1. A downloadable
file of this map:
11 components of CAPA. (The traffic lights can be
coloured in for ease of rating)
2. And the
rating scale the
CAPA-CRS (component rating scale)
3. The PowerPoint presentation:
The 11 components
Language:
the words we use lead us into certain ideas. Assessment and
treatment are things we do to people and may distract us from
working collaboratively. Using Choice and Partnership or other
local words can help re-position ourselves with clients.
Full Booking to Choice:
to run CAPA, the waiting list needs to be cleared, so families
can chose an initial Choice appointment when their referral is accepted.
This means there is also a key focus on not allowing a waiting
list to develop by flexing initial Choice capacity
Choice framework:
carrying out the
four tasks in the initial appointment of Curiosity, Honest
Opinion, Informed Consent and Engagement.
Care Planning and Goals:
reaching a specific Choice point with the family and using
this to create a care plan, preferably written. This is
continuously reviewed in partnership.
Selecting Skills to Partnership:
choosing the goals of partnership and then deciding on which
clinicians have the clinical skills to deliver these goals.
Saying this in all your correspondence and at the beginning of
the Choice appointment.
Full booking to Partnership:
no internal
treatment waits!! This means having job plans clear enough so
clinicians have a number of Partnership appointments to offer
and some kind of diary system that is available to the Choice
clinicians so they can select and book at the Choice appointment.
Extended Core & Specialist skills:
having the concept
in the team of extended core partnership skills with additional
specific / specialist job planning to contribute to and support
the core work. This means privileging core work but must have
specific / specialist work as well.
Individual and team job planning:
job plans with
numbers...
Multi-disciplinary Peer group discussion:
on a weekly basis,
meeting in small groups to discuss on going work. No more than 4
staff. You can either do this at random (which Steve's team
likes) or have stable groups (Ann's team). There are pro's and
con's to each.
Team away days:
absolutely
crucial!!!!!
Regular days (four a year) can be owned by the team, used
to generate a team culture, to create flexibility, recruit all
staff voice, fun... Mandatory!
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