Making it Real – ‘I’ and ‘We’ statements

The Care Act 2014 places a strong focus on co-production and outcome-based interventions throughout all roles/functions who contribute to the provision of care and support.

‘Think Local, Act Personal’ (TLAP) developed ‘Making it Real’ which is built around six themes to reflect the most important elements of personalised care and support.

Each theme has a number of ‘I’ statements that describe what good looks like from an individual perspective. These are followed by ‘We’ statements that express what organisations should be doing to make sure people’s actual experience of care and support lives up to the ‘I’ statements.

Find below the six themes and the ‘We’ statements related to strengths-based practice and how they apply to the enabling roles in Adult Social Care.

What’s in it for Adult Social Care?

• Making it Real can help organisations that genuinely want to get better at personalisation to look at their current practice against the statements, identify areas for change, and develop plans for action.
• It can help organisations achieve a more positive and productive relationship with people who use services.
• It can help organisations to meet their legal duties and contribute to raising standards.
• For organisations that do not directly provide services, it can guide them in how to support the spread of personalised care and support.
• Not all of the statements will be equally relevant to all people and organisations, and there will be some variation in how organisations use them within the overall approach.
• Organisations and their staff have certain legal requirements which they must meet, for example around safeguarding. ‘Making it Real’ provides a framework within which legal duties and responsibilities can be fulfilled through working in a person-centred way. Best interest requirements should ensure that the principles set out in this framework apply where practicable and possible to people where reduced capacity has been established, or where there are legal restrictions or limited choice.

Wellbeing and independence – living the life I want, keeping safe and well

These ‘I’ statements focus on people’s expectations to live a fulfilling life, connected to family, friends and community, with support that promotes wellbeing and independence.

The ‘We’ statements are pointers for organisations on how to have positive and constructive conversations with people to support them to live they life they want.

Wellbeing and independence and strengths-based practice:

• Strengths-based practice is holistic, and considers the individual as a whole including within their relationships and dynamics with others.
• Strengths-based practice is personalised and encourages active participation by all parties. It recognises that all parties involved in an interaction have something to add or contribute and proactively seeks to maximise everybody’s contributions.
• Strengths-based practice has a positive attitude towards risk, identifying potential benefits from every action, task, agreement, etc. rather than focusing on, or solely identifying potential negative impacts.

Wellbeing and independence legal duties under the Care Act 2014:

• The key legal duty in the Care Act, upon which the entire legislation is based, is the duty to promote individual wellbeing. ‘Wellbeing’ is a broad concept. It is described as relating to the following areas in particular:
  • personal dignity (including treatment of the individual with respect)
  • physical and mental health, and emotional wellbeing
  • protection from abuse and neglect
  • control by the individual over their day-to-day life (including over care and support provided and the way they are provided)
  • participation in work, education, training or recreation
  • social and economic wellbeing
  • domestic, family and personal domains
  • suitability of the individual’s living accommodation
  • the individual’s contribution to society.

There is no hierarchy in the areas of wellbeing listed above – all are equally important. There is also no single definition of wellbeing, as how this is interpreted will depend on the individual, their circumstances and their priorities.

• The Care Act places a legal duty in Local Authorities to prevent, reduce and delay individual needs.

‘I’ statements – applicable to council services supporting ASC

• ‘I’ am treated with respect and dignity.
• ‘I’ feel safe and am supported to understand and manage any risks.
• ‘I’ am valued for the contribution that I make to the department.

‘We’ statements – applicable to council services supporting ASC

• ‘We’ have conversations with people to discover what they want from us that will enable this, without restricting solutions.
• ‘We’ work with people to manage risks by thinking creatively about options.
• ‘We’ welcome ideas about working flexibly and creatively.
• ‘We’ look for ways to involve people in their teams and departments where they feel included and valued for their contribution.

How does this apply to strengths-based practice for council services supporting ASC

• When ‘I’ talk to people, do I find out what matters to them? Before putting proposals forward or making recommendations, do I consider what matters to people?
• What is ‘my’ level of awareness or knowledge on what promotes people’s independence? Where are the ideas/thoughts coming from?
• When dealing with risks, am ‘I’ risk averse? Do I prefer actions that help me to feel safe? Do I consider the potential benefits for others on taking risks?
• Am ‘I’ aware of a wide range of options or ways forward? Do I look into them? Do I research?
• When developing or applying processes or procedures, do ‘I’ leave room for flexibility in relation to individual circumstances?
• Are ‘my’ decisions and contributions aware and considerate of the of individual as part of the community?

Information and advice – having the information I need, when I need it

These ‘I’ statements focus on people’s need for information so they can get on with their lives.

These ‘We’ statements are for organisations and the workforce on how to provide relevant and timely information.

Information and advice and strengths-based practice:

• In strengths-based practice there is the opportunity to enable equal involvement between parties, therefore it is crucial that the individual has as much information as possible to maximise their involvement.
• In strengths-based practice the individual should be supported and enabled to make their own decisions as much as possible, therefore it is crucial that they have enough information to be able to exercise this right and make informed decisions.

Information and advice and legal duties under the Care Act 2014:

• The local authority has the legal duty to “establish and maintain a service for providing people in its area with information and advice relating to care and support for adults and support for carers”.
  • Information: communication of knowledge and facts regarding care and support.
  • Advice: helping a person to identify choices and/or providing an opinion or recommendation regarding a course of action in relation to care and support.

‘I’ statements – applicable to council services supporting ASC

• ‘I’ can get information and advice that helps me and that is accurate, up to date and provided in a way that I can understand.
• ‘I’ know about the projects, activities, initiatives, departments, roles, etc. in my department.

‘We’ statements – applicable to council services supporting ASC

• ‘We’ provide information and advice that reflects relevant law and/or clinical guidance.
• ‘We’ provide information to make sure people know how to navigate the team and department.
• ‘We’ provide information about what’s happening in our teams and departments and how people can get involved.
• ‘We’ always include a contact name, telephone number and email address when giving advice or information electronically.
• ‘We’ make sure we share information about what we do and how people can access our services with other relevant organisations, so that we can all work more effectively.

How does this apply to strengths-based practice for council services supporting ASC?

• Is there information and advice available for residents to enable them to make informed decisions and get involved in the development of departmental services?
• Is this information and advice accessible to all residents?
• Are residents aware of the role of commissioning?
• When ‘I’ interact with individuals in the community or partners, do I?
  • Focus on strengths and assets (personal, relationships, community)
  • Personalise and be flexible with the process to ensure a person-centred approach? Do I bear on mind ‘what matters to you’?
  • Establish collaborative relationships enabling and proactively supporting the individual to meaningfully contribute actively to the relationship?
  • Liaise and/or consider other stakeholders and professionals to ensure a holistic and multidisciplinary approach?
  • Enable new forms of connection, establishing (meaningful relationships and promoting communication and interaction at different levels?
    1. professional and individual
    2. between individuals
    3. between individuals and community.
• Ensure ‘I’ am outcome focussed, not service focussed (is a how to do, not a what to do)
• Have a positive attitude towards risk – ensuring risk enablement is ‘my’ approach?
• When ‘I’ provide information or interact with residents or other professionals, do I provide my contact details?
• Do ‘I’ inform, with consent, all relevant stakeholders and parties with appropriate information?

Active and supportive communities – keeping family, friends and connections

These ‘I’ statements are about people leading a full and meaningful life connected to family, friends and their community.

These ‘We’ statements indicate how to create opportunities to make sure people are connected to their communities and doing things that matter to them.

Active and supportive communities and strengths-based practice:

• A whole systems approach is a key element in strengths-based practice.
• It is paramount for strengths-based practice to enable and proactively promote community development jointly, with links between individuals and their communities.

Active and supportive communities’ legal duties under the Care Act 2014:

• The Care Act places a general responsibility of integration, cooperation and partnership between partners and stakeholders.
• The legal duties of supporting the development of a community that caters for the needs of their individuals from the prevention, provision, support, etc. point of view are core to the Care Act.

‘I’ statements – applicable to council services supporting ASC

• ‘I’ feel welcome and safe in my team and department and can join in activities that are important to me.
• ‘I’ have opportunities to learn, volunteer and work and can-do things that match my interests, skills and abilities.

‘We’ statements – applicable to council services supporting ASC

• ‘We’ make sure that people have opportunities and build relationships with other people who share their interests.
• ‘We’ work in partnership with others to make our team and department supportive and inclusive for everyone.
• ‘We’ work in partnership with others to create opportunities for people to work and to learn.

How does this apply to strengths-based practice for council services supporting ASC?

• Do ‘my’ activities and deliverables consider and promote links between individuals and the individuals and the community?
• Do ‘I’ promote interaction and joint working in different shapes and forms between partners and stakeholders?
• Am ‘I’ aware of my role within my team, my department, my organisation and my community? Do I consider the impact of my actions in others?
• Do ‘I’ co-produce decisions, activities, processes, outputs, etc?
• Do ‘I’ develop a stakeholder map for my projects, activities, etc?

Flexible and integrated care and support – my support, my own way

These ‘I’ statements focus on people’s need for information so they can get on with their lives.

These ‘We’ statements are for organisations and the workforce on how to provide relevant and timely information.

Flexible and integrated care and support and strengths-based practice:

• By definition, strengths-based practice is multidisciplinary. As a holistic intervention which considers each part and the relationship/impact of the parts between themselves, strengths-based practice must include different disciplines and points of view.
• Strengths-based practice is proportionate to the circumstances, and is based on processes, procedures, etc. that are flexible enough to be adapted. It is based on frameworks more than scripts.
• Strengths-based practice is person centred, the ultimate aim of improving outcomes for the individual in the community is paramount and all activities are personalised to the circumstances defined by the individuals being part of the activity.

Flexible and integrated care and support legal duties under the Care Act 2014:

• The Care Act places a general responsibility of integration, cooperation and partnership between partners and stakeholders.
• The Care Act defines the proportionality duty within public law as a clear duty in local authorities when performing any care and support function. Proportionality is intrinsically linked to flexibility, on the basis of a person-centred approach.

‘I’ statements – applicable to council services supporting ASC

• ‘I’ can get skilled advice about my work, my career progression and who to work with on what.

‘We’ statements – applicable to council services supporting ASC

• ‘We’ work in partnership with others to make sure that all our services work seamlessly together from the perspective of the person accessing services and other departments.
• ‘We’ talk with people to find out what matters most to them, their strengths and what they want to achieve, and consider this when working together.
• ‘We’ work with people as equal partners and combine our respective knowledge and experience to support joint decision-making.
• ‘We’ make sure that people can rely on and build relationships with the people who work with them.
• ‘We’ make sure that our organisational policies and procedures reflect the duties and spirit of the law and do not inadvertently restrict people’s choice and control.

How does this apply to strengths-based practice for council services supporting ASC?

• When developing services, proposing changes, developing outputs, etc. do ‘I’ consider the impact and views of those directly affected by them? Do ‘I’ consider how the different stages and elements fit together and how this will be experienced from the resident point of view?
• Do ‘I’ actively seek other views to ensure a positive outcome for all involved?
• In my conversations, do ‘I’ consider, ask, or just assume what is important for others?
• Do ‘I’ approach my work being conscious of the role of my experience and knowledge as complementary to others’ experience and knowledge?
• Do ‘I’ make joint decisions with others affected by the decisions?
• Do ‘I’ actively encourage others to put forward their views and participate in developments and outputs?
• Do ‘I’ encourage and develop positive and collaborative relationships with my peers and other partners and stakeholders?
• Do ‘I’ take responsibility for my learning and development ensuring accurate and up-to-date knowledge of the law and good practice in my areas?

When things need to change – staying in control

These ‘I’ statements focus on people’s need for information so they can get on with their lives.

These ‘We’ statements are for organisations and the workforce on how to provide relevant and timely information.

When things need to change and strengths-based practice:

• Ability to exercise choice and control and being an active part in decision making is crucial for strengths-based practice.
• It is very important to understand the perspectives and desired outcomes of others in any interaction to ensure strengths-based practice.

When things need to change and legal duties under the Care Act 2014:

• The Care Act has a legal duty to ensure integration, cooperation and partnership, which means that we must work together to achieve better outcomes for all parties involved.

‘I’ statements – applicable to council services supporting ASC

• ‘I’ am supported to plan ahead for important changes that ‘I’ can anticipate.
• When changes need to occur there is a plan for what happens next and who will do what, and all practical arrangements are in place before change happens.

‘We’ statements – applicable to council services supporting ASC

• ‘We’ support people to plan for important changes, so they can have enough time to make informed decisions about their future.
• ‘We’ talk to people during and after significant changes to find out their requirements.
• ‘We’ talk through changes with people so that they understand the changes and possible implications.

How does this apply to strengths-based practice for council services supporting ASC?

• Do ‘we’ ensure that all those people we work with and who will be affected are fully aware of the changes to come?
• Do ‘we’ involve all necessary/appropriate people in designing changes?
• Do ‘we’ ensure that people affected by changes fully understand the impact they will have on them?
• Do ‘we’ ask people how they have been affected, or how they think they will be affected by changes?

Workforce – the people who support me

These ‘I’ statements focus on people’s need for information so they can get on with their lives.

These ‘We’ statements are for organisations and the workforce on how to provide relevant and timely information.

Workforce and strengths-based practice:

• Professional behaviour and professionalism are important in strengths-based practice. Each professional brings different strengths to the table/interaction, and it is crucial for a strengths-based relationship to be able to establish and maintain professional relationships with others.
• Each person is different, and whereas they may have the same profession as us, they are different people facing different circumstances. In strengths-based practice it is crucial to be able to personalise the professional relationship within the appropriate boundaries.

Workforce and legal duties under the Care Act 2014:

• The Care Act 2014, and other relevant pieces of legislation must be adhered to at all times by members of staff working in ASC. Legal literacy is fundamental for strengths-based practice and professionalism.

‘I’ statements – applicable to council services supporting ASC

• ‘I’ work with people who see me as a unique person with strengths, abilities and aspirations.
• ‘I’ am supported to make decisions by people who see things from my point of view, with concern for what matters to me, and/or with respect from my point of view.

‘We’ statements – applicable to council services supporting ASC

• ‘We’ don’t make assumptions about what people can or cannot do, and don’t limit or restrict people’s options.
• ‘We’ see people as individuals with unique strengths, abilities, aspirations and requirements and value people’s unique backgrounds and cultures.
• ‘We’ know how to have conversations with people that explore what matters most to them, and how they can manage their work and life.

How does this apply to strengths-based practice for council services supporting ASC?

• Do ‘I’ take into account the potential strengths (i.e. knowledge and skills) that my peers have?
• Do ‘I’ approach projects, activities, etc. in a professional manner?
• Am ‘I’ up-to-date with the legislation and best practice applicable to my job?
• Do ‘I’ keep abreast of what other organisations are doing so that we can learn from or use to improve?

Read more

• Guide home: Strengths-based practice for adult social care enabling roles
  • Council services supporting adult social care
  • Strengths-based practice (Previous page in this guide)
  • Making it Real – ‘I’ and ‘We’ statements (Current page)
  • Next steps and examples of good strengths-based practice (Next page in this guide)
  • Webinar – Spring 2023

Other SBA resources and services from SCIE

• Strengths-based approaches resources hub
• Video: What is a strengths-based approach?
• SBA learning and training
• Consultancy: Strengths-based, social care practice with impact