Leadership Support and Community Development Programme (LSCD)

The aim of the LSCD programme is to help managers to:

  • Understand the purpose and structure of the Leadership Support and Community Development Programme
  • Understand the meaning of their role and develop strategies for taking forward improvement in line with the research evidence, practice knowledge, local experience and expertise of managers, residents, relatives and staff in care homes
  • Recognise the value of transformational leadership and relationship-centred care (that relationships are crucial to success)
  • Recognise the value of a positive (or appreciative) focus on what currently works well and what can be learnt from this in taking things forward
  • Recognise the importance of creating on-going dialogue with their communities both inside and outside the home
  • Develop new skills and understanding to work in equal partnership with other health and social care professionals and the local community for the benefit of residents, relatives and staff
  • Feel they are being heard and that their expertise is valued
  • Feel supported, not alone and part of a growing movement (MHL) aimed at making a difference by influencing local and national structures, attitudes, behaviours and policies that inhibit their ability to deliver quality care.

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How does it work?

The LSCD programme is made up of a leadership support strand and a community development strand. The Leadership Support strand of the LSCD programme is grounded in a developmental and transformational approach.  Care home managers are supported on a personal and professional journey to lead to cultural development in the care home setting.

The programme begins with four days of preparatory workshops which are then followed by monthly half-day action learning sets (ALS).

During the 4 day workshops give managers a facilitated opportunity to:

  • Acknowledge and appreciate the unique context of care homes and the importance of their work as care home managers
  • Reflect on their own quality of life as managers, as well as the quality of life of all other stakeholders
  • Introduce the evidence base for the My Home Life vision
  • Explore the meaning of Relationship-Centred Care and the associated Senses Framework
  • Develop positive relationships in the workplace
  • Develop self-awareness as the key to successful practice development
  • Facilitate reflective practice in self and others
  • Engage in Caring Conversations (the 7 C’s)
  • Explore emotions (using ‘Emotional Touchpoints’)
  • Share perspectives and learning to be more open to challenge
  • Explore different leadership styles and the importance of relationships in transformational leadership
  • Develop the culture of the workplace through positive engagement with others
  • Discuss some the challenges that can block quality in care homes
  • Use Appreciative Inquiry to influence quality improvement
  • Introduce to the process of Action Learning to support development

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The process of action learning offers a safe place for managers to reflect on, and explore in depth issues and concerns they may have in their leadership role.  Action learning supports people to take a closer look at taken for granted assumptions.  It enables people to reach a new level of thinking and consider new ways of working which will support them to take forward developments.  Overarching issues (or common themes) arising from the Leadership Support strand are fed into the associated Community Development strand with a view to helping the wider health and social care system to work in better partnership with care homes for quality improvement.

The focus of each Action Learning session is to:

  • explore real work issues and problems
  • share practice ideas, experiences and success stories
  • share progress on action plans, acknowledging what worked well and not so well
  • reflect on challenges encountered to find ways forward
  • share feelings
  • explore longer-term culture change
  • actively listen and using open questions
  • articulate learning and action
  • develop facilitative skills e.g. being reflective, listening and questioning

 

What the managers say

“We’ve all got the same kind of problems cropping up, it’s great to know you’re not alone and when we talk through the problems, the solutions become clearer.”

“It’s been really helpful for my personal development as well as beneficial to the home….it’s giving me the confidence to stand up for doing things right, it’s very motivating.”

“My communication with staff has definitely improved, as I quickly understood that I don’t have to do all the talking and I don’t have to have all the answers all the time. This was highlighted during Action Learning when I presented an issue I had and was unsure how to deal with. By asking me questions instead of trying to give me advice, the group made me realise that the issue was not as big as I thought it was and helped me to come to a decision as to how I was going to deal with the problem. I now use this technique when discussing issues with staff, helping them to resolve problems, which can increase their confidence and ability to deal with difficult situations. I have really enjoyed meeting other managers out with the company I work for. This has given me the opportunity to share experiences with others and this will continue after the course is complete”.

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My Home Life Scotland: Our journey

My Home Life Scotland: our journey is a collection of clips from the care home managers who have participated in the My Home Life Leadership support and community development programme.  Hear what they have to say about the programme and the difference it has made to them, their relationships and the care home they manage in their own words.

 

 

Outcomes

Managers have greater confidence in their role, they developed their leadership capacity and created cultures within their homes that were more open; they have actively developed more strategies to seek out the views of others including residents and relatives.

Managers have developed their influencing skills, take forward new and creative approaches to improve the quality of relationships, share learning and try out new ways of working that enhance the experiences of those giving and receiving care.

Managers have developed the quality of their leadership and lead the team to take forward various initiatives aimed at enhancing the quality of lives of those who work, live and visit care homes

You can also read more about the journey of the managers within individual cohorts by downloading the reports:


MHL North Lanarkshire Validation Report Jan 2014

MHL North Lanarkshire C2 Validation Report Apr 2015

MHL Glasgow C1 Validation Report July 2014

MHL Glasgow C2 Validation Report Aug 2014

MHL Edinburgh C1 Validation Report Aug 2014

MHL Edinburgh C2 Validation Report Aug 2014

MHL Edinburgh Overall Summary Report Sep 2014

MHL East Renfrewshire Validation Report Aug 2014

MHL East Ayrshire Validation Report Sep 2014

MHL Inverclyde Validation Report Jan2015

MHL South Lanarkshire Validation Report Nov 2014

MHL South Ayrshire Validation Report Dec 2014

MHL North Ayrshire Validation Report Nov 2015

MHL West Dunbartonshire Validation Report Oct 2014

MHL West Dunbartonshire Rollout Cohort Validation Report Dec 2015

MHL East Ayrshire C2 & C3 Validation Report October 2016

MHL Highland Validation Report May 2016

MHL Erskine Validation Report Jan 2017

MHL Borders Validation Report March 2017