Presentation on theme: "Integrated Care Council Conference Maureen Hinds"— Presentation transcript:
1Better Leadership, Better Care: Strengthening leadership and driving up quality in organisations Integrated Care Council ConferenceMaureen HindsHead of Programmes - National Skills Academy for Social CareThanks for inviting me to speak here today.... Let me start with a quote from John BuchanJohn Buchan (1875 – 1940) - was a Scottish novelist, (he wrote the 39 steps), he was a historian and politician who served as the 15th Governor General of Canada from 1935 – 1940, when he died in office. Prior to this he had been an MP in Britain fromThis is what he had to say
2for the greatness is already there.... LeadershipThe task of Leadership is not to put greatness into humanity, but to elicit it,for the greatness is already there....(John Buchan 1875 – 1940)The task of Leadership is not to put greatness into humanity, but to elicit it, for the greatness is already there...
3The role of leadership in social care Introduction: the role of the Skills Academy in social care leadershipWhat leadership means in social care: why it matters, how it helpsHow you can strengthen leadership and drive quality: practical (and non-costly)things you can do:Use The Leadership Qualities FrameworkRecruit and select for social care valuesSee leadership for everyoneUse coaching and reflective approachesUse the national Registered Managers’ ProgrammeMeasure somethingCollaborate, celebrate and influence: stand up for social careEveryone has a part to play: leadership starts with all of usIn this session I hope to show how leadership can help you drive up quality whilst at the same time start to address workforce issues.We’ll start with a bit of background about the Skills Academy and why we’re interested in leadership, but most of this session will be about what leadership is, what it is not, and about practical, and low/nil cost ways in which you can strengthen leadership in your organisations.We need good leadership in the system.
4Introduction: 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, 2012To start with, a bit of background about the Academy and why we’re interested in leadership.The origins of the Academy go back to 2007, when Dame Denise Platt, who used to head the forerunner of CQC, wrote a report for Ivan Lewis, then the Care Minister. Her starting point was a very important one.Social Care, she said, when done well, has the power to transform people’s lives – and that should always be where we start from. But at the same time, there was a real inequality in relation to health, housing, welfare – pretty much any sector you care to name.Fundamentally, the sector lacked confidence, especially leadership confidence.
5The role of the Skills Academy: Leading on leadership in social care Specific remit to improve leadership andcommissioning, and to support Registered ManagersEmployer-led: but as well as employers we also reach training providers, local authorities and other commissioners, alongside individualsCovering adult social care but also working withhealth and children’s servicesMembership body for individuals and organisationsMore members than most, including SCALeadership guidance/programmes for all levels Endorsement for high quality trainersBacked by Department of HealthWorking with CQC on what ‘well-led’ will meanThe role of the Skills Academy is to lead on leadership. We’re a national body and a charity, backed by the Department of Health, our main funders. On 10 June 2014, the National Skills Academy for Social Care merged with Skills for Care, to maximise the impact of our combined knowledge and expertise. Our strap line going forward will be Leadership, Learning and Development.We cover adult social care but also increasingly work with health, housing, community safety, environmental services and others as well as children’s services, in settings that are integrated.We’re employer-led – 70% of our members are employers – but we also cover local authorities, training providers, national charities and individuals – our members can include anyone connected to social care.We run a range of leadership programmes; we have an Endorsement Framework for recognising and badging high quality adult social care training providers; and we work at national policy level, with The Leadership Qualities Framework , our guide to good leadership in social care; we developed a national leadership strategy, for Adult Social Care called ...‘Leadership Starts with Me.
6Examples of Skills Academy Members All regions, all client groups, all sectors Cheshire Homecare Services LtdAs I said , we were a Membership body – and here are some of our Members. We have almost 3000 members now, making us one of the largest Membership organisations in the sector. We have employers of all sizes, covering a wide range of settings and client groups; in all areas of the country. We cover the private, not-for-profit and public sectors. And we have commissioners, training providers and other organisations alongside over 1200 individual Registered Managers. So if you want to be connected to someone in social care, get in touch with us – if we don’t know them we probably know someone who will.
7Stronger together.....One stop shop for 17,000 Adult Social Care employersCover induction right through to Senior management rolesOne strategically focused organisation to support million strong workforceAs i mentioned, one of the things that happened back in June this year was the long awaited merger between the National Skills Academy for Social Care and Skills for Care.
8Leadership: What does it mean in social care? Think of a good leader that you know.Then think of one word that woulddescribe them.Let’s try this exercise – think of a leader that you know, and then think of just one word to describe them...Does anyone wish to share? Tell us who they are and what is the word that you would use to describe that person
9So it’s about behaviours, and taking responsibility for them Leadership: What we think it means in social care (i): based on behavioursNot just about authority at the top of organisationsIt’s a practical understanding – and awareness – about how you do what you do, and the impact on othersSo it’s about behaviours, and taking responsibility for themAnd 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, MacIntyreAudience feedback That’s all very helpful, and shows that leadership means many different things to different people.So what do we mean when we talk about leadership?Here is what WE think leadership means in social care – it really is all about behaviours - and it’s not a traditional view.We don’t see leadership as residing exclusively with the Chief Executive or with a Director, or with a senior management team.Leadership isn’t just about strategy. It’s about behaviours – how we each behave, every day. We can talk about our values, but the way these values get demonstrated is through our behaviours – as Bill Mumford, CE of one of our Founder Members, MacIntyre, said ‘People do not experience our values, they experience our behaviours.’And it follows that if leadership is about behaviours, it’s everybody’s business, wherever they sit in social care. You can take responsibility for your own practice and address poor practice if you see it happening.
10Leadership: 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 countryWe also see leadership as being about what people do when the situation is not typical, for example when you are not actually in charge, or have to ask questions, or when you are not controlling the budget – or there is no budget!Leadership is not silo based – it has to be grounded in a shared ambition that everyone in the organisation is bought into.We have to take on and use people’s individual gifts, and skills, these may not always be apparent – be prepared to analyse the different leadership styles of the people that you work with – the loudest and most push are not necessarily the best leadersBeing able to work with uncertainty is a real skill that not everyone hasBut it is key that there is mutual trust – which goes back to behaviours again
11Need to do more – and more complex - with less Leadership: why it matters, especially now : (i) In times of change/difficulty, good leadership is a lifelineUnprecedented mix of circumstances: demand, supply, structural change, culturalstasis – leading to:Funding pressures for employers and managers – at just the time demand is growing: both private and public sector issueNeed to do more – and more complex - with lessWorking with wider group of stakeholders – CCGs, public health, personal budget holders, housing, planningNeed for adaptability/innovation - reconfiguring services, working with new client groups, providing flexible care modelsNeed 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 CommitmentAnd leadership matters, especially now. On the one hand, demand is rising and getting steadily more complex.And at the same time, resources – both public and private – are shrinking. Local authority provision has already been cut back significantly. It’s hard for providers to keep up with the degree and rapidity of structural change going on in healthcare, and to know what all the various new bodies do. And we are having to face all this change against a background discourse, at least in the national media, that is often negative about social care.We have a whole new set of circumstances, that are ever changing, to deal with. And these lead us to these issues:Funding – cutbacks, having to do more and more with less and lessMore stakeholders that must be involved – with the new NHS model, and community services such as housing, leisure, transportWe cannot afford to be inflexible – it is very much a case of move with the times, or risk dying...And we have to get back to the virtues and values that brought most of us into social care in the first place – and what enraged so many of us with we saw what happened at Winterbourne, and Mid Staffs. We need to work with the initiatives that have been put in place to address poor practice.
12Leadership: why it matters, especially now : (i) Good leadership is the basis for delivering excellent careResearch base: “Who Cares?” NSA research survey:94% of respondents linked quality of leadership with quality of service93% wanted more investment in leadership developmentPolicy 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 2010Anecdotal evidence: The biggest variable in staff feeling empowered and engaged is the quality of management and leadership
13How you can strengthen leadership in your service: Use The Leadership Qualities Framework Guide to what good leadership looks likeDescribes what good leadership looks likein different settings and situationsDefines good leadership for people atdifferent levels:Front-line StaffFront-line LeadersOperational LeadersStrategic LeadersBasis in values and behaviours that follow on from themGrounded in everyday practice and written in plain English, so accessible to everyoneApplicable in integrated servicesAnd there are lots of things you can do to strengthen leadership for the benefit of the workforce and the organisation as a whole. Firstly, please do use the Leadership Qualities Framework. It’s your plain English guide to what good leadership looks like in adult social care.It sets this out for people at different levels – Care Assistants, First-time Managers, Operational Leaders such as Registered Managers and people working at more senior level – so you can inculcate a leadership culture throughout an organisation. And it mirrors similar frameworks in health, so you can use it in integrated services.
14The Leadership Qualities Framework: How it works Based on structure of NHS Leadership FrameworkGroups behaviours into seven areas, called DimensionsFive Dimensions relate to areas in which all social care professionals need to demonstrate leadershipTwo apply specifically to senior staffEach Dimension has four elementsThe LQF takes each element and gives a short description of what quality leadership looks like at different levelsThe way it works is very simple. It uses 7 areas, called Dimensions – things like Managing Services, Improving Services, Demonstrating Personal Qualities and Delivering a Strategy.For each of these Dimensions, there are four elements. And the Framework sets out what good leadership looks like for each element, depending on what level you’re working at in social care.So for example: in the ‘Managing Services’ Dimension, one of the four elements is about how to manage resources. The LQF sets out what Care Assistants, First-time Managers, Operational Leaders and Strategic Leaders each need to do in order to show that they’re doing this well.
15The Leadership Qualities Framework: how it can help you in strengthening different aspects of your serviceUse the descriptions that show what good leadership looks like at different levels of your organisation – e.g. for safeguarding or managingUse these in recruitment, induction, supervision, performance management and appraisalUse online self-assessments for benchmarking: 360° feedback tool: 1:1 organisational assessment – to measure, track and strengthen leadership capacityThe LQF is mapped to CQC Essential Standards and the Social Care Commitment: so use it as part of the inspection processSo, these are the ways in which you can use the LQF:Use the descriptions to show what good leadership looks likeAnd you can use in a range of settings, induction, supervision, appraisal, support disciplinary processesIt works with 360 feedback tools and online self assessmentHelps support the inspection process by helping to define what “well led” looks like in a Social Care setting.
16The Social Care Manager’s Handbook Developed in consultation with sectorThe ‘go-to’ guide for Registered Managers and othersSocial care Values form foundation11 Sections mapped across LQF, legislation, CQC Inspection FrameworkFree to Registered Manager Members, or £35 to non-RM membersIn hard copy and onlineThe new Social Care Manager’s Handbook gives you just about everything you need to know as a Registered Manager, and we developed it with the sector, so it is what they said they wanted.We want this to be the ‘go to’ guide for social care leaders as well as Registered ManagersIt is easy to use, with 11 sections that link back to the Leadership Qualities Framework, as well as the Care Act and Manager Induction StandardsAs it is such an extensive guide, we are only able to offer it free if you are a Registered Manager member, so it is a key benefit of membership. For others it is £35, and it will be updated annually.
17New initiative launched July 2013 How you can strengthen leadership in your service: Actively recruit and select for leadership behaviours and social care values: Use the VBRTNew initiative launched July 2013Online toolkit for employers and managersAims to place values-based recruitment in everyone’s reachims to reduce isolation, better-equipExplains the approach and what it means for social careExamples of job adsExamples of interview questionsSimple online personality profile tool being piloted by not-for-profit providers with candidates for front-line rolesLink to LQF and other information sources100 organisations have signed up to be part of the pilot and over 6000 reports have been produced around the profiling tool.Even if you don’t want to use the LQF, there are other things you can do. Firstly, you can build leadership in your workforce by consciously recruiting for social care values.The Skills Academy has launched a free online toolkit for employers, including a personality profile, suggested interview questions and job ads – to help you do this.Some employers are already adopting this approach. MacIntyre started out, for example, by asking their staff and service users ‘what makes a great care worker?’. Who were the really outstanding, consistent people. They took the results and built them, over time, into a personality profile that has changed their workforce and had a direct impact on service quality.But you don’t have to do everything at once. Just have a look at the website and perhaps think about asking some values-based questions to your interviews, to start with, and take things from there.
18Graduate Management Training Scheme..Purpose... To providers the Executives of the future into Adult Social CareThe 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 5th cohort of traineesFully funded 12 month fast track management programme
19Aspects of the Programme Workplace-based learning within host organisationDevelopment daysILM Management QualificationManaging in Social Care Development DaysAction Learning SetsA 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 completePeer coachesReal-time project workReal-time return on investment
20Example: Front-Line Leaders Programme How you can strengthen leadership in your service: Focus on behaviours and use coaching/reflective approachesExample: 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 leadersWorkplace-based: uses coaching and self reflection, building self-awareness around impact on others and using outcomes as basis for actionThirdly, we’ve found that using coaching and reflective approaches is an effective way to instil leadership behaviours. The quote here is from a participant on one of our programmes, called ‘Front-Line Leaders’, which is based on these approaches.The key thing is when the participant talks about constantly assessing their own practice – in other words, by adopting these approaches to learning and development, what you’re doing is building in continuous improvement.So whoever your training provider is, ask them what they do around coaching and self-reflection.
21How you can strengthen leadership in your service: Join the national Registered Managers’ Programme Results from Everyday ExcellenceWe have a specific remit in relation to Registered Managers. Back in 2012 we conducted a survey amongst Registered Managers and the resulting analysis was made into a brochure called Everyday Excellence. It reinforced what we already knew, that good quality care starts with good leadership. Registered managers have a vital role to play in driving up quality.
22How you can strengthen leadership in your service: Get involved in the national Registered Managers’ Programme from the Skills AcademyNew programme launched March 2013Aims to reduce isolation, better-equipRegistered Managers for their role,strengthen leadership confidenceExpert online and phone advice on HR, legal and professional issuesOnline information/resources, + new GuideMembership group/community of practicewithin the Skills AcademyFunding for local networks, workshops andaction learning sets around the country‘Bottom-up’ approach – working with local groups, employers and care associationsThe Registered Managers programme has been a great success, with 1200 members, over 40 local networks.The Care Minister Norman Lamb welcomed our 1000th member to Richmond House last yearAnd we are just in the planning stages of a celebration to mark the first year of the programme, we will keep you posted on that.
23How 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 capitalThis programme has been very successful, and we are recruiting for the next cohort. It’s a partnership between us and a range of organisations, including ADASS and Skills for Care.It works because it is collaborative, working well with commissioners, individuals, as well as health and social careAnd it develops leadership in the community, by and for social care leaders that also use services.
24WorldSkills 2013 UK National Final Medal Winners, Caring Competition How you can strengthen leadership in your service: Recognise, celebrate and influence: stand up for social careAnd stand up for, and celebrate, social care. No need to hide, or to say ‘I just work in social care.’ We have a lot to be proud of in this sector... But unfortunately not much of it makes it onto Panorama or sells newspapers.WorldSkills 2013 UK National FinalMedal Winners, Caring Competition
25How 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 celebratedPut staff in for regional and national awards, and vocational competitions like WorldSkills. Take the initiative in talking to local media, to your MPs and Councillors, to show them what excellent care you provide. Don’t forget, social care organisations are commonly great local employers and drivers of local economies. Social care is one of the fastest-growing sectors there is – it already holds over 1.7million jobs, and Skills for Care estimate that it will need a million more by So show your leadership by celebrating what we do and the way we transform people’s lives.We were very proud to win the WorldSkills UK Partner of the Year award earlier in the year, real testament to the benefit of encouraging people to join and excel in the sector. I went along to the House of Commons to receive the award on behalf of the Academy, the judges, actresses employers, colleges and of course the participants..... that was a very proud moment.
26Summary: 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 sharedIt follows that leadership can support great service quality, embedding it as everyone’s businessYou can use the Leadership Qualities Framework and Leadership Starts with Me to instil and embed leadership behaviours which actively promote qualityThere are lots of other free online tools and techniques to help youThere is a national Registered Managers’ Network for you to joinYou can embody what good leadership behaviours look like right here, right nowYou can instil a high quality culture through celebrating great social care
27Everyone 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.To summarise: strengthening leadership can really help you in improving and delivering quality.Because leadership is about behaviours, everyone can do something about improving what they do and how they do it.So everyone can be a leader; everyone can have a go and make a difference.And everyone can be a force for change, every single person within the workforce has a role to play.Thank you.
28Adaptability & imagination Treating people with dignity and respect Strengthening leadership in your organisation: select for leadership behaviours and social care valuesCommunicationCompassionAdaptability & imaginationTreating people with dignity and respectEmpathyTeam workingIntegritySelf-awarenessCourage & responsibilityAbility to build relationshipsWe’re not stacking shelves in a supermarket.... We are in the business of human complexity.... The stuff that requires us to form relationships, communicate, deal with life and death situations including for some of us managing some pretty complex and distressing end of life care, .....this all requires special skills including having a quiet mind and an open heart.New values-based toolkit being launched next week – Recruit for values , train for skills. Starting point: “what makes a great care worker?” Joint work between The Department of Health, Skills for Care, McIntyre and National Skills Academy for Social CareThis led to a personality profile for people who consistently deliver high quality, personalised care, and framework for recruitment and selection. It emphasises personal responsibility and accountability. Service users experience our values through our behaviours.Funnily enough, I was speaking at a conference in the Midlands a few weeks ago and happened to hear Professor Martin Green the CEO of ECCA speaking . He mentioned that he had been out to dinner the week before with one of the senior Civil Servants from the Foreign & Common wealth Office who mentioned that the FCO were recruiting for Fast Track Graduate scheme for the Diplomatic service . The qualities that they were looking for were exactly the same ones that we were using to describe “what makes a good care worker.?” plus the ability to speak a modern European language. These fast track graduates join as trainees on £27k per year and get to see the World So I will just leave that one with you.....
29We can all make that difference ... As the recently departed Robin Williams said in the film Patch Adams“Our job is improving the quality of life, not just delaying death”.Thank you for your time.
30The National Skills Academy for Social Care www. nsasocialcare. co The National Skills Academy for Social Care