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Better Leadership, Better Care: Strengthening leadership and driving up quality in organisations Integrated Care Council Conference Maureen Hinds Head.

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Presentation on theme: "Better Leadership, Better Care: Strengthening leadership and driving up quality in organisations Integrated Care Council Conference Maureen Hinds Head."— Presentation transcript:

1 Better Leadership, Better Care: Strengthening leadership and driving up quality in organisations Integrated Care Council Conference Maureen Hinds Head of Programmes - National Skills Academy for Social Care

2 Leadership The task of Leadership is not to put greatness into humanity, but to elicit it, for the greatness is already there.... (John Buchan 1875 – 1940)

3 The role of leadership in social care  Introduction: the role of the Skills Academy in social care leadership  What leadership means in social care: why it matters, how it helps  How you can strengthen leadership and drive quality: practical (and non-costly) things you can do: o Use The Leadership Qualities Framework o Recruit and select for social care values o See leadership for everyone o Use coaching and reflective approaches o Use the national Registered Managers’ Programme o Measure something o Collaborate, celebrate and influence: stand up for social care  Everyone has a part to play: leadership starts with all of us 

4 Introduction: the role of the Skills Academy around leadership “The sector needs high-quality leadership at all levels... [it] is essential to the delivery of all the proposals in this White Paper.” Caring for our future: reforming care and support, July 2012 “[Social Care] lacks confidence. As a result it is timid in its vision and ambition for how adult social care services can be delivered.” Social Care: A Review. Dame Denise Platt, 2007  “There is a unique culture within social care....Social care is often positioned ‘in the shadows’. This is disempowering [and] has the effect of reducing confidence and stifling innovation.” Feedback from Skills Academy consultation on Leadership Strategy for Adult Social Care, 2012

5 The role of the Skills Academy: Leading on leadership in social care Specific remit to improve leadership and commissioning, and to support Registered Managers Employer-led: but as well as employers we also reach training providers, local authorities and other commissioners, alongside individuals Covering adult social care but also working with health and children’s services Membership body for individuals and organisations More members than most, including SCA Leadership guidance/programmes for all levels Endorsement for high quality trainers Backed by Department of Health Working with CQC on what ‘well-led’ will mean

6 Examples of Skills Academy Members All regions, all client groups, all sectors Cheshire Homecare Services Ltd

7 Stronger together.....  One stop shop for 17,000 Adult Social Care employers  Cover induction right through to Senior management roles  One strategically focused organisation to support 1.56 million strong workforce

8 Leadership: What does it mean in social care? Think of a good leader that you know. Then think of one word that would describe them.

9 Leadership: What we think it means in social care (i): based on behaviours 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 “People do not experience our values, they experience our behaviours.” Bill Mumford, CEO, MacIntyre

10 Leadership: What we think it means – Systems Leadership About leading: when you’re not in charge when you need to ask when you have no money Systemic – i.e. not piecemeal or divided into silos - and based on shared ambition Participative – i.e. involving many people’s energies, ideas, talent and expertise Emergent – i.e. allows for partial/clumsy solutions, able to work with uncertainty...and based on trust/relationships – so back to behaviours 8 prototypes, 25 current programmes around the country

11 Leadership: why it matters, especially now : (i) In times of change/difficulty, good leadership is a lifeline Unprecedented mix of circumstances: demand, supply, structural change, cultural stasis – leading to: o Funding pressures for employers and managers – at just the time demand is growing: both private and public sector issue o Need to do more – and more complex - with less o Working with wider group of stakeholders – CCGs, public health, personal budget holders, housing, planning o Need for adaptability/innovation - reconfiguring services, working with new client groups, providing flexible care models o Need to re-inculcate the old virtues and values – dignity, compassion – emphasised especially post-Winterbourne, Mid-Staffs: see Cavendish Review, Driving Up Quality Code, Social Care Commitment

12 Leadership: why it matters, especially now : (i) Good leadership is the basis for delivering excellent care Research base:“Who Cares?” NSA research survey: 94% of respondents linked quality of leadership with quality of service 93% wanted more investment in leadership development Policy context:“Delivering the vision demands a capable and well- trained workforce...[and increased] leadership capacity in order to deliver...” A Vision for Adult Social Care, November 2010 Anecdotal evidence:The biggest variable in staff feeling empowered and engaged is the quality of management and leadership

13 How you can strengthen leadership in your service: Use The Leadership Qualities Framework Guide to what good leadership looks like Describes what good leadership looks like in different settings and situations Defines good leadership for people at different levels: Front-line Staff Front-line Leaders Operational Leaders Strategic 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

14 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

15 The Leadership Qualities Framework: how it can help you in strengthening different aspects of your service Use the descriptions that show what good leadership looks like at different levels of your organisation – e.g. for safeguarding or managing 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 leadership capacity The LQF is mapped to CQC Essential Standards and the Social Care Commitment: so use it as part of the inspection process

16 The Social Care Manager’s Handbook  Developed in consultation with sector  The ‘go-to’ guide for Registered Managers and others  Social care Values form foundation  11 Sections mapped across LQF, legislation, CQC Inspection Framework  Free to Registered Manager Members, or £35 to non-RM members  In hard copy and online

17 How you can strengthen leadership in your service: Actively recruit and select for leadership behaviours and social care values: Use the VBRT New initiative launched July 2013 Online toolkit for employers and managers Aims to place values-based recruitment in everyone’s reach ims to reduce isolation, better-equip Explains the approach and what it means for social care Examples of job ads Examples of interview questions Simple online personality profile tool being piloted by not-for-profit providers with candidates for front-line roles Link to LQF and other information sources

18 Graduate Management Training Scheme.. Purpose... To providers the Executives of the future into Adult Social Care The Scheme is intended to meet the needs of social care practically, stimulate new thinking in social care in support of realising personalisation, and help improve its perceived status. It provides a year of management and leadership experience for graduates in order to develop the management skills necessary to become a successful leader in the field. Now working with our 5 th cohort of trainees Fully funded 12 month fast track management programme

19 Aspects of the Programme  Workplace-based learning within host organisation  Development days ▪ILM Management Qualification ▪Managing in Social Care Development Days ▪Action Learning Sets  A range of learning methods (including leadership centre, development days, distance learning and virtual classroom sessions, scheduled tutorials and action learning)  A series of assignments to complete  Peer coaches  Real-time project work  Real-time return on investment

20 How you can strengthen leadership in your service: Focus on behaviours and use coaching/reflective approaches Example: Front-Line Leaders Programme “I am now constantly assessing my own practice and have the means to better myself, which in turn creates a happier, smoother workplace, which most importantly improves the quality of service we offer.” Leadership development for front-line or first-time leaders Workplace-based: uses coaching and self- reflection, building self-awareness around impact on others and using outcomes as basis for action

21 How you can strengthen leadership in your service: Join the national Registered Managers’ Programme Results from Everyday Excellence

22 How you can strengthen leadership in your service: Get involved in the national Registered Managers’ Programme from the Skills Academy New programme launched March 2013 Aims to reduce isolation, better-equip Registered Managers for their role, strengthen leadership confidence Expert online and phone advice on HR, legal and professional issues Online information/resources, + new Guide Membership group/community of practice within the Skills Academy Funding for local networks, workshops and action learning sets around the country ‘Bottom-up’ approach – working with local groups, employers and care associations

23 How you can strengthen leadership in your service: Come together in a new social care landscape Practice leadership - networks and forums of support, e.g. for Registered Managers Collaborative leadership - links with commissioners – health, social care, individual Community leadership - links with and for community groups and micro-employers: focus on assets and social capital

24 How you can strengthen leadership in your service: Recognise, celebrate and influence: stand up for social care WorldSkills 2013 UK National Final Medal Winners, Caring Competition

25 How you can strengthen leadership in your service: 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/ CCGs Councils/Health and Wellbeing Boards Social care staff as people to be celebrated

26 Summary: Leadership is part of what you do every day  Leadership is about behaviours: taking responsibility for your own practice and addressing poor practice elsewhere. And it can be shared  It follows that leadership can support great service quality, 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 quality  There are lots of other free online tools and techniques to help you  There is a national Registered Managers’ Network for you to join  You can embody what good leadership behaviours look like right here, right now  You can instil a high quality culture through celebrating great social care

27 Everyone has a part to play: Leadership starts with all of us. Because everyone can do something about changing what they do and how they do it. So everyone can be a leader to some degree. Everyone can have a go, and everyone can make a difference. And everyone can be a force for change and a force for good.

28 Strengthening leadership in your organisation: select for leadership behaviours and social care values  Communication  Compassion  Adaptability & imagination  Treating people with dignity and respect  Empathy  Team working  Integrity  Self-awareness  Courage & responsibility  Ability to build relationships

29 We can all make that difference...

30 The National Skills Academy for Social Care


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