1.2 How relationships with stakeholders underpin person-centered practice and affect the achievement of positive outcomes

Course: NVQ Level 5 Diploma In Leadership & Management for Adult Care

Unit 4: Relationships & Partnership Working

LO1: Understand the context of relationships and partnership working

1.2 How relationships with stakeholders underpin person-centered practice and affect the achievement of positive outcomes

Relationships with stakeholders are critical to the success of the person-centered practice. Stakeholders include individuals who use services, their families and friends, staff working in service settings, and others with an interest in improving services.

Positive outcomes are more likely when relationships are based on trust, shared values, and respect. When relationships are positive and productive, everyone involved is more likely to share information, be creative in problem-solving, and be committed to achieving successful outcomes for people who use services.

Stakeholders are any person or organization with an interest in your services. This can include you, your colleagues, service users, and families who rely on the provided care for their loved ones; advocacy groups fighting against social Inequalities like disability discrimination which often leads to lack of accessibility issues within healthcare settings, even if they don’t explicitly mention it. It also includes the national and local governments who provide financial support for services provided.

If relationships are built on trust and respect, service users, staff and stakeholders can share information freely; there is an opportunity for good communication. This ensures everyone involved knows what is expected of them and how they will be held to account if they fail to meet these expectations. Without clear goals, the professionals will struggle to achieve success in person-centered practice and the outcomes will be less than ideally successful.

Everyone involved should contribute to deciding what success looks like and how it can best be measured. Achievement of positive outcomes is only one way of showing that you have been successful in person-centered practice; other examples include changes in people’s experience as a result of receiving your services, such as improved communication or greater empowerment.

People who use services, their families and friends, staff working in your service settings, and other people with an interest in the services you provide are all examples of stakeholders. At a national level, government departments can also be stakeholders if they have a direct influence on how services are run. For some organizations, corporate and national bodies may also be stakeholders if they provide funding for your service or set regulations about how it should operate.

Positive relationships enable trust and collaboration, so everyone involved feels comfortable sharing information openly without fear of judgment. This type of culture encourages professionals to take on new challenges as well as plan creatively and collaboratively toward successful outcomes. These types of relationships also promote a sense of shared responsibility, which strengthens the work ethic and commitment to achieving positive outcomes.

All stakeholders should be able to contribute to discussions about the purpose of the services provided as well as how successful these are. This can encourage more effective accountability within organizations and ensure that all stakeholders understand how they play a role in its success.

Working with a person-centered approach means focusing on the desired outcomes of people who use services and their families rather than just delivering specific tasks or interventions. This type of practice is based on the idea that an individual’s needs, wants, and goals are central to any support they receive. It is most commonly used in healthcare settings but can be adapted to any situation where there is a need to prioritize what you want for people, i.e., education, employment, housing, etc.

Person-centered practice requires that success is defined by the person themselves; this can be achieved by involving them in decisions about the type of support they receive and how it should be delivered. This approach is often used with people who have mental health problems and those suffering from other chronic illnesses.

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