MANAGER INDUCTION STANDARDS – Page 3 – DSDWEB: FREE STUDY GUIDES FOR CARE QUALIFICATIONS

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.

October 7, 2018April 1, 2018 by Dan

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 to go to his bedroom for some quiet time to calm down. He has complained that support staff constantly disturb him to ask him how he is and if he wants anything, which aggravates him further, despite him telling them that he wants to be left alone. There is no valid reason to disturb him if he wants to be left alone and staff should respect his privacy whenever he wants it. There is also no associated risk with him being left alone. Speaking to staff, the reasons for their actions are to try to help the individual and because they are worried about him when he is upset.
How will you inspire colleagues?	During the next team meeting, the manager will raise the concerns of the client. Staff will discuss privacy, respect and choice. They will be asked to think about what it would be like to have constant support whether they want it or not and how it would feel to not be able to experience alone time without someone disturbing them regularly.
Leadership style(s) to use	Democratic and coaching
How will you monitor compliance?	Weekly dialogue between client and manager to discuss the issue. Client to keep a record of any disturbances to his alone time, including date, time, staff member, reason for disturbance etc. to be given to manager weekly.
Audit tools required	Record sheet for client

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.

October 7, 2018February 23, 2018 by Dan

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 an individual must be done in their best interests. Before a decision is made about an individual, the situation must be reviewed to check that the results cannot be achieved in a less restrictive way.
Relevance to your organisation/setting	Some clients may lack capacity to make decisions in certain areas.
What it means for your team/organisation	Read Care Plans! Assume clients have the capacity to make a decision unless it is documented that they cannot.
Actions needed to be taken by members of your team/organisation	If in doubt about a client’s capacity to makes a decision, this should be raised with senior staff or management. Staff should support clients to make informed decisions where they have been deemed to have capacity.
Who else might need to know about this legislation – people who access care and support/carers?	Clients Client’s family and friends Other professionals
Who else does the legislation apply to?	Everybody

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

October 7, 2018February 23, 2018 by Dan

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.

Legislation	Relevant sections	Must have	Nice to know
Safeguarding Vulnerable Groups Act 2006	All	All staff (both paid and unpaid) must have a DBS check. This is a legal responsibility of the employer.	There are two types of DBS check – one for working with vulnerable adults and another for working with children.
Equality Act 2010	All	All staff must be treated equitably and given the same opportunities.	The Equality Act supercedes several other pieces of legislation including the Disability Discrimination Act, Equal Pay Act, Sex Discrimination Act etc.
MCA Code of Practice	All	Individuals should be assumed to have capacity to make decisions unless it has been proved otherwise. Making unwise decisions does not mean lack of capacity,	Individuals must be assessed on a decision-by-decision basis. Individuals should be given all the support they need to make informed decisions before being assessed as lacking capacity.

1.3a Knowledge Sharing Within the Team

October 7, 2018February 12, 2018 by Dan

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 team meetings and share their ideas with the rest of the team.

How do groups of front line staff meet to share practice experiences and develop their learning?

Team meetings, informal discussions whilst on shift

How could you develop a shared approach to problem solving?

We already do

1.2a How does your organisation encourage and respond to feedback from a range of partners?

November 27, 2018February 11, 2018 by Dan

Silhouettes of many individuals with speech bubbles above their heads representing the giving of feedback

Organisations in the health and social care sector should always strive for excellence and one of the best ways of achieving this is to ask for feedback from others. Historically, if organisations do ask for feedback, it tends to be from their customers. Whilst this can give a useful insight from the perspective of the clients, some companies are now requesting feedback from everyone that interacts with them; this includes clients, employees, managers, shareholders, other professionals, partners and client families. Known as 360-degree feedback, this can provide a lot of valuable information from all viewpoints.

The table below shows the Manager Induction Standards questions for question 1.2a along with example answers. Obviously answers will vary from organisation to organisation.

Questions	Reflection
What systems are in place for receiving, analysing and acting on feedback from different partners?	3C’s form – Compliments, Comments and Complaints Regular formal and informal discussions with all stakeholders
How do you value the contribution of people who access care and support, their carers and relatives?	Contributions are always taken into account and acted on. All 3C’s forms are thoroughly investigated by Senior Management
In what ways can they be encouraged to contribute even more?	By asking them for feedback
How is everyone in the organisation equally committed to the idea of participation?	By knowing that all ideas and contributions will be taken seriously. By being encouraged to take calculated risks
What can you do to ensure that other members of the team understand the key importance of involving people who access care and support, their carers and relatives?	Regular coaching, supervision and training