1.2 Analyse the impact of legislation and policy on outcomes-based and person-centred procedures and practice

This guide will help you answer 1.2 Analyse the impact of legislation and policy on outcomes-based and person-centred procedures and practice.

Legislation and policy act as the foundation for safe and consistent care in adult social care services in the UK. They guide leaders and managers to carry out outcomes-based and person-centred procedures and practice. Outcomes-based approaches work towards agreed, positive results for individuals. Person-centred care focuses on each person’s unique needs, choices and rights.

This guide analyses the effects of key laws and policies on these approaches. It looks at practical ways that managers use statutory requirements and how these affect frontline care, recording, responsibilities and service user experience.

Legislation and Policy

Legislation is law made by Parliament. This includes Acts like the Care Act 2014, Mental Capacity Act 2005, and Equality Act 2010. Policy covers the methods, plans, and rules set by organisations and government guidance. This aligns practice with legal duties.

Both law and policy shape how managers deliver care. They outline what is legal, what is expected and how to keep people safe and respected.

Outcomes-Based Procedures and Practice

An outcomes-based approach aims for results that matter to people using the service, not only the process of giving care. Individuals and workers agree together on goals—like increasing independence or improving social contacts. Every activity and intervention should relate to these goals.

Key impacts of legislation:

• Requires services to measure real-life results
• Shifts focus from tasks to progress and achievements
• Promotes inclusion of individual views in planning care

Managers must show how services help people reach meaningful outcomes. Policies reinforce this by guiding staff to monitor and record achievements, not just completed actions.

Person-Centred Procedures and Practice

Person-centred practice means putting the individual at the centre of planning and delivery. This includes respecting each person’s choices, culture, values, and wishes. It encourages people to be active partners in their own care.

Legislation shapes this approach by:

• Requiring services to consider what individuals want
• Protecting people’s rights to choice, dignity and respect
• Preventing discrimination or neglect

Policy often sets out steps to involve individuals or their advocates in decision-making.

The Care Act 2014

The Care Act is the main law for adult social care in England. It sets legal duties for councils and providers to focus on individual well-being, outcomes, and person-centred care.

Key impacts:

• Defines “well-being” widely—covering health, relationships, control over daily life, safety, and more
• States that assessment and care planning must start from each person’s views and outcomes
• Requires managers to arrange regular reviews and update plans to reflect changing circumstances

Managers create systems to record personal outcomes during assessment. Staff must adapt support to meet these, updating goals over time.

Mental Capacity Act 2005

The Mental Capacity Act protects people who cannot make decisions because of impaired mental capacity. Its principles uphold respect and dignity and require considering each person’s wishes as far as possible.

Impacts on person-centred practice:

• Staff must presume adults have capacity unless proven otherwise
• If a person lacks capacity, decisions must be in their best interests and consider their wishes and feelings
• Individuals should be supported to make choices where possible—using clear language, advocates or visual aids

Leaders ensure policies include assessment of capacity, regular reviews, and clear consent processes. Every procedure must check the person’s understanding and involve them as much as possible.

Equality Act 2010

The Equality Act protects people from unfair treatment and promotes equal access to services. It covers characteristics like age, gender, disability, race, religion, and sexual orientation.

Effects on practice:

• All procedures must treat people equally and make reasonable adjustments for disabilities
• Supports outcome-based planning by ensuring individual strengths and barriers are considered
• Staff training covers recognising and avoiding discrimination

Managers update policies so each step—assessment, planning, delivery—reflects these duties.

Health and Social Care Act 2008 (Regulated Activities Regulations 2014)

This Act sets the standards that the Care Quality Commission (CQC) expects from all regulated care services.

Impacts:

• Demands safe, person-centred care at all stages
• Promotes clear record-keeping, decision-sharing and consent
• Holds leaders accountable for service user outcomes in inspections

Managers use these standards to design audits of individual files and gather feedback from people using services.

Key National Policies

Government guidance, white papers, and frameworks reinforce outcomes-based and person-centred practice. Examples include:

• “Putting People First”
• NICE Guidelines for adult care
• Local authority safeguarding frameworks

They often require evidence of co-production—meaning individuals and staff work together to design and improve services.

Examples found in policies:

• Reviews must include the person or their advocate
• Activities must reflect cultural and religious preferences
• Outcome goals are written in people’s own words where possible

Impact on Assessment, Care Planning and Review

Legislation and policy now require that assessment, planning and reviews:

• Start by discussing with the individual what matters most to them
• Set clear, realistic and achievable outcomes
• Agree actions and measure progress with the person
• Regularly review and update goals

Managers support staff with templates and forms based on these duties. This keeps practice consistent, lawful, and focused on real improvements for service users, not just completing tasks.

Staff Training and Development

Laws and policies mean managers must train staff in:

• Consent and mental capacity
• Diversity and equality
• Person-centred care planning
• Outcomes-focused working
• Safeguarding

Training includes practical scenarios, skill updates, and learning from lived experience.

Safeguarding

Legislation, like the Care Act 2014 and the Safeguarding Vulnerable Groups Act 2006, place legal duty on services to protect adults at risk.

Key points:

• Policies must explain how to spot and report abuse, neglect, or exploitation
• Procedures stress that individuals’ preferences for safeguarding responses are central
• Outcomes include feeling and being safe

Staff are expected to listen to people’s concerns and support their choices, while following legal reporting duties.

Confidentiality and Consent

Data protection rules, including the General Data Protection Regulation (GDPR) and Data Protection Act 2018, strongly affect practice.

Highlights:

• Procedures set out how to get valid, informed consent
• Information is kept private unless there is risk of harm
• Individual involvement in sharing information is essential

Leadership makes sure all records respect these laws. People must know what information is held and how it is used.

Involving Families, Advocates and Professionals

Policies shaped by legislation demand formal and informal supporters (families, friends, advocates) are included in planning where appropriate.

This respects the wishes of people who want support, for example if they have communication difficulties.

Positive impacts:

• Higher satisfaction from service users
• Better outcomes through teamwork
• Promotes the person’s voice in every decision

Care Quality Commission (CQC) Standards

The CQC inspects adult social care services. They judge how well organisations meet outcomes-based and person-centred requirements.

Inspections look for:

• Clear recording of individual goals in care plans
• Regular evidence of personal reviews and achievements
• Examples of choice and control over daily routines

Managers ensure policies match these factors to meet or exceed regulatory expectations.

Barriers and Solutions

Despite strong legislation, practice can face barriers:

• Time pressure can lead to “tick box” assessments rather than real conversations
• Language or cultural gaps may limit person-centred communication
• Limited resources can restrict choice and control

Policies often address these by:

• Scheduling enough time for person-centred reviews
• Providing translation or advocacy services
• Planning flexible use of resources to widen individual choice

Managers encourage an open culture where staff raise concerns and suggest improvements.

Record Keeping and Reporting

Legislation requires accurate, up-to-date records about each person’s outcomes and wishes. This includes:

• Assessments—what the individual wants to achieve
• Plans—what steps are agreed
• Reviews—how progress is measured

Leaders set up monitoring and audits to check if procedures meet both legal and individual requirements.

Continuous Improvement

Policy requires managers to review and improve systems using feedback, learning from complaints, and auditing results. This supports better, safer, and more respectful care.

Techniques include:

• Surveys of people using services and families
• Regular staff feedback sessions
• Audits of person-centred plans
• Action plans when outcomes fall short

Final Thoughts

Legislation and policy set out clear expectations for outcomes-based and person-centred care. These influence every part of practice, from assessment and daily support to review and records.

Leaders in social care must apply these rules every day. This creates a culture that values what matters most to individuals and achieves meaningful change.

Consistent application and ongoing learning are essential to success. By staying up to date and embedding policy, managers act as effective champions for high-quality, safe, and empowering adult care.