As a registered manager it is imperative that myself and the staff team continually develop and improve our knowledge and skills. This can be achieved by building and maintaining positive working relationships by offering systems to enable staff to feel supported. There are various ways that this is achieved such as: Formal
Within the organisation
Beyond the organisation
Staff are made aware that they can approach me (informally) at any time, if they need to ask for guidance or if they have any issues /problems, or just need general advice or support. They can speak to me face to face or contact me by telephone. Informal support can also be sought when working, particularly during handover, through exchanges between colleagues as well as from seniors. There is also a formal support system available through regular supervision with a regular ‘set’ agenda, but any issues /concerns can be discussed to allow for continual professional development (see below) (refer to supervision policy and a copy of the supervision template). The benefits of having CPD (continual professional development) are that it helps ensure that the service user benefits from a high quality service with knowledgeable and experienced staff. This is achieved by identifying areas of development that are relevant and supportive to all involved. It also helps maintain and increase competence and confidence. It allows the staff team to update and improve knowledge, develop expertise and provides challenges and helps maintain motivation. The GSCC (General Social Care Council), although the Council ended in 2012 there still exists (under the Skills for Care - a Code of Practice) specific requirements. Section 3 states that; as a social care employer you must provide training and development opportunities to enable social care workers to strengthen and develop their skills and knowledge. CPD is a mandatory part of the role and the NMS (National Minimum Standards) Standard 18 states that; children are looked after by staff who are trained and competent to meet their needs. And that staff receive high quality training to enhance their individual skills and to keep them up-to-date with professional and legal developments. Also at Ofsted inspection, one of the issues discussed is the type, amount and frequency of training and I have to produce a matrix to show all developmental needs of staff are being met. Staff are supported to use training through the Local Authority. The YP placed is a ………. child, so this gives us access to their annual training programme. We also use outside agencies such as ‘Just ONE’ who specialise in the fields of education, social care, health & housing. Staff developmental needs are identified through supervision and staff are actively encouraged to use the programme to address their needs. As an RM, I will also suggest certain training if I feel that the staff member may benefit or may need a refresher on a particularly subject. If the need arises I will source specific training; for instance, the YP placed is diagnosed with Autism and is prescribed a controlled drug. Although we do not have to be medically trained, I felt that the staff team (including myself) should be familiar with administration /effects etc. I approached the LAC (Looked After Children) nurse and arranged for a training session. It was delivered (and accredited) as a Medicines Management programme. There is also in house training, working with NVQ CCYP & CWDC standards. Induction training is in line with CWDC standards.
One of the barriers to professional development within our organisation is that at the moment we only have one house up and running and only employ weekend staff who all have full time jobs through the week (some work evenings). Although we have no training budget as such, and most of our training is offered for free through the placing authority, the training on offer is very basic. We do have...
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