1.3 Analyse the barriers and challenges to communication within your own job role.
Within my job role there are many barriers to communication to overcome. The first most important factor is to understand that anything that discontinues communicate is a barrier in its self.
To overcome barriers to communication in the first instance I would establish that the problem does not arise with me, and I am not the cause of the issue myself.
Secondly I would make sure that service users can understand me in the form of language, as I work closely with the BMEAR community the service users first language is not English, I am quiet fortunate as I am trilingual I am able to communicate with my service users and address their issues, in a correct and timely manner.
I make sure that all service users can understand me so it is rare I speak English with them, I refrain for jargon and terminology which is beyond their understanding as service users need to have a clear understanding about the service which is provided to them.
Language and cultural differences are also a barrier, whilst working with the BMEAR communities. In my experience with service users from different backgrounds possess different methods of communications. For example service users from diverse cultures or religious beliefs may find some English words or gestures offensive. In some instances Muslim females do not allow their pictures to be taken or they will not engage with males who are not either husbands or family. To overcome this barrier I have put in place an initial application process form which captures the services users likes and dislikes. At all times I am observant as to what language I use as Linguistic problems could signal a breakdown of communication leading to poor explanation and misunderstanding.
Physiological barriers this could be service users with mental health issues, such as depression, dementia or high dosage of medication could initiate a loss of memory and concentration.
Furthermore barriers could be caused due to disabilities this could include hearing and sight impairment. Overall ill health such as arthritis, heart problems, and fibromyalgia can affect the service user’s concentration and cause barriers to communication.
Under these circumstances it is always good practice to have a professional present alongside a family member.
Physical barriers are an important factor to considerate for example the environment which I am in, whilst I have carried out home visits there has been families present with small children creating noise which leads to distractions. Another issue can be incorrect room temperatures such as no heating on, or heating on and the room becomes too warm and uncomfortable to concentrate in.
Finally another important factor to consider would be my staff, as some staff have already worked with other Care Companies they have adopted some good habits and some bad. This potentially could cause a barrier to communication due to negative feeling brought on by resilience to change. This could be demonstrated through malicious rumours being spread to staff members or service users, negative body language displayed from the staff member who is in disagreement with policies and procedures. Another barrier could be where staff member do not agree with their colleagues and this causes resentment.
Another example is a service users who has lost use of her legs so she has a physical disability, the individual is in her middle 40s and highly educated from the Middle East, she has fled her country and is living on her own, with no family members in England. The service users misses her life and can become considerable depressed from time to time or angry as she has to depend on carer for all her personal needs, this causes her to be low mood at times. This individual has been under consultants for two years and there is still no diagnostic to her knee issue and what has caused this sudden defect in her knees. I try to reassure her and deal with her issues such as applying for benefits or sign posting her to other organisations to prevent social isolation.
I have created a managed a Day Care centre and one of the most important factors I consider is to meet new clients and build a strong relationship of trust. It is imperative that I show respect and adhere to confidentiality so that relationships are stronger with all of my service users on a personal level.
4.2 Analyse the essential features of information sharing agreements within and between organisations.
In my job role I am the registered manager and the individual person and the organisation is registered with the Care Quality Commission the regulated body to operate. There are certain policies and procedures that I am required to adhere to which is sharing care records. I understand the importance of confidentiality for my service users, staff, other professionals and organisations.
This is considered as a very important factor to build trust and strengthen professional working relationships and reputation.
All service users electronic information is stored on a data base password protected and backed on to two hard drives locked in my office also the hard copies can be found here again locked away and only myself has the key for this information.
Information is carefully stored which is of need such as service users personal Care Plans and information which is no longer of use is shredded. I also allow the service user to view there information if required under the Freedom of Information Act, but explain due to the Data Protection Act all information is securely locked away.
I am aware that some information needs to be shared with staff member such as Care Plans so that care worker have an overview of the service user’s requirements before they enter their home.
In certain cases I am mindful that I need to share information to other organisations and professionals if it is in the interest of the service users, for example safe guarding issues, protection of others, public health and during investigation.
Under no circumstance is information shared to individuals who are not professionals and in some certain cases where the service user is not able to safeguard themselves due to ill health the information will be shared to family members.
Information is only shared when it is imperative, for example if a service user is abused or neglected the incident will be reported and information will be shared with the safeguarding team within the local authority for investigation purposes.
I am very vigilant as to whom I share the information to, I analyse the issue firstly before I release or share information, for example if the local authority send me a service users care plan it is locked with a password which only I have access to. I adhere to the policies and procedure at all times being mindful who I am divulging information to.
Within my job role I maintain confidentiality as it’s a legal requirement, staff personal information is kept in a locked filing cabinet which is with myself at all times. It is my responsibility that the filing cabinets are locked at all times when not in use under no circumstances are the keys left unattended or left with other staff members. As this information is confidential and other staff do not require access to this. If this was breeched it could lead to a fine from the CQC and potentially registration discontinued.
I communicate with other professionals such as Social Workers, GPs and Consultants by the method of telephone conversations which I find more appropriate as no electronic information needs to be shared unless under certain circumstances where it is shared on a need to know basis. For example if I am discussing information to a social worker in regards to a service user, I am ensure my office door is closed as I could be given service users personal details such as names, addresses and date of birth this could potentially breech confidentiality if the door was opened and if a person was outside over hearing my conversation. I ensure when I am recording information this task is carried out in private and when I am alone and records are locked away securely.
1.2 Analyse potential barriers to professional development
Within my own job role the current constrains which I find a potential barrier to personal development is the lack of time this is due to running the Day Care Centre and currently in the process of setting up the Domiciliary Care Company. Another factor is the lack of funds available for the Domically Care Company to grow for adequate staff training, recruitment, advertising securing adequate funding should be in place to allow the organisation to grow whilst maintaining professionalism. This will allow me to be able to keep up-to-date and ongoing with new training.
Another issue could be staff resilience to training especially staff who have worked in the care sector for some time now and have developed bad habits, retraining these staff could be a potential barrier to development.
Another factor is that some staff are just unwilling to engage in staff training they do not see the benefit of this and are to over confident or some staff maybe possess confidence issues and have been out of education for a long time maybe feel that they are not capable of achieving. Staff from the BMEA community may struggle due to language barriers so an additional course such as ESOL would be mandatory for them.
Staff who have children struggle with childcare issues. The most significant issue for myself as a new Domiciliary Care Company is the issue arising when staff leave after straight after completing their professional development, this is damaging as I will have investing time, money and effort to train these staff member and they leave to go another company, wasted investment.
Religious beliefs- within the line of work I do and the community I work with, I find that some people within the community do not want to work during Ramadan. Ramadan is a religious month for Muslims where all Muslims if health permitting are required to fast. This could potentially become a barrier for professional development as I have to postpone all training for one calendar month.
Insufficient regular supervisions, supervisions with staff must be consistent on a monthly basis, to speak privately with staff members, having regular one to ones and meeting with staff members is imperative. Staff should be able to approach management and speak openly and request any form of training which is necessary for them to complete their job role appropriately.
There are different types of barriers to professional development, some are organisational barriers but some are personal barriers, although these cannot be totally eliminated but the risk could be reduced.
1.2 Analysing the potential effects of barriers to equality and inclusion in own area of responsibility
In my area of specialism I have encountered many barriers to diversity and inclusion, the most significate ones are religious beliefs, upbringing, culture and generally their childhood upbringing.
These four issues are mostly a problematic issue in the BMEAR community as people form their own groups live in certain places, surround themselves with certain people, so that they do not engage with other communities and develop an open mind or have any consideration or tolerance to the wider community.
Within my service I have people who from time to time can be prejudiced towards service users from different religions and beliefs. Majority of the service users are Pakistani Muslims. Some service users have acquired preconceived ideas or opinion that is not based on actual facts or even getting to know a person they have created barriers and the most important factor is a lack of education, to acknowledge equality for rights for all.
I have from time to time been present during home visits with social workers, the issue I addressed was culture when they are looking at a care worker to preform care duties they must be cultural sensitive to the service user’s personal beliefs, consideration of spiritual, relational or dietary requirements that do not conform to traditional expectations. Within the geographical area Thumhara Centre operates in and the niche markets, majority of the service users are Muslim and the fact that the service user will only eat halal food.
Other significant barriers could be structural, institutional and personal.
Structural is where circumstances cause the barrier, for example a Muslim service users requires a carer as she suffers from multiple Sclerosis and is wheelchair bound. In order for the social worker for fulfil the service users requirements they must meet her cultural needs.
Institutional relates to the policies, practices and the process of the custom of an organisation or the culture adopted by the service that excludes certain people or groups. For example I have a certain age criteria for service users to access the service for the Day Care Centre, this automatically excludes young people.
I also have a health check record which excludes people who do not suffer from ill health, vulnerability or isolated. By the means of adopting certain criteria’s and having the correct policies and procedures in place, I am able to offer a service to the vulnerable, lonely, isolated elderly people in the community without discriminating against the general public.
Finally personal values where service users hold individual prejudices that influences other members of the service, or staff have personal or individual prejudices against other staff members which influences their practice. These behaviours can be conscious or in other cases be unconscious.
In these cases vulnerable and disadvantaged individual such as service users or staff members need more support to eliminate such issues within the organisation.
Within our organisation basis ground rules are put in place to reduce any barriers to equality and inclusion. If these issues do arise again ground rules are reinforced to eliminate the issues.
If barriers to equality and inclusion arise within staff they are identified immediately and staff have a thorough understanding of individuals, groups and children. Barriers are then eliminated or minimized, the settings are adjusted, one to one support is offered, and all equipment to achieve this is supplied.
The organisation has robust policies in place is ensure we minimise these potential barriers we also endorse that management has a sound knowledge of diversity, equality and anti-discrimination issues. Families and staff working together support the development and implementation of a diversity and equality approach. We assess and arise the level of awareness with the team about diversity and equality issues and practice.
Barriers to Equality and Inclusion are often found within the wider community and organisations which I work with, when I first set up Thumhara Centre, I came across a lot of social workers who were unaware of the cultural differences that the service users were experiencing for example halal foods to fit dietary requirement’s or language barriers. After a lot of issues were addressed, eventually I was invited into Ideal House to speak to all the workers in this area to educate them and also make them aware of the sensitivity surrounding care workers.
1.3 Analyse the impact of legislation and policy initiates on the promotion of equality, diversity and inclusion in own area of responsibility.
The local authorities have a duty of care to support elderly, isolated, disabled if eligible with care services so that they can live comfortably inside their homes for as long as possible, they must also be supported with highly experienced care staff. Local Authorities have a duty to ensure that all people have equal access to all the services irrespective of their back ground age, gender, sexuality, race, culture, gender, additional needs or gender.
Within an organisation the culture of the staff shape the settings, staff within the organisation should be made aware of what is expected of them, there are many methods to achieve this.
In our organisation our objectives which are:
The relief of sickness and the preservation of health amongst people residing permanently or temporary with the Tees Valley.
To advance the education of the public in all areas relating to mental health.
Alongside this we also have a set of rules for the Directors in the governor’s documents which is adopted by all directors which sets a good role model for all staff.
We also have policies in place such as equal opportunity, employee handbook and service user handbook. We hold staff meetings so that staff can address any issues or management can relay information to staff all together.
Within our organisation settings I instil Equality, Diversity and legislation through all of the methods mentioned following the guidelines of the current and most current U.K legislation code of practice.
The U.K government has guild lines in the forms of policies and made it law so that organisations can implement them into their place of work and abide by them. The recent legislation which promotes equality and diversity and valuing diversity is present in the Disability Discrimination Act 1995, Race Relation Act 1976, Sex Discrimination Act 1986, Children Act 2004-2006, United Nation Convention on the Rights of a Child (UNCRC), Equality Act 2010.
I will focus on the Acts that directly apply to the service we provide.
The Equality Act 2010 is a thorough guideline set by law, this policy is designed to protect prejudicial discrimination and prohibition and immoral treatment and restores equal opportunities in the work place and the wider community. The Act is replaced by any preceding anti- discrimination law with this single act this was to simplify processes and replace by one simple method. This was been simplified for everyone to understand and has a clear set of rules.
The Equality Act 2010 is defined by nine characteristics which cannot be treated unfairly this does not mean anyone else can be treated unfairly. Every person has one or more of the protected characteristics, furthermore this act protects people from unfair treatment. The characteristics are as follow: age, disability, gender reassignment, marriage and civil partnership, race, religion or belief, sex and sexual orientation.
The Act sets out rules as to how it is unlawful to treat someone, for example direct and indirect discrimination or failing to make reasonable adjustments for someone who is disabled, harassment and victimisation.
Thumhara Centre has the relevant policies and procedures in place, as an organisation we promote equality and endorse individual’s equality of opportunities, individual’s independences, promote empowerment, individual’s right for choice, respect, dignity, equality of care, confidentiality and service users wishes and needs.
Complaints procedures are ready available in different formats to meet all service user’s needs. Regular meetings are undertaken by service users to address any issues and feedback so I can improve the service as and when required.
3.1 Analyse how systems and processes can promote equality and inclusion or reinforce discrimination and exclusion.
Thumhara Centre have policies in place that promote equality and inclusion this sets out clear structure and is communicated to all staff and service users, and encourages an atmosphere of mutual respect.
At all times it is imperative that there are written policies available, these policies must be appropriate to mirror the rights and responsibilities for service users who are living within their homes. Furthermore risk assessments need to be carried out, and a plan of action installed to prevent any accident in the future.
The policies are designed to incorporate legislations into the work place, statutory frame of work and code of practice.
The organisation has adopted these policies and systems to ensure that any act of discrimination and exclusion are dealt with in the accurate method appropriate to Thumhara Centre’s practices ensuring all entities are treated with a fair and equal manner.
Thumhara Centre promotes equality, diversity and inclusion and all staff members are fully aware of this and must abide by this structure. There are also systems in place to effectively monitor, review and reporting on progression of equality, diversity and inclusion. Thumhara centre has the advantage of running a Day Care Centre and most of the service users attend this. I am able to get feedback on a weekly basis alternatively the other method adopted is feedback forms which are time consuming as not all service users can understand or read them, so one to ones are an appropriate fit to the organisation.
I am fully aware of institutional discrimination, this can be carried out by staff members who have already worked with other organisations and possess the attitude that “we have always done it this way” or bring bad traditions from their previous jobs. I am mindful that this can disadvantage certain groups and leave the organisation open to unintentional discrimination. To eliminate this issue I have developed a plan to recruit apprentice, this way I am able to train them from the start and stamp out any bad habits they may already have adopted. All public authorities have a duty of care to look at their policies and procedures on a regular basis to eliminate any potential discrimination.
1.2 Analyse how policies, procedures and practices in own settings meet health, safety and risk management requirements.
Thumhara Centre recognises its Health and Safety duties under the Health and Safety Act 1974 and executes protective legislation as an organisation.
The organisation has appointed myself as the registered manager as the individual with the responsibility to implement the Health and Safety Policy at the Thumhara Centre.
The role I have acquired requires me to liaise with any Health and Safety independent consultant and Health and Safety Executive where necessary, this will enable me to keep the organisation updated on any new legislations for example Quality Care Systems this systems emails me any new legislations on a monthly basis in order to ensure continued compliance.
In respect of my duties under the reporting of injuries, Diseases and Dangerous Occurrences Regulations 1985 ( RIDDOR) the responsible person has to report certain serious work place accidents, occupational diseases and specific dangerous occurrences. This includes any trainee in addition to my statutory duty I am required to keep an accident log book, this is so any such events can be recorded and readily available for the CQC to inspect.
The Thumhara Centre endeavours to comply with its duties under section 2 of the Health and Safety Act to safe guard employees also as it is imperative to practice Safety at work.
It is vitally important that I provide and maintain a safe place at work for all employees, a safe system at work where all staff can easily access and understand, all undated policies will be remotely send to all staff for them to read in their own leisure this will enable the organisation a safe and healthy working environment.
I have made information easily available to all the employees’ devices to ensure that health and safety at work for all staff is implemented. This is also complying with Health and Safety Information for Employees Regulation (1989) this enables me to promote an awareness of this policy throughout the organisation.
In accordance with this I will ensure safety and absence of any health risks in relations with use, handling, storage and transport of article of substances. I will provide staff training where necessary and ensure safety and minimise health risks in connection with moving, lifting and handling of service users for example two members of staff would be allocated for such tasks.
1.3 Analyse how partnership working delivers better outcome
As an organisation I feel it is imperative and that the Thumhara Centre has mutual beneficial partnership, Thumhara Centre works more effectively within a partnership which is built on trust, sharing of knowledge and integration.
The organisation has a lot of benefits being within a partnership, firstly this assists with more integrated services for service users, for example sign posting to the relevant agency. The organisation would have grown very slowly if we did not have a partnership in place with the local authority.
Health services and local authorities heavily relay on community groups to access hard to reach group, which would not be located due to cultural and language barriers. Thumhara Centre relies on partnerships with the local authority to access referrals and to make the community aware of the services we provide. This partnership would not exist if there nothing in it for both parties.
There is increasing pressure for Social and Health Care organisations to work together with partnerships this is to be able to access all resources available and to improve services and outcome for the service users.
A good professional working relationship is required between partnerships this could be established by focusing and working towards the same goals an understanding of what outcomes need to be delivered are critical for a partnership to succeed. This in return will enable a well-structured approach to the service delivered to the community and resources are not wasted on duplicating services.
To provide a good person centred care it is vital that communication is transparent from top to bottom. Thumahara Centre has established secure working relationships over the years with key organisations such as social workers, occupation therapies, G.Ps, practice managers, CCGs, nurses, Physiotherapists, psychologists, Dementia Friends, McMillian Cancer and many more, any barriers to understanding are minimised to ensure good understanding so that an outstanding service can be delivered to the community. I feel that the process of communication is the ongoing key this should be the ongoing activity which should be used to inform changes to process, policies and procedures.
As the manager I am required to collaborative with other services on a daily basis, this is to ensure effective outcomes for the service users and the wider community. I possess a very good understand of the part my organisation plays within the whole process of care. This has made me more vigilant to spot opportunities for my service to develop and improve, to take a service users perspective and to manage it more effectively.
4.1 Analyse the importance of working in partnership with others
To guarantee that the service users obtain a person centred approach it is essential that I work in partnership with all the external organisations involved with the service users care, to ensure the individual has the best possible care support and care possible. For example most of my service users have language barriers and are unable to understand what service is available and how to access it.
It is imperative to take into consideration improvements, such as how we can promote and empower and gain participation of the individual before we discuss inter-agency co-operations and participations.
It is irrelevant if we have a good working partnership with external organisations, if the service users are not benefitting from this, such as their views and opinions are not being taken into consideration the probabilities of a good conclusion will be significantly reduced.
For the partnership to succeed it is imperative to have good communication skills, as a manager I thrive to possess good communication skills these skills are imperative so others may be involved such as carers, families, advocacy services and relatives. For example a good working in partnership with families would benefit our service as they could give valuable information to support our work.
1.5 Analyse how different management styles may influence outcome of team performances
In my experience as a manager I perform many different roles which have many different functions. Managers are responsible for conducting a variety of complex situation’s and these situations are all diverse.
When it comes to dealing with a situation, managers use their own management styles for example:
The Directive style (Coercive) which has the primary objective of immediate compliance from employees.
The Authoritative ( Visionary ) style which has the primary objective of providing long term direction and vision for employee.
The Affiliative Management style this management style is aimed at creating a harmonious relationship in the work place, particularly between the manager and the employees, and also between the employees.
The Participative style mare then just promoting harmony amongst employees, the participative style aims to establish consensus and building commitment among employees.
The Pacesetting Management style, organisations have goals and objectives that they are working to achieve, with the pacesetting management style, the manager aims to accomplish these tasks to a high standard of excellence.
The Coaching Management style this style aims to contribute to the long-term professional development of the employees, this style involves a lot of coaching and mentoring.
When it comes to handling situations, managers use their own management styles. Some management styles may be best for the situation and some may not. Therefore, awareness on different management styles is imperative and will assist managers in complex situations the optimal way.
Awareness of different management styles assist managers solving different problems and also when dealing with different employee personalities. Therefore a manager should possess such attributes for example: A dynamic person, who has insight into many types of management styles such as Autocratic – in this management style, the manager becomes the sole decision maker.
The manager does not care about the other staff and their decision making. Therefore, the decision does not reflect the team’s collective opinion. Personally I don’t feel this type of management approach would excel or achieve the best setting in the Thumhara Centre or any social care setting, as staff work shifts and are on a rota timetable, they spend most time with people who they care for, Therefor the opinion of the staff and their views are imperative to build a stable strong work force.
However I can see in some cases where an Autocratic style is necessary for making decisions on poor staffing and placement suitability. Democratic – in this style, this where the manager is open to others opinions and welcomes their contributions into the decision making process. Therefore the decision in made with the majority in agreement. The decision made reflect the team opinion.
For this management style to work successfully, strong communication is required between the mangers and the rest of the team. This type of manger is most successful when decision making in complex situations and where a range of expert advice and opinion is required. I feel this style of managements empowers staff and makes them feel included in the decision making of the running of the organisation thus giving great consideration to their views and opinions.
Paternalistic – this approach is of the domineering style of management, the decisions made are usually for the best interest of the organisation as well as the employees. When the management makes the decision, it is explained to the employees and obtains their support as well. In the management style, work-life balance is emphasized and it eventually maintains a high morale within the organisation. In the long run, this guarantees the loyalty of the employees. One disadvantage of this style is that the employees may become dependent on the managers. This will limit the creativity of the organisation.
However, I have been managed by a manager who adopted this style and I feel myself and the rest of the team were loyal to him. He would always emphasise the importance of our health and wellbeing before work and it was evident that through this approach to managing, staff would feel at ease being absent due to sickness but this would not be a regular occurrence as loyalty towards the manager was strong.
1.6 Analyse methods of developing and maintaining:
Trust develops from consistent actions that show colleagues you are reliable, co-operative and committed to team success. A sense of confidence in the workplace better allows employees to work together for a common goal.
Whilst remaining honest with employees about both positive and negative aspects of the organisation builds trust. The management team are also expected to maintain the same level of honesty with the employees.
This sense of integrity makes employees and colleagues more trusting of your actions. Involve all staff in achieving company goals so all staff feel they are a values them are more likely to instil trust in those leaders. Create a team environment through collaborative work. Emphasize group achievements to show you are aware and proud of your employees. Encourage staff at all levels to share their ideas for improving the company and listen with an open mind even if you don’t ultimately choose to follow a suggestion made by an employee.
Accountability – manages who are involve employees in setting goals and expectations find that employees understand expectations better, are more confident that they can achieve those expectations, and perform higher level. Positive results also occur when employees don’t associate accountability only with negative consequences.
If employee do not fear failure, if managers recognise employees for their accomplishments, and if managers support their employees when goals become difficult, employees are more likely to be more creative, innovative, and committed to their own work.
Managers can practice accountability for positive results by following good performance principles such as: involving staff and setting clear goals, challenging yet attainable goals and objectives and giving them the authority to accomplish their own goals, support staff in all aspects of their goals, and provide feedback that includes support staff in all aspects of the job, monitor progress towards goals, and provide feedback that includes credible, useful performance measures, provide the training and resource that staff need to do the work, and give praise to good performance, both formally and informally.
4.2 Analyse how the skills, interests, knowledge and expertise within the team can meet agreed objectives.
Team member should have a mix of skills and interest that are identified during the interview process, and these skills and knowledge were found to be satisfactory and met the requirement and standards needed to be able to deliver quality requirements and standards needed to be able to deliver quality services that meet the overall vision and agreed objectives of the organisation.
The suitability of the team members would also be further confirmed during the period of probation where they would be given the opportunity to prove their skills, knowledge, interest and ability to meet the required criteria within the probation period, after which they would be confirmed.
The teams agreed objectives will be derived from the organisation’s objectives: therefore, team members will be in a position to work to achieve them. They will be supported during their supervisions to fully understand and how to work towards the agreed objectives.
Team members will be fully involved in the initial planning and formulation of the team objectives, as well as the execution, monitoring and reviewing of the objectives when necessary. Feedback from service users and other professionals will be used to determine the level of success in the meeting team objectives as well as other monitoring indicators.
This will inform the kind and content of the staff development programme to be put in place to ensure the team members are well equipped to deliver services to meet the agreed objectives and outcomes.
Analyse the principles, scope and purpose of professional supervision
The principle of professional supervision is to provide an opportunity for supervisee and supervisor to discuss in a planned, safe environment any concerns about the roles and responsibilities. Effective supervision should make sure the supervisor and supervisee are both clear on what it expected and possible from P As role communication is essential.
The supervisee is free to express themselves confidentially and make any suggestions to improve service or any concerns they may have. The supervisor should listen and offer support where needed, supervisors must ensure the correct standards of practice are being met. The supervisee can reflect on own practice in an open and honest way acknowledging their achievements and strengths.
Previous supervision notes will be checked and compared to see if supervisee has been enabled to achieve their goals. Supervisors and supervisee will agree an ongoing plan for development of supervisees’ knowledge and skills. They will come to a negotiated agreement that clarifies purpose, process and expectations of both parties. They will ensure the service user remain at the centre of their package and that the service user continues to be empowered to live a healthy safe life.
The purpose of supervision is to improve practice and service delivered, check PA understands their role and responsibility, to ensure the PA is complying with and understandings the importance of the current up to date objectives and ensure good quality service is maintained for employer, contributes to creating a best practice climate, professional development, reduce work stress and ensure PA has the correct resources, knowledge and understanding to fulfil their role. Ensure employer’s needs are met.
This is the way in which professional supervision can be achieved. Supervision can be delivered one to one with PA and supervisor, it can also be carried out in team meetings, appraisals, mentoring and induction and during handovers.
2.2 Analyse how professional supervision supports performance
The end purpose of supervision is to improve quality of work so that staff meet the outcomes that people who use Thumhara Services want to achieve. Personalisation of social services means that staff will need support to respond to new ways of working, develop new skills and adapt to different procedures. There are three aspects to supervision.
Line management – how the organisation manages resources, delegation and workload, assesses performance in the job and ensures duty of care.
Professional supervision – or case supervision as it is sometimes called to enable and encourage good practice, reviewing and reflecting on what’s happening and supporting the individual to manage their own feelings and learning.
Continuing professional development – to ensure relevant knowledge and skills, to develop new skills and assist career progression.
Giving and receiving constructive feedback is central to effective supervision, especially when it is based on real observation and feedback from people who use services. Such feedback recognises the individual member of staff and in turn motivates them to continue to develop.
It also identifies problems at an early stage, such as high workload or resource issues, as well as gaps in knowledge or practice. For the manager or supervisor, supervision provides information about day to day issues, the progress of individual people using services, and is an opportunity to hear new ideas and understand the kinds of issues that matter most to staff and the people who use those services.
Effective support and supervision effective professional supervision is a key component in staff management which helps support performance as it can give the following.
•Greater individual motivation
•Understanding how work links into overall objectives
•Core effective time management
•Ability to plan workload
•Core effective coordination of work
•Better two way communication
Reduction in conflict and misunderstanding
•Learning on the job
•Reduction in stress levels
2.3 Analyse how performance indicator can be used to measure practice
Performance indicator (PI’S) refers to the means by which an objective can be judged to have been achieved or not achieved. Indicators are there for tied to goals and objectives and serve simply as ‘yardsticks’ by which to measure the degree of success in goal achievement.
Performance indicators are quantitative tools and are usually expressed as a rate, ratio or percentage. A particular characteristic or dimension used to measure intended changes defined by an organisational unit’s results ?framework. Performance indicators are used to observe progress and to measure actual results compared to expected results.
They serve to answer “how” or “whether” a unit is progressing towards its objectives, rather than “why” or “why not” such progress is being made. Performance indicators are usually expressed in quantifiable terms, and should be objective and measurable, for example numeric values, percentages, scores, and indices. Why we measure performance, the reason why we measure performance in organisations is often reduced to simple homilies, such as you cannot manage anything unless you measure it’ or what gets measured gets done’. The three main reasons for measuring performance are to:
•To learn and improve
•To report externally and demonstrate compliance
• To control and monitor people
Of these three the first is the most important, the second is something organisations just have to do and the third one can cause major problems.
Measuring to learn and improve performance
Measuring ?or learning and improvement is the most natural form of using PIs and something we do every day in our daily lives. The aim is to equip our employees with the information they need to make better informed decisions that lead to improvements.
In this context, PIs are used internally as the evidence to inform management decisions, to challenge strategic assumptions and for continuous learning and improvement.
Measuring to report externally and demonstrate compliance
This is another reason for collecting PIs is to inform external stakeholders and to comply with external reporting regulations and information requests. Then measuring for internal reporting and compliance purposes, any reports and associated indicators either have to be produced on a compulsory basis such as annual financial statements, accounts, or performance reports for regulators or can be on a voluntary basis such as environmental impact reports, For example, measuring to control and monitor peoples
PIs can also be used in a top-down command-and-control fashion to guide and control people’s behaviours and actions. Here, measures are used to set goals or rules, to objectively access the achievement of these goals, and to provide feedback on any unwanted variance between achievements and goals. Here, the aim of measurement is to eliminate variance and improve conformity. In this context measures are often tightly linked to reward and recognition structures.
Research has shown that this approach, if not implemented well, can be dangerous and often leads to a culture in which people focus on delivering the measures but not the performance i.e. hitting the target but missing the point.
Analyse the effects of legislation and policy on outcome based practice
There exist a number of legislations or policies that have its effect on the way health and social care services are practiced. Government legislations applicable to outcome based practices will give the liberty they need to respond to the desires or priorities of individuals. Furthermore, it encourages more social and health care providers to adopt outcome based approach while providing such services to individuals. These policies are practiced to further ensure that all service users, as well as care providers, are treated equally.
Thus, the legislations along with promoting fair opportunities to individuals ensures that such practices must be adhered to.
Government legislation (The Health and Social Care Act 2008 ) is to ensure that outcome based practice is adhered to. For example the care and protection of vulnerable adults, safeguarding, respect and dignity. These outcomes are also covered in company policies, procedures and regulation which is governed and enforced by the Care Quality Commission.
The purpose of these is to ensure all service users and their families and staff regardless of age, creed, colour and sexuality are treated as equals. To promote equal opportunities and empower all to take an active role and responsibility in their own lives and setting measurable goals to make a positive change.
Thumhara Centre has the appropriate systems in place to enable the organisation to keep up to date with regulation changes, for example if there is a change in the government legislation theses are send to the myself electronically, this is then shared with all staff. Furthermore the system also enables me to check if the staff members have taken the time to read the policies or if the folder has been opened.
This manner is crucial for the organisation as I can establish that the staff have read and understood the legislations and they are then able to implement these within their working field.
Analyse the importance of effective working relationships with carers, families others for the achievement of positive outcome
Thumhara Centre have recently been looking at care practices and whilst the support workers are very caring and have had the basic training, for example Care Certificate courses which are mandatory. I have been talking to my trustees and mentor about some more in depth training for the carers.
The training delivered should cover supporting carers to understand how outcome based practice can empower individuals to make positive choices over how they live their lives and the care and support they receive. This will give the carers more knowledge and aid them to understand how this can empower clients and family members in return improving their wellbeing.
All carers are reminded that a care plan is a living document it does not have to wait until a formal review before a change can be made. I have encouraged carers to document conversations they may have with an individual and I have put in place documentation for discussions with family and friends.
As a manager have an important role to ensure that resources in my service are used effectively to promote good health and healthy choices. It is important for every individual to maintain good health particularly as service users are elderly and vulnerable the onset of long term health conditions makes some of the greatest demands on health resources.
I use resources in my service to ensure individuals have a healthy lifestyle by abiding to individuals personal dietary requirements for example, I have an individual who is diabetic type 2 we have this information in their care plan and follow a diet menu to ensure individual health needs are meet by not having too much sugary food but being provided with an adequate diet as most of our individuals in our care are unable to control this themselves so we have to do this for them. Also carers have had training in diabetes management.
If the client’s diabetes seems to plummet then we could contact their GP and ask for further guidance as they may require to be placed on medication to control their diabetes as well as having a balanced diet or they may need current medication being used to be reviewed to be either increased or decreased. At times we may even ask for specialist advice from a diabetes specialist nurse.
In the course of our working life we interact with many people and it should come as no surprise that the quality of these interactions can have a profound effect not only on our own health wellbeing and our employment of work but also on those with whom we interact with. For the client we have the responsibility of ensuring that we are working towards their best interest with positive outcomes. According to the General Social Care Council’s code of conduct our responsibilities are as follows:
Protect their rights and promote their interest
Establish and maintain their trust and confidence
Promote their independence and protect them as far as possible from danger or harm Uphold public trust and confidence
Be accountable for the quality of your work and take responsibility for maintaining and improving your skills and knowledge
While we undertake the above responsibilities we have to make sure that we maintain a good working relationship with the clients and colleagues from GPs, social workers, specialists. Within Thumhara Centre there is no hierarchy between the carers. As even though they are all are Care Certificate holders with them are all equal. It works well with everyone having an opportunity to lead the team.
Analyse the difference between the concept of safeguarding and the concept of protection in relation to vulnerable adults
In the Children’s Act 1989, Safeguarding was defined, this was applied mostly to children and young people under the age of eighteen. Recently fundamental aspects of the legislation have been expanded to include comparable standards of protection to ‘vulnerable adults.
‘vulnerable adults is defined as a person aged eighteen or over, who has either a dependency upon others in the performance of, or require assistance in the performance of basic function’
In March 2000 the ‘No Secrets’ Department of Health Guidance was issues under section 7 of the Local Authority Social Act 1970. This placed a enormous obligation on Social Services to perform a vital role in further evolving local policies and procedures for the protection of vulnerable adults from abuse.
Vulnerable adults can be defined by the following groups:
A server impairment in the ability to communicate with others
A reduced ability to protect themselves from assault
A reduced ability to protect themselves from abuse
A reduced ability to protect themselves from neglect
This can be a result of learning or physical disability, or physical or mental illness, chronic or otherwise (including an addiction to drugs or alcohol) or a reduction in physical or mental illness
This emphasises that other statuary agencies should collaborate together ‘work together in partnership’ to ensure that appropriate policies, procedures and practices are in place and implemented locally.
The Association of Directors of Adult Social Services published “Safeguarding Adults” in 2005 this is a national framework of standards for good practice. This framework identifies eleven standards of good practice standards. If these are implemented into an organisation it will lead to the development of consistent high quality adult protection work.
Adult Social Services recognises significant changes with adult protection work, this encouraged them to move the agenda from ‘vulnerable adults’ and ‘Adult Protection’ to the new term ‘Safeguarding Adults’ placing more of an emphasis on early intervention and prevention of abuse.
This means that all work which enables an adult who is eligible for community care services, to retain independency, wellbeing and choice to access their human rights to live a life that is free from abuse and neglect.
Thumhara centre’s specialise in vulnerable adults social care we implement the ‘Safeguarding Adults’ policy to safeguard our service users and all staff, this enable the organisation to create a safe environment for everyone to fully benefit from the services we provide.
1.3Analyse the effect of legislation and policy on person-centred practice
Within the care sector Person centred Practice is a vital important aspect, it ensures that all service users are fully aware and have the right to equally be involved when planning, developing and assessing their care needs. Thumhara Centre encourages the service users to have more choice and control because they are influencing their own care plan to suit their individual needs. For example I have given a service users the choice to pick her own care workers as she suffered a lot of problems with other care companies who were unable to meet her cultural needs. The two care workers fully understand the service users’ needs and attain to her every need, whilst abiding with all the regulations.
This means we put the service users and their families at the forefront of our organisation, this is the key part of helping supporting and promoting independence and is effective as soon as Thumhara Centre takes over a new care package.
I will attend the service users home and agree the hours and the days with the social worker, I will not take on 15 minutes calls and I advise the social workers and the service users that care cannot be delivered safely in 15 minutes and it also effects the quality of the care delivered to the service users, unless it was just a call to check if the service user was well.
Whilst completing the care package I would be present, the service user, close family members and the social worker. The social worker will ask the service users or family member question, this ensures that when Thumhara Centre receives a start date we are able to meet all the service users’ requirements effectively and share this information with the carer assigned.
I am fully aware that being transparent with the service user, for example involving them fully to have a shared decision in regards to their care planning is paramount. I personally like to build a trusting relationship with all my service users, by visiting them at home or in hospitals this is a way of caring for a person as an individual and putting them and their family members at the heart of the organisation.
1.2 Analyse how regulatory requirements, codes of practice and relevant guidance for managing concerns and complains affect service provision within own area of work
Amended Regulation 2009, The Local Authority, Social Services and National Service Complaints (England) came into effect in April 2009. This Regulation formed a single method in dealing with grievances structures about social care services and health services.
Prior to this there were two dispersed complains systems, one for social care and the other for health care. This helped organisations covenant with grievances more efficiently and aided services were effective, personal, and safe.
The new complaints methodology is planned around three main ethics:
Deal with grievances more effectively, use the information received to learn and progress.
Listening, Responding and improving, this assisted organisations to take a more vigorous method in capturing the people views.
The General Social Care Council (GSCC) code of practice requires social acre workers in England to protect the rights and promote the interests of users and carers, uphold public trust and social care services and be accountable for the quality of their work and for improving their skills.
www.socialcarewoker.co.uk Code of Conduct
The GSCC code of practice encloses agreed codes of practice for social care workers and managers of social care workers defining the principles of conduct and practices within which they must work.
A social care worker must encourage the independence of service users while protecting them as far as possible from danger or maltreatment.
Code 3.7 states that as a social worker you must assisting service users and carers to make complaints, taking grievances extremely seriously and responding to them or passing them to the suitable person.
The Government Ombudsman have also issued guidelines regarding good complaints handling and this is summarised as follows:
Getting it right
Being customer focused
Acting fairly and proportionately
Putting things right
Being open and accountableThe Regulatory requirements from the Care Quality Commission (CQC) provide detailed outcomes and prompts for each regulation and indicates what we should be doing as an organisation to meet the requirements of the regulations set by the CQC.
Regulation 26 of the Health and Social Care act 2008 (regulated activities) Regulation 2010 entails that you be able to determine that you have taken into reason all of the outcomes and prompts when judging your compliance with the regulations in your day to day activities
The CQC must ensure that all services are meeting the crucial standards of quality and safety before they can register any organisation.
The following outcomes are regulatory requirements which affect the services provision within Thumhara Centres area of work in respect of complaints.
People who use the service are given the information about, how to raise a concern or complaint about the service
Respecting and involving service users who use the service
Having effective means to monitor and review incidents, concerns and complaints that have potential to become abuse or safeguarding concerns
Safeguarding service users from abuse
Requirements relating to employees
Thumhara centre manager or managers acting on behalf of the organisation on a weekly interval to monitor their satisfaction with the care provided by the new worker and any complaints that may arise.
Assessing and monitoring the quality of service provision. The registered manager (I) must have regards to The complaint and comments made, and views including the description of their experience of care and treatment this should be expressed by the service user and those acting on their behalf.