Category: MANAGER INDUCTION STANDARDS

The hands of two individuals joined together in a handshake representing partnership working

4.1c Effective Partnership Working

List the key features of effective partnership working – these may be different for different types of partnerships. Effective partnership working involves two or more groups coming together to achieve a common aim or purpose. The benefits include pooled resources, sharing of expertise and responsibility/power. For it to work there must be mutual respect and…

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4.1b Identify one person you work with and find out how you might support them to have better links with their community. Make sure you discuss it with them and maybe even a carer or relative.

What can help them to maintain their involvement or achieve their goals? Together with the individual identify one or two links which might be developed to add value to their life. Identify in particular how this partnership might ensure better outcomes for the individual. Reflect on how you might encourage those links further and what…

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Group of professionals holding hands representing partnership working

4.1a Identify new networks that might support the service you provide and the business. These could be social or professional. They may be to support staff, the people who access care and support, or to support yourself.

You could carry out this exercise with your staff, or a group of residents, or relatives group. You might be surprised at some of the suggestions! Potential Partner 1. Registered Managers Network 6. Care Quality Commission 2. Social Services 7. Local Colleges 3. Local Charities 8. Local Activity Groups 4. Chamber of Commerce 9. Community…

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3.3a Find out what consent model your organisation employs for personal data of people who access care and support

describe a situation where this has been put into practice When contracting us to provide their care and support, clients are informed that staff may share their information with other professionals and/or their families as long as it is in their best interests and on a need-to-know basis. Clients can choose to sign to agree…

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3.2a Reflect on your own information management system. For each piece of information stored complete the following grid.

  Information Who completes/stores? Who monitors? How is it stored/secured? Who has access? Support/care plans Managers and seniors Managers/seniors Online system Client, support staff Personal information of people who access care and support Managers and seniors Managers and seniors Online system Client and support staff Personal staff files HR HR Locked filing cabinet in locked…

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3.1b Reporting and Recording Systems

Explain the difference between subjective and objective recording Objective recording only contains the facts, whereas subjective recording also contains the individual’s own personal thoughts, feelings and views. From your experience, identify three consequences of inaccurate or incomplete records An appointment is missed Time is spent doing something that has already been completed by someone else…

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3.1a Think of a case study of someone that you have communicated with – a staff member or someone who accesses your service. Write a brief summary of the situation/circumstances and then answer the following questions.

Brief Description of situation A member of staff called to say that she couldn’t do her shift because she had had some major personal issues that had put her in a precarious mental state. how did you demonstrate empathy? I told her that I was sorry to hear about her situation and expressed that I…

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2.4a Ask your line manager(s) what regulation and inspection processes your organisation might be subject to and complete the following exercise.

  Regulation Process Who is involved Impact on organisation Frequency Information/evidence required e.g. RIDDOR – Reporting of injuries, diseases and dangerous occurrences regulations 2013 Employers Registered Managers Line Managers Employers Registered Managers Line Managers As and when incidents happen according to the RIDDOR regulations Organisations policy RIDDOR reports needed Accident book CQC Inspection Registered Manager…

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2.2b KLOEs: Outline what each question might mean for your setting. Think about areas where this might apply and what evidence you may be able to provide for that. You may want to work with other members of your team or your line manager to review this plan and consider what evidence might be helpful.

  Key lines of enquiry Area Application in own setting Evidence Safe Clients are protected from avoidable harm and injury? Clients are safeguarded from abuse.    Accident book, property maintenance log, recorded smoke alarm, carbon monoxide and electrical safety tests, safeguarding policy, staff safeguarding training Effective Clients have a good quality of life and achieve good…

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2.2a Ask your line manager if you can put together an action plan against one of the fundamental standards where you both agree that improvement is needed. Considering standard 1, how will you lead change/inspire your colleagues – what leadership style(s) will you consider using and what procedures and audit tools will you use to monitor/manage compliance.

Take a look at CQC’s Fundamental Standards here. In brief, they are: Person-centred care Dignity & respect Consent Safety Safeguarding from abuse Food & drink Premises & equipment Complaints Good governance Staffing Fit & proper staff Duty of candour Display of ratings Fundamental standard Dignity & Respect      Issues When a client gets upset he likes…

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2.1b Choose one key piece of legislation or driver that’s relevant to your organisation and do a brief overview that could be shared with others in your organisation to enhance their learning.

  Name of legislation Mental Capacity Act 2005    Summary of key areas Capacity should be assumed until proven otherwise. An individual cannot be said to lack capacity until all reasonable steps to support them to make a decision have been tried. Making unwise decisions does not mean lack of capacity. Decisions made on behalf of…

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2.1a Choose three pieces of legislation that might be particularly relevant to your organisation and the setting in which you work and explore the impact in more detail

Consider the following list of legislation taken from the CQC website page referenced above. Choose three pieces of legislation that might be particularly relevant to your organisation and the setting in which you work and explore the impact in more detail using the table to record your findings. Autism Act 2009 Data Protection Act 1998…

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1.3a Knowledge Sharing Within the Team

  How is knowledge shared with the team? Informal discussions on shift Regular team meetings Notice board Communications book Other paperwork What are the ways used for sharing practice issues? Team meetings, training  How often is knowledge shared by team members rather than just leaders and managers? Regularly – everybody is encouraged to contribute during…

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1.1d Describe one area where you’ve demonstrated leadership skills and one where you’ve demonstrated management skills.

Consider the role of a manager in your social care organisation. Describe one area where you’ve demonstrated leadership skills and one where you’ve demonstrated management skills. Give reasons for your choice of style.   Area of responsibility Reasons for choice Leadership Exploring ways to help a client lose weight in collaboration with the client and…

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1.1c Use this table to think about your own approach to delegation and see if you can plot the qualities you adopt naturally.

Consider ‘delegation’ – a task we all need to do at regular times in our role. Use this table to think about your own approach to delegation and see if you can plot the qualities you adopt naturally. Some will have more of a leadership approach and some more managerial. Reflect on how this affected…

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