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Good Governance: Leadership and Management (Scotland) Policy

Policy Statement

This policy sets out the values, principles and procedures underpinning {{org_field_name}}’s approach to promoting an open, transparent ethos and culture in line with the National Health and Social Care Standards, My Support, My Life, particularly the outcomes associated with 4: I have Confidence in the Organisation Providing My Care and Support.

{{org_field_name}} is also mindful of the measures used to assess a well-led service, which are included in the Care Inspectorates quality frameworks.

1. Vision and values positively inform practice.
2. Quality assurance and improvement is well-led.
3. Leaders collaborate to support people.
4. Staff are well-led.

The result of achieving the standards should be an open, transparent culture that is the hallmark of a well-led person-centred service.

Developing Good Governance

{{org_field_name}} uses as its definition of good governance a commitment to and accountability for continuously improving the quality of its services, including where nursing is provided high standards of clinical oversight, so that it achieves excellence in all aspects of personal, health, and social care.

To achieve this, {{org_field_name}} recognises the importance of positive leadership and management to develop the service in line with person-centred values, people’s human rights and standards of care that reflect these in all respects of its service delivery.

{{org_field_name}} will always treat people receiving care with respect, dignity and compassion by having a well-trained, highly motivated and professionally led staff group aware of its legal, ethical and moral duties working under the leadership of a qualified and committed management team.

{{org_field_name}} requires management team members meet all the regulatory requirements for their respective roles and responsibilities.

This enables {{org_field_name}} to provide the highest quality service possible for all people receiving care in all areas of service delivery.

See also Clinical Governance (Care Homes with Nursing, Scotland) Policy.

Managing Values and Principles

Managers should always support the philosophy of care at the service in the following ways as examples of an overall commitment to person-centred care.

• Staff should present a friendly, warm, relaxed, welcoming and comfortable atmosphere.
• The privacy and dignity of people receiving care is to be respected at all times.
• People receiving care should always be treated with respect.
• Individual people receiving care should always be treated as a “whole person” with unique needs, wants, skills and experiences.
• People receiving care should be able to exercise real choice.
• The service is run for the benefit of people receiving care.
• Interaction with people receiving care should always be at an adult level and never patronising or belittling.
• The views and opinions of people receiving care are all important in the day-to-day running of the service which is best seen as a partnership between the staff and the people receiving care.
• People receiving care should be treated in such a way as to maximise their independence for as long as possible.

The Provider’s Expectations of its Managers

This provider considers that that its directors (where appointed), chief executive (where applicable) senior, middle and front-line managers all play crucial leadership roles in ensuring that the service complies with all standards of “good governance” and that the approach taken by all managers, in particular their leadership styles, is likely to have a great bearing on the performance of staff and quality of care.

Managers should always support the philosophy of care at the service in the following ways.

The service thus expects its managers and management teams to:

1. Be qualified, competent and experienced to run the service and meet its stated purpose, aims and objectives, and meet all registration requirements.
2. Have adequate senior management experience individually and collectively.
3. Ensure they provide positive direction and leadership and communicate the service aims and standards clearly to staff; ensure due diligence in all aspects of their work
4. Have relevant qualifications in health and care for the different posts occupied by the management team, including where relevant suitable nursing qualifications, which individually and collective meet all registration requirements.
5. Use opportunities to maintain and improve their professional knowledge and competences.
6. Be committed to upholding human rights, equal opportunities, equality laws and non-discriminatory policies and practice.
7. Have all the necessary management systems and policies and procedures in place to meet high quality standards in all aspects of the running of the service.
8. Maintain robust staff recruitment policies to ensure adequate staffing of the service in line with regulatory requirements.
9. Know how to assess and address the needs of the users of the service in order to achieve their personal outcomes
10. Always promote and safeguard the wellbeing and interest of the people receiving care.
11. Meet high standards of personal conduct in line with the applicable professional codes of practice, including ensuring confidentiality of information, financial probity, privacy and concern for the safekeeping and wellbeing of people receiving care and staff.
12. Achieve high standards of clinical governance in addressing healthcare needs of people receiving care.
13. Be thoroughly familiar with the barriers (including illnesses and conditions and social barriers) facing people receiving care in achieving their personal outcomes and can develop strategies and policies to help them overcome these.
14. Have a strong sense of individual and collective responsibility offering mutual respect and support.
15. Ensure there are clear lines of accountability so everyone knows to whom to refer and report issues arising from their respective work roles.
16. Meet all professional registration requirements where they apply and ensure that where registered nurses are employed, they carry out their roles and responsibilities to the highest standards of clinical excellence and governance.
17. Lead by example and uphold the highest standards at all times, and being supportive of the staff, who work under their leadership.
18. Encourage innovation, creativity and staff development and learning at all levels.
19. Make full use of external support, advice and guidance and ensure compliance with all statutory requirements
20. Ensure that the management approach creates an open, positive and approachable atmosphere, promoting inclusion and equality, where staff and people receiving care feel that they have a say in how things are done and feel that they contribute to the running of the service.
21. Openly acknowledge any limitations of the service provision, particularly in relation to the number of staff employed, and their competence and skills, and strive to make the improvements needed.

Training

{{org_field_name}} ensures that people appointed to management and leadership roles are suitably qualified and are supported in their continuing professional development.

{{org_field_name}} will also recruit, train and support staff to achieve the standards of My Support, My Life.

All new care staff receive a comprehensive induction training based on the service’s principles and values. They are then expected and supported to continue their professional development in line with the pathways set out by the Scottish Social Services Council.

Each member of staff has a personal development plan in which their training needs are identified and a plan made as to how such needs will be met.

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Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}

Reviewed on: {{last_update_date}}

Next Review Date: {{next_review_date}}

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