The Social Care Manager’s Handbook A practical guide for Registered Managers and all leaders in social care services
2014 Edition
“We know that good social care can transform people’s lives. High quality leadership is fundamental to the delivery of good care.” Debbie Sorkin, Chief Executive, National Skills Academy for Social Care
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Section
Section Name
Contents
iv
Section
Section Name
Foreword
4
Welcome to this Handbook
Introduction
6
How the Handbook is structured How you should use the Handbook
Section 1: Social Care Values
10
Section 2: Personalised care
14
2.1 2.2 2.2.1 2.2.2 2.2.3 2.3 2.3.1
Explaining personalisation Delivering personalisation Outcome-based working The person in personalisation Mental capacity Considering risks Duty of care
2.4 2.4.1 2.4.2 2.4.3 2.4.4 2.4.5 2.4.6
Embedding personalisation in practice Financial systems Marketing Developing staff Care plans and recording Delivery models Promoting personalisation
Section 3: Quality 3.1 3.2 3.2.1 3.2.2 3.2.3
1
Governance Measuring quality Outcome-based frameworks Standards-based frameworks Other approaches to measuring quality
Contents
28 3.3 Getting feedback 3.4 Improving quality 3.4.1 Assuring quality
Section 4: Information 4.1 4.2 4.2.1 4.2.2 4.2.3 4.2.4
Information governance Communicating information Verbal communication Written communication Accessibility Audiences
40 4.3 4.3.1 4.4 4.4.1
Collecting information Information sources Using information Keeping information confidential 4.4.2 Breaking confidentiality 4.4.3 Sharing information 4.4.4 Disposing of information
Section 5: Resources 5.1 Defining resources 5.1.1 Financial resources 5.1.2 Human resources
56 5.2 5.3
Using resources Managing and maintaining resources
Section 6: Teams and partners 6.1 6.2
Identifying teams and partners Working with teams and partnerships
6.3 6.4 6.5
62 Leading teams Developing and supervising teams Managing teams
Section 7: Buildings 7.1 7.2 7.2.1 7.2.2 7.2.3 7.3
2
Managing buildings Keeping buildings safe Hazardous substances Fire safety Infection control Assessing risk in the workplace
Contents
72 7.4 7.4.1 7.4.2 7.4.3 7.4.4
Security Security against intruders Privacy and unwanted visitors Protection from abuse or harm Security of property
Section 8: Health and wellbeing 8.1
Promoting health and wellbeing 8.1.1 Environment 8.2 Responding to health emergencies
8.3 8.4 8.5 8.6
82 Risk and hazard management Reporting workplace incidents Medicines administration Moving and positioning
Section 9: Safeguarding 9.1
Understanding safeguarding 9.1.1 Recognising safeguarding issues 9.1.2 Risk factors 9.1.3 Embedding safeguarding
94 9.2
Reporting safeguarding concerns 9.3 Safeguarding investigations 9.3.1 Participating in investigations 9.3.2 Recording investigations 9.4 Safeguarding ‘radar’
Section 10: Regulation and inspection 10.1 10.2 10.2.1 10.2.2
The regulatory regime Dealing with inspection Is it safe? Is it effective?
10.2.3 Is it caring? 10.2.4 Is it responsive to people’s needs? 10.2.5 Is it well led?
Section 11: Professional development 11.1 11.2
Workforce development Your own professional development
106
114
11.2.1 Reflecting on your practice 11.2.2 Keeping up to date with research
About the Skills Academy
120
Special Thanks
122
3
Contents
8.5 Medicines administration You will be aware of how thinking is changing in relation to managing medicines, and moving on from the days of drug trolleys and people having medicines handed to them. A study undertaken in 2009-10 Care Homes Use of Medicines (CHUM) found that on any one day seven out of ten residents experienced medication errors, such as:
missed doses medication given to wrong person medication administered incorrectly instructions not followed e.g. empty stomach, after food and so on.
This disturbing finding resulted in the ‘Safety of Medicines in Care Homes’ (2011) project led by the National Care Forum. It produced useful guides and materials for managers, staff and individuals and their families. See Further Information at the end of this section for more details. We now start from the view that people should manage their own medicines as far as possible. Only where a risk assessment indicates that it is not possible should people not have control over their own medication. As part of providing personalised care, it all makes perfect sense and fits with a culture of shared support and working alongside people. According to the Guide for Employers produced by the Safety of Medicines in Care Homes project, effective medicine practice is characterised by: a shared vision of person-centered and safe care, effectively communicated a commitment to multi-disciplinary protocols on safe medication practice a ‘no blame’ approach to problem solving recognition that there are benefits from sensible risk-taking as well as potential harms investment in relationship-building and joint training across professions simple and regular audits of systems to understand how things work clarity of leadership roles and management tasks using and sharing information about what works local leadership networks promoting best practice and learning champions within care homes and networks.
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Section 8
Health and wellbeing