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Management resources and services

Results 1 - 7 of 7

Self-neglect policy and practice: key research messages

Part of Self-neglect

This briefing highlights key findings from research which looked at learning from policies and practices that have produced positive outcomes in self-neglect work. The original research drew on a survey 53 local authorities and a series of in-depth interviews with 20 managers, 42 practitioners in adult social care and in safeguarding, and 29 people who use services. The findings identify factors that make self-neglect services more effective and organisational arrangements that could best help self-neglect work. Interviews of people who use services, practitioners and managers looked at: causes of self-neglect, accepting help, the experience and impact of self-neglect. Five areas which were most frequently identified as making a positive difference to self-neglect in practice were: the importance of relationships, 'finding' the person, legal literacy, creative interventions and effective multi-agency working. It concludes that the heart of self-neglect practice is a balance of knowing the person; being, in showing personal and professional qualities of respect; and doing, in the sense of balancing hands-on and hands-off approaches. The briefing is intended for people who use services, carers, non-specialist workers and the general public.

Managing practice

This guide provides information and knowledge to support critical thinking and methods so that first line managers can apply, adapt and develop the material to their own particular work environment, current priorities and as an aid to their own continuing professional development.

Parental mental health and families: managing complexity and leading practice

Part of e-Learning courses

This e-learning module aims to help front-line and strategic managers to implement the 'Think Child, think parent, think family' approach. Sections one and two provide front line managers with a range of audit tools to help them gauge the readiness of their staff to implement the ‘Think Family’ guidance. Section three, strategic management, identifies the key drivers needed by strategic managers to target action at a local level , identify the barriers to change and potential solutions.

Managing risk and minimising mistakes in services to children and families

This report focuses specifically on reducing risk in services to children and families by identifying and learning from near misses in children's services. It aims to start a debate about the management of risk at an organisational level and to support the introduction of the Children Act 2004 in England and Wales and the development of Local Safeguarding Children Boards (LSCBs).

Results 1 - 7 of 7

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