This page is designed to answer the following questions:
- 1.3 Ways in which legislation, guidance and agreed ways of working impact on day to day leadership and management practice (Level 5 Diploma in Leadership and Management for Adult Care, Safeguarding, Protection and Risk)
NOTE: Although this page has been marked as complete, it has not yet been peer-reviewed or quality-assured, therefore it should be considered a ‘first draft’ and any information should be fact-checked independently.
For this assessment criterion, you will be required to analyse how current legislation, guidance and agreed ways of working impact your day-to-day leadership and management practice. Areas that you should consider are explored below.
On this page
Management and operational strategy for safeguarding and whistleblowing
For example, the Mental Capacity Act 2005 and associated Code of Conduct will inform your organisation’s procedures relating to care planning and risk assessments, ensuring that individuals have as much choice as possible relating to their care provision and that they are encouraged to participate. Similarly, CQC regulations will inform the way that you ensure individuals are protected from harm and abuse.
Depending on your role, you may also be required to be a representative of your local Safeguarding Adult Board or attend Vulnerable Adults Risk Management (VARM) meetings.
Staff induction, training and development
All staff should have a good working knowledge of safeguarding and protection. This will be part of their professional development – their induction may consist of the Care Certificate (Standards 10 and 11 relate to safeguarding) and ongoing training, refreshers and discussions during team meetings can be used to reinforce the concepts and processes. Safeguarding training should include identifying types of abuse, what to do if they have a safeguarding concern, whistleblowing and how personalisation and empowerment contribute to safeguarding.
Individuals who use adult care and support services
Safeguarding includes being transparent to the individuals to whom we provide care and support and so we should make information about what they can expect available to them in a format that is accessible for them. They should also be informed about their right to complain.
Any external workers or visitors to the organisation
Safeguarding information should also be made available to individuals that are external to our organisation. This can include the service user’s family and carers and other healthcare professionals. They should know what to do if they have a concern and how it will be handled.
Learners analyse how current legislation, guidance and agreed ways of working impact on their day to day leadership and management practice within their work setting, to include:
- Management and operational strategy for safeguarding and whistleblowing
- Staff induction – employees, volunteers
- Staff training and development
- Individuals who use adult care and support services
- Any external workers or visitors to the organisation