1. Developing a Culture for Care Jeanette Cookson – Locality Manager

2. What is Culture? “Metaphorically culture is like the air we breath – all around us, vital and yet difficult to discern and change” Lumby and Foskett 1999 “Whilst we cannot ‘see’ our workplace culture and may be largely unaware of it, we can always see its impact”. Culture for Care Toolkit – Feb 2015

3. What is Culture? Culture is a set of beliefs, values and behaviours. Both explicit and implicit which underpin an organisation and provide the basis of action and decision making. “ The way we do things around here”

4. Key Messages from national organisations “CQC recognised that the leadership and culture of an organisation, and the support and training of staff, have a significant impact on the quality of care experienced by people who use services. CQC will assess the culture and leadership of services as part of its new approach to inspection. CQC will have a much stronger focus on leadership, governance and culture to help us answer the question of whether or not a service is well led.” The Care Quality Commission (CQC)

5. Culture for Care What does ‘good’ feel like? The question should be…. Culture is what makes people feel ‘good’ about either receiving a service or working in a particular service or team.

6. Person centred co-ordinated care “My care is planned with people who work together to understand me and my carer(s), put me in control, co-ordinate and deliver services to achieve my best outcomes.” Emergencies Information My goals/outcomes Communication Decision making Care planning Transitions Summary 6

7. What does Good Feel Like? Activity: Think about your own service and what good feels like for your service? 1.What is important to your service users/customers? 2.What is important to your staff? 3.What is important to your organisation? You may wish to do this on an individual basis or discuss as a group.

8. Key Messages National Organisations A positive workplace culture is critical to the successful delivery of personalised care and support because: A positive culture is a person-centred culture that puts people with care and support needs at the centre of decision making A positive culture ensures staff have the permission to innovate and the support to deliver the best outcomes for people. A positive culture promotes the risk enablement and flexibility that is at the heart of delivering personalised care A positive culture is a candid and transparent culture that is open to challenge and willing to learn and improve. Think Local Act Personal (TLAP)

9. Why Positive Cultures? Positive workplace cultures are central to an organisation’s success or failure, and are never more important than when the service is providing people with care and support. Positive workplace cultures in care not only address productivity and the health and wellbeing of staff, but also more importantly look to improve outcomes for those who need care and support services.

10. Culture for Care Visit: http://www.skillsforcare.org.uk/Skills/Culture/Culture.aspxhttp://www.skillsforcare.org.uk/Skills/Culture/Culture.aspx The Culture for Care toolkit 6 interactive sections

11. Culture for Care The Culture for Care toolkit Hard copy – 3 sections…. SECTION1: Introduction and Business Case for Culture SECTION 2: Influences – What is workplace Culture? Incl. Poster SECTION 3: How to develop and maintain a positive workplace culture

12. Key Messages National Organisations A positive workplace culture is critical to the successful delivery of personalised care and support because: A positive culture is a person-centred culture that puts people with care and support needs at the centre of decision making A positive culture ensures staff have the permission to innovate and the support to deliver the best outcomes for people. A positive culture promotes the risk enablement and flexibility that is at the heart of delivering personalised care A positive culture is a candid and transparent culture that is open to challenge and willing to learn and improve. Think Local Act Personal (TLAP)

13. Different types of organisational culture demanding competitive driven hierarchy stability process dynamic innovative growth Caring Collaboration loyalty

14. Culture for care: your toolkit Continuous change and development A sense of identity Shared values and assumptions Norms and expectations Lines of communication Complex sub cultures Social Influences Environmental Influences Organisational Influences

15. Culture for care: your toolkit Social Influences Environmental Influences Organisational Influences Culture

16. Culture for care: your toolkit Lines of communication Complex sub cultures Norms and expectations Shared values and assumptions A sense of identity Continuous change and development

17. Culture for care: your toolkit

18. Self Assessment Tool Consider one element of the culture star and rate where you are now. Think about what you need to do to get to the next step. Share an action with the group. Sense of Identity Values and assumptions Norms and expectations Lines of communications Complex sub cultures Continuous change and development Activity Sheet 2 - Where are you now?

19. Next steps Building, maintaining and continually improving your workplace culture: What will you do now.........

20. Culture for care: your toolkit 2014 ‘Well led, positive workplace cultures are also flexible, responsive and resilient’

21. we help to improve social care standards Thank you www.skillsforcare.org.uk Tel: 0113 245 1716