Common use of Strengths Based Approach Clause in Contracts

Strengths Based Approach. The Care Act 2014 requires local authorities to consider the person’s own strengths and capabilities, and what support might be available from their wider support network or within the community to help in considering what else other or alongside the provision of care and support might assist the person in meeting the outcomes they want to achieve. In practice, this means operationalising strengths based approaches into the care model. A strengths based approach is being embedded and scaled up within the new Health and Wellbeing Teams. It will become the golden thread which runs through all our interactions with people, both in terms of how we approach care and support in our teams and how our teams in turn approach care and support with the people they serve. To support the deployment of a strengths based approach we have developed the following principles for the implementation:  We will empower staff to use their skills and experience;  We will let go of care management approaches;  We will focus on community involvement;  We will concentrate on the assets and strengths of the people who use our services, our staff and our partners.

Strengths Based Approach. The Care Act 2014 requires local authorities to consider the person’s own strengths and capabilities, and capabilities to help achieve their desired outcomes. This includes exploring what support might be available from their wider support network or within the community to help in considering what else other or alongside the provision of care and support might assist the person in meeting the outcomes they want to achievesupport. In practice, this means operationalising strengths strengths-based approaches into the care model. A strengths strengths-based approach is being continues to be embedded and scaled up within the new Health and Wellbeing Teams. It will become the golden thread which runs through all our interactions with people, both in terms of how we approach care and support in our teams and how our teams in turn approach care and support with the people they serve. To support the deployment of a strengths strengths-based approach we have developed the following principles for the implementation:  We will empower staff to use their skills and experience;  We will let go of care management approaches;  We will focus on community involvement;  We will concentrate on the assets and strengths of the people who use our services, our staff and our partners.

Strengths Based Approach. The Care Act 2014 requires local authorities to consider the person’s own strengths and capabilities, and what support might be available from their wider support network or within the community to help in considering what else other or alongside the provision of care and support might assist the person in meeting the outcomes they want to achieve. In practice, this means operationalising strengths based approaches into the care model. A strengths based approach is being embedded and scaled up within the new Health and Wellbeing Teams. It will become the golden thread which runs through all our interactions with people, both in terms of how we approach care and support in our teams and how our teams in turn approach care and support with the people they serve. To support the deployment of a strengths based approach we have developed the following principles for the implementation:  • We will empower staff to use their skills and experience;  • We will let go of care management approaches;  • We will focus on community involvement;  • We will concentrate on the assets and strengths of the people who use our services, our staff and our partners.

Strengths Based Approach. The Care Act 2014 requires local authorities to consider the person’s own strengths and capabilities, and what support might be available from their wider support network or within the community to help in considering what else other or alongside the provision of care and support might assist the person in meeting the outcomes they want to achieve. In practice, this means operationalising strengths based approaches into the care model. A strengths based approach is being embedded and scaled up within will be the bed rock of how we work in the new Health and Wellbeing Teams. It will become the golden thread which runs through all our interactions with people, both in terms of how we approach invest care and support in our teams and how our teams in turn approach invest care and support with in the people they serve. To support the deployment of a strengths based approach we have developed the following principles for the implementation:  We we will empower staff to use their skills and experience;  We we will let go of care management approaches;  We we will focus on community involvement;  We we will concentrate on the assets and strengths of the people who use our services, our staff and our partners.

Strengths Based Approach. The Care Act 2014 requires local authorities to consider the person’s own strengths and capabilities, and what support might be available from their wider support network or within the community to help in considering what else other or alongside the provision of care and support might assist the person in meeting the outcomes they want to achieve. In practice, this means operationalising strengths based approaches into the care model. A strengths based approach is being embedded and scaled up within will be the bed rock of how we work in the new Health and Wellbeing Teams. It will become the golden thread which runs through all our interactions with people, both in terms of how we approach invest care and support in our teams and how our teams in turn approach invest care and support with in the people they serve. To support the deployment of a strengths based approach we have developed the following principles for the implementation:  We we will empower staff to use their skills and experience;  We we will let go of care management approaches;  We we will focus on community involvement;  We we will concentrate on the assets and strengths of the people who use our services, our staff and our partners.

Strengths Based Approach. The Care Act 2014 requires local authorities to consider the person’s own strengths and capabilities, and capabilities to help achieve their desired outcomes. This includes exploring what support might be available from their wider support network or within the community to help in considering what else other or alongside the provision of care and support might assist the person in meeting the outcomes they want to achievesupport. In practice, this means operationalising strengths strengths-based approaches into the care model. A strengths strengths-based approach is being continues to be embedded and scaled up within the new Health and Wellbeing Teams. It will become the golden thread which runs through all our interactions with people, both in terms of how we approach care and support in our teams and how our teams in turn approach care and support with the people they serve. To support the deployment of a strengths strengths-based approach we have developed the following principles for the implementation:  • We will empower staff to use their skills and experience;  • We will let go of care management approaches;  • We will focus on community involvement;  • We will concentrate on the assets and strengths of the people who use our services, our staff and our partners.