- 2.4 Reviewing available information and making valid decisions
- 2.3 Using factual data, recommendations, suggestions, and ideas in a logical and purposeful manner to inform decision making
- 1.4 Strategies for keeping aware of own stress levels and for maintaining wellbeing
- 1.1 Elements of management decision-making
- Unit 10- Decision Making in Adult Care NVQ Level 5
- 1.2 Values, belief systems, and experiences affecting working practice
- 2.4 Adapt communication in response to the emotional context and communication style of others
- 1.1 Emotions affecting own behavior and the behavior of others
- 2.2 Providing support to engage others in the decision-making process
- 2.1 Evaluating range, purpose, and situation for effective decision making
- 4.3 Prioritize own development goals and targets
- 4.4 Use personal and professional development planning
- 4.2 Establish own learning style
- 4.1 Evaluate own knowledge and performance
- 4.2 Ways in which team members are supported to understand their role in safeguarding children and young people from danger, harm, abuse, or exploitation.
- 4.1 Reasons adult care practitioners need to be aware of national and local requirements that seek to ensure the safety and wellbeing of children and young people.
- 3.7 Demonstrate ways of assessing the effectiveness of risk management practice
- 3.6 Demonstrate positive approaches to risk assessments
- 3.5 Revise plans to take account of changing circumstances
- 3.4 Delegating responsibilities to others
5.4 Ways to address the outcome and impact of an inspection
Course: NVQ Level 5 Diploma In Leadership & Management for Adult Care
Unit 2: Governance and regulatory processes
LO5: Understand inspection processes
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5.4 Ways to address the outcome and impact of an inspection
An inspection by a governing body can cause stress for a business owner. There can be an outcome and impact on the business as a result of the inspection. Addressing these issues head-on may help to alleviate some of the concerns. Taking action after an inspection will also help to ensure that any violations are corrected and that your business is in compliance with all regulations.
Acknowledging areas of good practice
If you are conducting or already have conducted an inspection, your inspector may have given you feedback on aspects of the business that are working well. It is important to acknowledge these areas as they can help to strengthen compliance with all regulations. For example, if the inspector has identified staff trained in first aid, this should be highlighted as a positive best practice.
Areas of good practice identified during the inspection should be acknowledged, celebrated, and shared. This will help to maintain a positive culture throughout the organization and further embed good practice. Staff and other stakeholders deserve praise for their contributions, which could lead to an improved company culture where employees feel more comfortable raising concerns or suggestions about how things can improve in future inspections without fear of punishment from management.
Responding to areas of concern
If there are any areas of concern identified during an inspection, it is important to acknowledge these and respond accordingly. You’ll need to develop an action plan to address these issues and ensure that they are not repeated in future inspections and keep the Care Quality Commission (CQC) informed throughout this process. This may require changes to policies and procedures, as well as extra training for staff members. It’s important to remember that the inspection team is not the only source of feedback, and other staff members may have identified areas that require improvement as well. Be sure to include them in the process of preventing a repeat performance during future inspections.
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Developing an action plan
An action plan is essential following an inspection. This document will outline the steps that need to be taken in order to address any issues or concerns that were identified by the inspection team. It’s important to remember that not all findings will be addressed immediately, and some may take time to resolve. However, having a plan in place will give clear sight to all involved and allow you to monitor progress throughout the action plan.
Creating an improvement plan
A specific focus of the inspection was that your organization did not have a strong culture or processes in place for continuous improvement. It’s important that this is addressed by creating plans, systems, and tools that are consistent with the culture of your organization. Continuous improvement should be a key part of your organizational DNA and it is essential that everyone understands and embraces this philosophy.
Implementing an action plan
Once the action plan has been developed, the next step is to implement it. This will require commitment from all members of the team, as well as adequate resources to support the plan. Implementation can be a daunting task, but it’s important to remember that everyone involved should have a clear understanding of why the action plan is necessary and how it will benefit the organization.
Follow-up focussed inspections
The Care Quality Commission (CQC) has the power to conduct focussed follow-up inspections if they are not satisfied with the progress that has been made. This could result in further enforcement action being taken, so it’s important to make sure that you are on track with your action plan and that all stakeholders are aware of their responsibilities.
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