Leadership and Safeguarding: How good leadership supports better safeguarding

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Leadership and Safeguarding: How good leadership supports better safeguarding Care Learning Annual Conference 20 th June 2013 Debbie Sorkin Chief Executive, The National Skills Academy for Social Care

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Leadership and Safeguarding: How good leadership supports better safeguarding. Care Learning Annual Conference 20 th June 2013 Debbie Sorkin Chief Executive, The National Skills Academy for Social Care. The Starting Point: A Provider’s Experience. - PowerPoint PPT Presentation

Transcript of Leadership and Safeguarding: How good leadership supports better safeguarding

Page 1: Leadership and Safeguarding: How good leadership supports better safeguarding

Leadership and Safeguarding:

How good leadership supports better safeguarding

Care Learning Annual Conference20th June 2013

Debbie SorkinChief Executive,The National Skills Academy for Social Care

Page 2: Leadership and Safeguarding: How good leadership supports better safeguarding

The Starting Point: A Provider’s Experience

“We had a very interesting set of circumstances in the homes lately which involved a new link District Nurse picking up number of spurious concerns in the home and which

resulted in a number of safeguarding alerts.

When I looked into the concerns only one needed attention – so the safeguarding meeting completely exonerated [the Registered Manager] and the team, and

comments were made at the waste of public time.

The impact on the manager was dreadful – this is someone who is known to be sound and solid. The underlying problem was/is that suddenly nurses are asked to be the

eyes and ears of the public sector and are looking for problems. The don’t understand that living in care homes is just that and some reasonable risks should be taken in

order for people to live, not to be nursed. There is a big difference .”

Skills Academy Member, South-West

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Presentation:How better leadership can support better safeguarding

Introduction: the role of the Skills Academy in relation to leadership

What we think leadership means in adult social care

How leadership at different levels can support safeguarding

How you can strengthen leadership in relation to safeguarding in and beyond your own organisation: practical (and non-costly) things you can do

o Use The Leadership Qualities Frameworko Ensure safety of service userso Act with integrityo Manage performanceo Develop networks – e.g. the Registered Managers’ Support

Programmeo Encourage contributiono Embody the visiono Celebrate and influence: stand up for social care

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The role of the Skills Academy: leading on leadership in social care

Backed by DH and BIS

Covering adult social care but also working with health and children’s services

Specific remit to improve leadership andcommissioning, and to support Registered Managers

Employer-led: reaching providers, trainers,local authorities and other commissioners

Membership body leadership programmes for all levelsendorsement for high quality trainers

Leadership Starts with MeLeadership Qualities Framework Leadership Development Forum

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Some of our Members

Cheshire Homecare Services Ltd

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What we think leadership means in adult social care

Not just about authority at the top of organisations

It’s a practical understanding – and awareness – about how you do what you do, and the impact on others

So it’s about behaviours, and taking responsibility for them

And it’s everyone’s business – people working at all levels in social care

So safeguarding really is everyone’s business

“People do not experience our values, they experience our behaviours.”Bill Mumford, CEO, MacIntyre

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How leadership at different levels can support safeguarding

Practice and professional leadershipTo ensure systems in place to prevent, detect and deal with abuse, challenge poor practice –

leadership issue for all staff

Collaborative leadershipMany safeguarding issues involve many local

services – need for collaborative approaches to make it (cost-)effective

Collaborative leadershipVital for really listening to people who use services, their carers and families

Community leadershipVital for mobilising people in local neighbourhoods

to look out for people, engage with them and involve them in community life

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How you can strengthen leadership in relation to safeguarding:The Leadership Qualities Framework

Guide to what good leadership looks like

Describes what good leadership looks likein different settings and situations

Defines good leadership for people atdifferent levels:

Front-line StaffFront-line LeadersOperational LeadersStrategic Leaders

Basis in values and behaviours that follow on from them

Grounded in everyday practice and written in plain English, so accessible to everyone

Applicable in integrated services

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The Leadership Qualities Framework: how it works

Based on structure of NHS Leadership Framework

Groups behaviours into seven areas, called Dimensions

Five Dimensions relate to areas in which all social care professionals need to demonstrate leadership

Two apply specifically to senior staff

Each Dimension has four elements

The LQF takes each element and gives a short description of what quality leadership looks like at different levels

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The Leadership Qualities Framework: how it can help you in supporting safeguarding

Use the descriptions that relate to safeguarding for people at different levels of your organisation

Use these in recruitment, induction, supervision, performance management and appraisal

Use online self-assessments for benchmarking: 360° feedback tool: 1:1 organisational assessment – to measure, track and strengthen communication skills

The LQF is mapped to CQC Essential Standards: so use it as part of the inspection process

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The Leadership Qualities Framework: Improving services : Ensuring safety of service usersGood leaders identify and quantify risks, use evidence to identify options and monitor the effects and outcomes of change

Front-line WorkerChallenges appropriately and is prepared to raise concerns about quality, safety and performance

Front-line LeaderShows that they are prepared to raise concerns about quality, safety and performance and instils a ‘safe to challenge’ culture within the team

Operational LeaderDemonstrates that they are prepared to raise concerns about quality safety and performance and instils a ‘safe to challenge’ culture within the organisation

Strategic LeaderCreates a culture where people are prepared to challenge about quality, safety and performance

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The Leadership Qualities Framework Demonstrating personal qualities: Acting with integrity Good leaders uphold personal and professional ethics and values and take appropriate action if these are compromised

Front-line WorkerDemonstrates a high standard of personal and professional behaviour and consistently puts core ethics and values into practice...treats everyone with dignity, sensitivity and respect

Front-line LeaderDemonstrates and sets high standards of personal and professional behaviour...consistently puts core ethics and values into practice and promotes them in others

Operational LeaderDemonstrates and sets high standards of personal and professional behaviour and leads a culture of professionalism...supports this culture within the organisation

Strategic LeaderEmbodies a very high standard of personal and professional behaviour and creates a culture that reinforces personal and professional standards

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The Leadership Qualities Framework: Managing services : Managing performanceGood leaders take action to improve performance and take responsibility for tackling difficult issues

Front-line WorkerTakes personal charge of key issues to ensure that quality care and support is provided

Front-line LeaderTakes personal charge of key issues to ensure that quality care and support is provided through responsibility and commitment. Works with the team to monitor what is working well and what can be improved

Operational LeaderFosters a culture in which people are confident in taking responsibility. Works across the organisation to recognise good performance and to take action where performance can be improved

Strategic LeaderMaintains a personal integrity which promotes excellence...Works across the service to recognise good performance and to take action where performance can be improved, ensuring that lessons are learned

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The Leadership Qualities Framework: Working with others : Developing NetworksGood leaders promote the sharing of information and resources and actively seek the views of others

Front-line WorkerActively makes and maintains effective connections externally...actively seeks out links with community groups and signposts/connects people

Front-line LeaderIdentifies and engages with other organisations and networks ...shares expertise and has ongoing dialogue with community groups to ensure they are inclusive

Operational LeaderIdentifies and engages with other organisations and networks to share views and approaches...shares expertise and has ongoing dialogue with community groups to ensure they meet requirements of people who use services

Strategic LeaderPromotes relationships at the highest level with other organisations and networks within and beyond the sector. Shares views and approaches with integrity

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Developing networks: The Registered Managers’ Support Programme

Based on 2012 national survey

Facilitated by CQC, sent to all Registered Managers in England

c. 1200 responses

Context: Registered Managers as lead professionals in care homes and home care

Context: leadership role of Registered Managers, and importance of leadership generally, acknowledged in White Paper Caring for our future

Context: growing recognition of, and concerns around, increasing complexity and frequent isolation

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Developing networks: Context for the Registered Managers’ Support Programme

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Outcome: Developing networksNew national Support Programme for Registered Managers

New programme now available from the Skills Academy, including:

national network

community of practice

funding for local networks

free training events

advice, guidance and support

HR, legal and experienced Registered Manager support

Online resources

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The Leadership Qualities Framework: Working with others : Encouraging contributionGood leaders provide encouragement and opportunity for people to engage in decision-making and to challenge constructively

Front-line WorkerEncourages and supports people who use services to express their views and needs for care and support, enabling them to participate in joint decision-making

Front-line LeaderCreates a positive environment which enables people to maximise their potential...creates a team ethos which takes into account a person’s whole life

Operational LeaderEncourages and enables both staff and people who use services to be involved in co-production...creates a service ethos which takes into account a person’s whole life

Strategic LeaderActively creates a culture of co-production, joint responsibility and joint decision-making...models behaviour that identifies strengths, challenges and issues for other people and engages positively with them

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The Leadership Qualities Framework: Creating the vision: Embodying the vision

Good leaders:

Act as a role model, behaving in a manner which reflects the values and principles inherent in the vision

Demonstrate confidence, self-belief, tenacity and integrity in pursuing the vision

Challenge behaviours which are not consistent with the vision

Identify symbols, rituals and routines within the organisation which are not consistent with the vision, and replace them with ones that are

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How you can strengthen leadership in relation to safeguarding:Celebrate and influence: stand up for social care

Social care as key driver of local economies

Social care as growth sector

Social care as local employer

Social care as community hub/link

Social care as source of innovation

Social care as source of good news stories for local media/MPs/ Councils/Health and Wellbeing Boards

Social care staff as people to be celebrated

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Summary:How better leadership can support better safeguarding

Leadership is about behaviours: taking responsibility for your own practice and addressing poor practice elsewhere

It follows that leadership can support safeguarding, embedding it as everyone’s business

You can use the Leadership Qualities Framework and Leadership Starts with Me to instil and embed leadership behaviours which actively promote safeguarding

There are online tools to help you

There are resources on safeguarding for Registered Managers as part of the new support programme

You can embody what good leadership behaviours look like in relation to safeguarding

You can instil a high quality culture through celebrating great social care

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The National Skills Academy for Social Carewww.nsasocialcare.co.ukww.nsasocialcare.co.ukdebbie.sorkin@nsasocialcare.co.uk