The Care Aims Framework is not a quick fix, and it’s not an easy ride. Any team or organisation considering implementing the model should consider that it usually represents a change in culture and practise. The best results have been seen where implementation has been viewed as a medium- to long-term project requiring strong leadership and considerable commitment.
Things you should consider about The Care Aims Framework
- It takes time to embed in practise: without strong leadership and organisational commitment, the culture does not change and practitioners revert to familiar patterns of working
- Paperwork can cause anxiety and be time-consuming at the beginning when unfamiliar
- Influencing the perceptions of the general public and other stakeholders requires considerable attention at all levels
- Organisational change can undermine how it is received: when implemented at a time of organisational change, the introduction of The Care Aims Framework can be perceived as purely cost-saving, with no benefit to users, and resisted strongly by practitioners
- It often highlights further training needs, for example in person-centred thinking
- IT systems can be used as a reason for not changing
- Managerial systems can undermine results, for example poor complaints management or command-and-control management
This Youtube link will introduce you in more depth to the core principles of the Care Aims Decision-making Framework with an Introduction by Alex Howells – CEO of Health Education and Improvement Wales.