A situation arose relating to a Live – in carer, (to be known in this reflective account as carer A) who was due to go into a placement and relieve an existing member of staff ( to be known in this reflective account as carer B) as part of a two-week job share. Carer A had problems with regard to her residency and as a matter of urgency had to adjust the dates of the changeover. When first the call was made by carer A, she was so upset that I did not know if she was going back at all.
My personal knowledge of the circumstances of the client was extensive, learned time and lots of communicating with the clients’ wife and the client himself and the achievement of home visits. I was wholeheartedly aware of how a change at such short notice would affect the clients’ wife who lives in the home, along with the client and who oversees the care provision of her husband who has advanced dementia and cannot communicate his needs at all. My immediate thoughts were not to alarm the clients’ wife unnecessarily but to establish the facts involved in situation and solve the issue with the best possible outcome for all parties in mind.
In planning my steps to ensure an effective outcome, my first thoughts were to secure the existing care arrangements, which involved contacting carer B. This meant a discreet phone call to her to ask if and how long she would be able to stay to cover for carer A. I was aware that I possibly only had a window of opportunity of one week because carer B was to be placed into another live – in, with another client. I also knew that carer B had a hospital appointment to attend within the timeframe which meant that the clients’ wife would possibly require extra support for this time. Carer B agreed to stay but did need off duty for a whole day because of the distance to and from the hospital.
Once the cover had been successfully secured, my next step was to find out how long this extra cover would be required for. This involved contacting...
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