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This standard speaks to the importance of continual learning within your management role. Seeking innovative ways of creating change for the betterment of yourself, your service, your staff, your organisation and for the people you support.

The benefits and value of continuous improvement cannot be understated. Accidents, incidents, errors and near misses can all happen without warning, and it’s part of the role of the registered manager to learn from these, developing processes or interventions that help improve practice and reduce the risk of reoccurrence. Even if a service is graded as outstanding there may still be areas of potential improvement. Fostering a culture of acceptance towards innovation and change is key. Change is not something to be feared, but instead embraced when it gives an opportunity to improve.

One of the drivers of change can often be complaints. Complaints can be difficult to hear, but in doing so and being open to criticism, it provides an opportunity to learn and develop. It will be part of your role to develop a culture of acceptance towards complaints, taking the lessons learnt from them to improve your service. Some of the people you support may struggle to communicate when they have an issue hence building an open culture to making complaints or raising issues will also be key in your role as a manager.

Leadership Qualities Framework links:

  • Demonstrating personal qualities - Continuing personal development
  • Working with others - Building and maintaining relationships/ Encouraging contribution
  • Managing services - Managing performance / Managing people
  • Improving services – Ensuring the safety of people who use services/ Critically Evaluating/ Encouraging improvement and innovation/ Facilitating transformation
  • Setting direction – Identifying the contexts for change/ Applying knowledge and evidence/ Evaluating impact

 

10.1 Comments and complaints

  • 10.1.1 Identify the regulatory requirements, codes of practice and relevant guidance for managing concerns and complaints up to and including the role of the Local Government Ombudsman
  • 10.1.2 Describe why individuals might be reluctant to raise concerns or make complaints, and the actions that can be taken to support individuals to overcome these concerns
  • 10.1.3 Explain how attitudes and approaches within your organisation can ensure concerns and complaints are addressed effectively, learnt from, and lead to improvements
  • 10.1.4 Describe your role in supporting others to listen, respond to and learn from concerns and complaints effectively

 


 

10.2 Continuous improvement

  • 10.2.1 Describe how accidents, incidents, errors and near misses are identified, reported, investigated and learnt from within your service to improve practices and reduce re-occurrences
  • 10.2.2 Explain how a culture that supports innovation and change can improve outcomes for individuals
  • 10.2.3 Identify the information and evidence you could draw on to:
    • demonstrate quality service provision
    • identify areas in need of improvement
  • 10.2.4 Describe quality assurance practices and approaches within your organisation and your role within these
  • 10.2.5 Describe how your service’s quality assurances practices can inform your quality improvement plans

 


 

10.3 Creating change

  • 10.3.1 Explain how you could inspire change and innovation within your team

  • 10.3.2 Explain how you can lead the process of change, managing the impact of the change on your staff, service and for the people you support

  • 10.3.3 Explain how to communicate the importance of change with your staff, leading in conversations about how to deliver the change and the impacts it will have

  • 10.3.4 Explain how you could determine how successful changes, innovations or improvements had been

  • 10.3.5 Identify areas where digital technology could improve or enhance outcomes