key training proposed: • PDA/OOP - Pathological Demand Avoidance (PDA) • Intensive Interaction Training • BSP Training (Outsourced until we have been certified) • Trauma Informed Workforce – Trauma Training Required. By creating this pathway for BSP certification and continuing to focus on building a highly skilled workforce, with the aforementioned training we will set Kerensa to sail with for long-term success in providing excellent care and support for individuals with Autism and learning disabilities. Involving the people we support and learning from lived experiences, we can truly work by being informed of lived experience to inform reduction strategies at all levels.
Measure of Success
The people we support feeling empowered. Enabling a culture change is necessary in Kerensa Care and Support to reduce the use of restrictive practices. Lives free from abuse, restriction, person freedom in line with the Human rights Act. The supported people have a life with meaningful activities and relationships. Our organisation networking in partnership with CQC, BILD, CPI, Local Authority and most importantly the people we support to strengthen the pledge and strategies to educate people about the importance of restrictive practices. Joining and collaborating with other organisations, joining webinars, sharing success stories.
Top Priority 2
De-brief of staff member must take place within 48 hours – The purpose of the debriefing or psychological debriefing is a structured conversation with someone who has just had a stressful or traumatic experience. When conducting the debrief with the staff member the meeting must be a supportive nature Within 48 Hours the use of intervention, staff should have discussed the incident with a senior member of the team. This is to ensure that any issues can be identified and any learning be acted upon to prevent, where possible, the need for further instances De-brief of an individual in our care must take place within 5 days – The purpose of the debriefing is a structured conversation with an individual in order to reflect on the behaviour in order to assist them in adapting their behaviour. This can be supported by the use of pec symbols/cues where necessary. Due to the nature of autism it may not be possible for all the individuals in our care to successfully access a de-brief and only in the few circumstances will it be clearly recorded within the individuals plan of care or the behaviour support plan the reason why this is not useful to them. Ideally within 24 hours (and no more than 5 days) the adult involved in the restraint should be able to express their feelings about this experience and should be encouraged to record their views to the record of restraint. Debriefs are done after incidents so we can learn from what has happened, it allows us to change practice to reduce incident’s and should also trigger a review of current behaviour support plans, risk assessments and in some cases care placement plans. It is important that we don’t just learn from incidents other times debriefs should be conducted are 1. At the end of a shift to reflect on what has gone well that day to sharing good practice, to share positive behaviour management strategies, to positively praise the day 2. In team meetings and supervisions – to ensure staff have had time to off load, reflect and embrace ending a challenging time so staff remain resilient and don’t take issues home with them 3. After an injury or period of time off sick – to look at how best to support a member of staff and re integrate them safely back to the work place After a physical intervention as a manager or management team, we want to really look into what took place, 1. was there early warning signs or triggers that we could have stepped in a bit quicker, 2. was the hold affective, for the Adult it’s better to be seated rather than standing and why. 3. Has the use of the hold prevented further incidents? 4. Or actually the hold is not a good technique to use as it brings up previous trauma
Measure of Success
We have 120 employees over West Cornwall to East Cornwall. We support 41 people. Our teams are trained and skilled. Good staff retention. A team that are proud to work for Kerensa . BUPA programme and wellbeing support - Complete and in place. We do not use agency. Through monitoring we will measure success with positive outcomes, reduction success stories. To have a workforce that feels valued and proud to work at Kerensa Care and Support Trained Skilled Workforce. A workforce that is supported with professional development and continued Professional Development. To embed the reduction restraint programme and knowledge across the workforce.
Top Priority 3
Use the Reducing Restrictive Practices Checklist- self-assessment tool to help Kerensa Care and Support ensure that the use of coercive and restrictive practice is minimised and the misuse and abuse of restraint is prevented. Reduction Restriction Plans in place for any individual who has any of their liberty restricted. Continue with self-assessment and feedback as these are essential to organisational learning and improved performance and can be used to examine any aspect of service delivery at any level within our organisation. To align with the ethos of the Networks ambitious vision to reduce reliance on restrictive practices and make a real difference in the lives of people. We will achieve this mission by listening and sharing learning and developing quality standards and practical tools that support reduction and to inform, influence and improve practice across the Kerensa services we provide. We will use the Tools provided on the RRN within our training and day to day practice.
Measure of Success
Partnership working Being and organisational member of the - Kerensa working and advocating to protect people’s fundamental human rights and promote person centred, best interest and therapeutic approaches to supporting people when they are distressed Kerensa pledge to improve the quality of life of those being restrained and those supporting them Kerensa evidencing outcomes where former care providers have reduced the reliance on restrictive practices - by promoting positive culture and practice that focuses on prevention de-escalation and reflective practice - increase understanding of the root causes of behaviour and recognition that many behaviours are the result of distress due to unmet needs - where required, focus on the safest and most dignified use of restrictive interventions including physical restraint.