Learning and Development Directory 2011/12

Transcription

1 Learning and Development Directory 2011/12

2 Welcome Solent NHS Trust is committed to position itself as an excellent employer and an organisation with learning at its core, where staff feel VIP - Valued, Involved and Proud of their organisation. Our vision To lead the way in local care. Our mission Solent NHS Trust working in partnership to deliver better health and local care. Through our four key objectives:- l To achieve or exceed quality targets l To deliver our financial plan l To develop people and processes l To strengthen the Trust s market position Our Values I N S P I R E Involved Nurturing Talent Striving for excellence This Learning and Development Directory details all the learning programmes which are available for staff to support the achievement of our organisational aims and objectives. We are committed to the development of a skilled and responsive workforce that is motivated and fully engaged with local people and communities, aware of their needs and able to address them in the most effective ways. This directory should be used to support your learning and development planning as part of your appraisal process; you will find information under the following sections: Leadership and Management Development Essential Skills Clinical Skills NVQ and work based learning You will also find information about how to book onto courses, and useful information to support your learning journey. More information is also available on the Learning and Development pages of our staff intranet which can be accessed by following the link below: Passionate Innovative Respectful Empowered Julie Pennycook - Director of Human Resources and Organisational Development. 2

3 Contents Leadership and Management Framework 4 Essential skills 24 Health promotion 55 Clinical skills 57 NVQ and work based learning 79 How to book 88 Useful information 90 3

4 Leadership and Management Framework Nurturing our Talent

5 5 Leadership and Management Framework Nurturing our Talent 2011/12

6 6 Leadership and Management Framework Focus on national Leadership & Management for all Solent NHS Trust s leadership and management framework is aligned to national frameworks and drivers across the NHS and beyond, all of which aim to support delivery of excellent patient care, quality services, increased performance and value for money. This can only be achieved through effective leadership & management of services and of our people. National drivers Lord Darzi s High Quality Care for All NHS Next Stage Review Final focused heavily on the importance of clinical leadership and of Fostering Leadership for Quality, describing the core elements of any approach to leadership and change management in the NHS as: Vision - What quality improvements they are trying to achieve and how it will benefit patients and local communities. Method - How they will make change happen the management method they will use for implementation, continuous improvement and measuring success. Expectations - What the difference will mean for people, the behavioural change that will be necessary and the values that underpin it. The final report of Lord Darzi s Next Stage Review, High Quality Care for All, committed to establishing a National Leadership Council (NLC), with the aim of creating a step change in the development of leadership across healthcare. The NLC has supported the national and local agenda for leadership development and has several national programmes which supports the embedding of leadership development at regional and national level. An example of the work the NLC has driven is the proposed Clinical Leadership Competency Framework which will be embedded into the Solent NHS Trust Leadership programmes. A best practice framework and guidance document Inspiring Leaders Leading for Quality was released in January 2009 from the Department of Health, and NHS Chief Executive David Nicholson detailed how leadership and management development plans should be embedded locally with programmes from South Central Strategic Health Authority. As part of this guidance all NHS Trusts are required to report on their local leadership and management development plans and talent management plans to ensure we have the capacity and capability to provide excellent patient care and ensure the effective performance of the organisation.

7 Leadership and Management Framework Transforming Community Services In the drive to create responsive, modern community services of a consistently high standard, the Transforming Community Services (TCS) programme³ acts as an enabler for transformational change. With provider services across the NHS becoming autonomous businesses, the healthcare providers will be asking providers to demonstrate competencies against specific requirements relating to management capability and capacity including: Vision and strategy Business skills Commercial and business awareness Finance Governance and accountability Sustaining and enabling relationships Clarity and challenge Change and transition Behaviours. It is vital that we provide our leaders and managers with the learning opportunities to development these skills, and an awareness of their own capabilities. ³ Transforming Community Services enabling new patterns of provision, 2009 Leadership & Qualities Framework (LQF) The Leadership Qualities Framework provides a blueprint for effective leadership in the NHS. It provides a foundation for: setting the standard for leadership in the NHS assessing and developing high performance in leadership individual and organisational assessment integrating leadership across the service and related agencies adapting leadership to suit changing contexts benchmarking - by enabling the development of a database about leadership capacity and capability. The framework describes the key characteristics, attitudes and behaviours to which leaders in the NHS should aspire. It sets the standard for outstanding leadership in the NHS. 7

8 Leadership and Management Framework The NHS Leadership Qualities Framework describes the qualities expected of NHS leaders, now and in the future. Solent NHS Trust s Leadership & Management Development Model is underpinned by the LQF framework. Our 360 degree appraisal will be based on the LQF model. National Occupational Standards (N0S) for Leadership & Management The National Occupational Standards for Leadership and Management are statements of best practice which outline the performance criteria, related skills, knowledge and understanding required to effectively carry out various management and leadership functions. The standards describe the activities/functions of leadership and management at various levels of responsibility and complexity. Therefore, they are relevant to anyone for whom leadership and management is, to a greater or lesser extent, part of their work. This applies to leaders and managers in all sizes and types of organisation, and in all industries and sectors. Our Leadership & Management Skills Gap Analysis tool is based on the NOS, the Leadership Qualities Framework, and Knowledge and Skills Framework (KSF). 8

9 Leadership and Management Framework The NHS Knowledge and Skills Framework (KSF) The NHS KSF provides competency profiles for all NHS staff, and is intended to work along side the appraisal and development review process. Each individual should have a KSF profile which will determine, in conjunction with personal objectives, the competencies to be met within the appraisal year. Our Leadership & Management programme is mapped against the KSF and supports KSF competencies as identified in each programme. Solent NHS Trust Getting the Basics Right, focus on local Leadership & Management Development Our leadership and management model aims to identify learning and development opportunities at every level, from the new manager to the Executive Director based on our values and the leadership behaviours we expect from our leaders and managers at every level. The model details development based on Agenda for Change pay bands as a general guide but individuals must access learning and development opportunities that meet the needs for them and the competencies required for their job roles. Is the Leadership and Management Framework for you? The framework details programmes which are aligned to the Agenda for Change pay framework as a guide to the most appropriate programmes, however it is flexible. The framework is for all staff both clinical and non clinical who are in positions of leadership both formal and informal who may guide, inspire and develop others. Our managers are those staff who are responsible for people, whether that be line managing, supervising, appraising individuals, or the development of teams and service delivery. It is our firm belief that enhanced leadership at all levels and within all organisations, will improve the health services delivered to patients and the public throughout the NHS South Central region. Increasingly patients experience is informing the type of leaders we are developing for the future. We are setting up a unique research arm to test the sort of leadership which has the greatest benefit to patients firmly in the belief that good leadership saves lives. Peter Lees, Medical Director and Director of Leadership South Central Strategic Health Authority. Start your journey at The Core Staff and Patient experience is at the core and these programmes details all the mandatory training activity for all people managers and leaders. 9

10 Leadership and Management Framework License to Manage (mandatory for people managers) Solent NHS Trust is committed to the development of quality leaders and managers who have the right skills and knowledge to ensure they are competent and confident to carry out their role. There is acknowledgement that individuals will join Solent Healthcare with previous management experience but need to understand the culture and ethos of the organisation and how to use our systems and processes when managing their new team or service. This programme is mandatory for all staff who manage people and it provides a Toolkit to enable them to put our people at the centre and provide the right tools to development a harmonious and consistent approach towards managing others. To achieve the License to manage individuals will gain: an understanding of the culture, values and business objectives of Solent NHS Trust an understanding of their role in meeting the needs of their team and the organisation the essentials of the HR Toolkit a guide to managing others in Solent NHS Trust a personal development plan that identifies next steps License to manage aims to develop managers and leaders who can: manage a team, lead by example and live our values take ownership and are prepared to be held accountable establish a culture of team work and cooperation influence and persuade within their own team and at more senior level. On the right track Enhancing you skills Throughout the journey of an employee with Solent NHS Trust there will be times when managers will need more enhanced knowledge and training in specific areas or skills. A suite of management development training courses ranging from two and half hour workshops to full day training courses is available to meet this need as the organisation develops and grows its talent within. In addition, bespoke training can be delivered to the service area to ensure that a specific identified management development need is met. Some examples of courses available to keep our employees on the right track are: Appraisal Workshop Customer Care Great expectations Effective Communication Skills Being assertive Time to manage effective time management The art of successful delegation Presentation skills Recruiting the right person and interview techniques Project management skills. 10

11 Leadership and Management Framework Appraisal and Personal Development Your annual appraisal is key to reviewing and informing the skills and knowledge you need for your role and in order to achieve your objectives. Your Personal Development Plan will identify the development you need to ensure you meet your personal objectives and support your career aspirations. You will agree your Personal Development Plan which may contain a variety of learning methods from shadowing to attending workshops, or achieving a qualification. If your appraisal and PDP identifies that you require some development relating to leadership & management, or you have aspirations to develop your leadership and management capabilities please discuss the opportunities in this directory with your manager or supervisor. All learning and development should be agreed with your line manager before you can apply for any learning opportunities in this directory, you may be asked to supply a copy of your PDP in support of your application form. Leadership Qualities Framework 360 degree appraisal What is a 360 degree appraisal? 360 degree feedback involves the systematic collection of performance data on an individual (the participant), gathered from a range of people who work closely with that individual (the raters). What are the uses of the LQF 360? The LQF 360 degree feedback process is based exclusively on the qualities expected of existing and aspiring leaders within the NHS. A series of carefully designed questions allow information to be gathered on the performance of an individual around all 15 qualities. Who would benefit? The LQF 360 degree tool has been developed for strategic leaders (band 7 and above). It has been designed to assess the 15 leadership qualities broken down into detailed behaviours for development purposes. The Individual may benefit from: Increased self-awareness Discovering blind spots Understanding strengths Taking ownership and control of own development. 11

12 Leadership and Management Framework The Organisation may benefit from: Improved communication More open culture Improved team working and mutual understanding Improved leadership skills / capabilities. How does this fit with my annual performance appraisal? The 360 should compliment your annual appraisal by giving you a picture of how others see you, your perceived strengths and areas to develop, and what development you may add to your personal development plan. Get your basics right application process All employees will have completed an appraisal and PDP. Through the PDP, key skills and gaps in development will be identified and the following range of Leadership and Management Development Programmes may be the right solution to enable growth and development in that individual. The License to Manage programme is mandatory for all people managers, therefore booking a place on this is via the normal Learning and Development electronic booking form On the Right Track Enhancing your skills is a range of workshops/sessions which the manager can access depending on their learning needs, this can also be booked via the normal L&D process. Session dates and availability can be found on the L&D intranet pages. For all other programmes an application process enables the applicant to state the rationale for applying for the programmes, sign up to the commitment of the programme, and for the L &D team to track and measure the success of the development and the individual. These outcomes will form part of the talent pipeline that is a product of these programme, enabling organic growth within Solent NHS Trust and an ability to identify and retain talent. The Leadership and Management Application form on the Learning and Development pages of our intranet can be accessed here: 12

13 13 13 Leadership and Management Framework Emerging Managers Programme As part of our commitment to growing our own and supporting the capacity and capability of our leaders and managers, Solent NHS Trust is committed to providing an opportunity for band 3-4 team leaders and managers to start to build their management skills and understand the role of the leader and manager, and how they can make a difference in the organisation. The Emerging Managers Programme will include: Develop your skills as a manager (including PDP and awareness of styles) Communication skills and behaviours aligned to organisational values (including communication and dealing with conflict) Effective management of self (Time management, delegation) Appraisal & getting the best out of your teams (Solent NHS Trust Appraisal process, conducting the appraisal meeting, setting objectives and KSF, and PDP). Learning and Development People Development Trainer/s What type of training? This introduction to management will be a structured programme of key learning sessions Development opportunities: This programme may be ideal learning before embarking on a formal NVQ level 2 Certificate in Team Leading or NVQ Level 3 Certificate in Management. To apply for a place on this programme you must have identified this learning on your Personal Development Plan at your appraisal, and your manager must sponsor your attendance. Complete the Leadership and Management Application Form and send to Learninganddevelopment@solent.nhs.uk

14 14 14 Leadership and Management Framework NVQ s in Team Leading and Management Level 2 Team Leading whose work involves the application of knowledge and skills in a significant range of varied work activities, performed in a variety of contexts, and some of which are complex or non-routine who has some degree of personal autonomy and responsibility collaborates with others through membership of a team. Level 3 Management a tightly defined area of responsibility some limited opportunity for taking decisions and managing budgets responsibility for achieving specific results by using resources effectively responsibility for allocating work to team members, colleagues or contractors. You will be working with your assessor to prove competence in your job role and your knowledge & understanding. You will be supported by your assessor and internal verifier. You can also identify a witness or Expert Witness in your work place to assist you. You will be assessed against the National Standards and you will produce a Portfolio (file) of evidence that also demonstrates your knowledge and understanding. Awarding Body: Institute for Management (ILM) NVQ Centre, Learning & Development Solent NHS Trust There are induction days so that you understand what a Certificate / Diploma is and how it is assessed and also study days appropriate to your learning needs. How long will it take? Level 2: 6-9 months Level 3 & 5: 9-12 months Groups commence in September. Additional starts may be undertaken according to numbers Discuss with your line manager, and agree at your appraisal. Complete an application form which can be downloaded from the intranet via the following link: your manager should authorise this application and return it to NVQ Centre, L&D, 2nd Floor, Adelaide Health Centre or via to learninganddevelopment@solent.nhs.uk

15 15 15 Leadership and Management Framework Building Potential Programme This exciting but challenging programme is aimed at operational managers bands 5 6 who are involved in managing teams and delivering high quality services. It will support the development of management capacity and capability and give the tools for ensuring the high performance of self and of teams using a variety of learning methods. This programme will be accredited with the Chartered Management Institute and upon completion of a formal assessment managers will receive the CMI L5 Award in Management and Leadership. The programme allows participants to review and build on their current management practice and underpined up to date management theory and guidance. A series of skills based exercise and activities will support learning and enable participants to be able to transfer new skills and knowledge to their everyday practice in the workplace. Key elements will include a presentation to the management team on a preset topic which will be assessed against the CMI criteria and the development of a Personal Development Plan for each individual. Learning and Development People Management Trainer/s This programme will be a mixture of facilitated sessions, group debate, self directed learning and final summative assessment. Development opportunities: A programme of five days spread over a period of one/two months. You will be expected to participate in self directed study in between sessions. To apply for a place on this programme you must have identified this learning on your Personal Development Plan at your appraisal, and your manager must sponsor your attendance. Complete the Leadership and Management Application Form and send to Learninganddevelopment@solent.nhs.uk

16 16 16 Leadership and Management Framework NVQ Diploma L5 in Management Institute of Leadership & Management The NVQ Diploma level 5 in Management is for operational managers who have responsibility for: allocating work to others achieving specific results by using resources effectively carrying out policy in his/her area of responsibility controlling limited financial budgets contributing to broader activities, such as change programmes and recruitment. You will be working with your assessor to prove competence against the standards of the qualification in your job role, including your knowledge & understanding of why you are doing certain tasks and activities. You will be supported by your assessor and internal verifier. You can also identify a witness or Expert Witness in your work place to assist you. You will be assessed against the National Standards and you will produce a Portfolio (file) of evidence that also demonstrates your knowledge and understanding. Awarding Body: Institute for Management (ILM) NVQ Centre, Learning & Development Solent NHS Trust How long will it take? Level months Level 3 & months Groups commence in September. What type of training? There are induction days so that you understand what a Certificate / Diploma is and how it is assessed and also study days appropriate to your learning needs. Discuss with your line manager, and agree at your appraisal. Complete an application form which can be downloaded from the intranet via the following link: your manager should authorise this application and return it to NVQ Centre, L&D, 2nd Floor, Adelaide Health Centre or via to learninganddevelopment@solent.nhs.uk

17 17 17 Leadership and Management Framework Chartered Management Institute L5 in Management and Leadership The Level 5 qualifications in Management and Leadership are designed for operational managers who wish to develop their core management skills and practices. These qualifications focus on the personal development of the individual s management capabilities and competencies. Programme contents and support: There are three ways to achieve credits towards the Level 5 in Leadership & Management: Award achieve at least one unit with a minimum value of 6 credits. Certificate achieve a combination of units with a minimum value of 13 credits. Diploma achieve all core units, and three optional units with a total value of 66 credits. For a full list of units and their credit value please visit the CMI website via the link below: qualifications/level-5-qualifications-mana-0 You will be enrolled as a student of Southampton Solent University and have access to all the learning materials and library. You will also be registered as an affiliate member of the Chartered Management Institute, with access to all the learning materials on the CMI website. Chartered Management Institute with Southampton Solent University. How long will it take? The Award can take as little as 2-3 weeks The Certificate can take between 1-3 months The Diploma can take between 6 to 12 months. The programme will be delivered at Southampton Solent University one day per week term time. To apply for a place on this programme you must have identified this learning on your Personal Development Plan at your appraisal, and your manager must sponsor your attendance. Complete the Leadership and Management Application Form and send to Learninganddevelopment@solent.nhs.uk

18 18 18 Leadership and Management Framework Releasing Potential Programme To release the potential of our leaders and managers who are working at bands 7 8a, Solent NHS Trust is committed to providing a programme which will support the growth of individuals, enable them to develop their teams and our business, whilst living our values: Developing Yourself Growing your Emotional Intelligence, developing self awareness, managing your priorities, confidence and assertiveness, impact and presence, influencing skills, and developing creative thinking. Developing your Team Understanding and engaging others, building relationships, straightforward management and leadership, coaching, mentoring, managing performance, leading teams through change and improving performance levels. Developing the Business Commercial awareness, negotiation skills, leading programmes and projects, continuous process improvement, customer service excellence, and Working in Partnership. We are currently seeking a partner organisation to deliver this exciting programme, details will be released shortly. To register your interest for this programme you must have identified this learning on your Personal Development Plan at your appraisal, and your manager must sponsor your attendance. Complete the Leadership and Management Application Form and send to Learninganddevelopment@solent.nhs.uk

19 19 19 Leadership and Management Framework Chartered Management Institute Level 7 in Strategic Leadership and Management This programme is designed for managers who have strategic level responsibility and require some formal learning across a range of mandatory and optional units. The programme will support managers to build on their skills in strategic management and leadership and to focus on developing and embedding organisational strategy. What will I gain? There are three ways to achieve credits towards the Level 7 in Strategic Leadership & Management: Award achieve at least one unit with a minimum value of 6 credits. Certificate achieve a combination of units with a minimum value of 13 credits. Diploma achieve all core units, and three optional units with a total value of 66 credits. For a full list of units and their credit value please visit the CMI website by the link below: qualifications/level-7-qualifications-strat You will be enrolled as a student of Southampton Solent University and have access to all the learning materials and library. You will also be registered as an affiliate member of the Chartered Management Institute, with access to all the learning materials on the CMI website. Chartered Management Institute through Southampton Solent University. How long will it take? The Award can take as little as 2-3 weeks The Certificate can take between 1-3 months The Diploma can take between 6 to 12 months. The programme will be delivered at Southampton Solent University one day per week term time. To apply for a place on this programme you must have identified this learning on your Personal Development Plan at your appraisal, and your manager must sponsor your attendance. Complete the Leadership and Management Application Form and send to Learninganddevelopment@solent.nhs.uk

20 20 20 Leadership and Management Framework Maximising Potential Programme To maximise the potential of our senior leaders who are working at bands 8b 8c, Solent NHS Trust is committed to providing a programme which will support the development of leadership capacity and capability through a programme which enables an awareness of own individual behaviours as a leader, individual impact, and presence. Maximising Potential will support the development of business skills to enable a move from the traditional public sector approach to a more customer focused market driven model. With the goal of achieving Foundation Trust status there is a need to upskill our leaders to enable them to lead a more commercially astute organisation. We are currently seeking a partner organisation to deliver this exciting programme, details will be released shortly. To register your interest for this programme you must have identified this learning on your Personal Development Plan at your appraisal, and your manager must sponsor your attendance. Complete the Leadership and Management Application Form and send to Learninganddevelopment@solent.nhs.uk

21 21 21 Leadership and Management Framework Masters (MSc) level Leadership & Management modules Masters level modules are aimed at managers who are working in bands 8b and above who have MSc level qualifications or equivalent within their person specification for their job role, and for those who are working in a strategic leadership or management role. Solent NHS Trust is committed to supporting the achievement of MSc modules either as part of a degree pathway or as stand alone modules this may support the individual to work towards a full MSC qualification over time. Solent NHS Trust has long standing partnerships with local Higher Education Institutes who deliver clinical pathways and these will continue, however we are currently scoping alternative solutions for MSc delivery. Details will be available soon. You must have identified this learning on your appraisal and your line manager must sponsor your application. Applications for clinical MSc pathways via Learning Beyond Registration should follow the appropriate process see Clinical Skills section of this directory. All other application should be made via the Leadership and Management Application form and sent to learninganddevelopment@solent.nhs.uk

22 22 22 Leadership and Management Framework Inspirational Leadership programme Our Associate Directors are possible future executives, they are our senior leaders who must lead by example and live our values to ensure high performing, highly motivated teams, and they must inspire their teams to deliver excellence to our patients. Solent NHS Trust must enable the development skills and capabilities in business management and ensure the objectives and culture of our people and our organisation are met. We will be working alongside a provider to work in partnership with us to develop a programme which will meet the needs of our Associate Directors for their individual and group development. High Potential Leaders Programme The High Potential Leaders Programme (HPL) hosted by South Central SHA in partnership with the Kings Fund aims to support the development of leaders who have been identified as having the potential to become future Executive Directors in the NHS. HPL programmes aim to ensure we have talent and succession planning locally and regionally across South Central. Individuals are nominated by our Chief Executive to attend these programmes at intervals throughout the year.

23 Leadership and Management Framework As we start our journey towards Foundation Trust status we must ensure that our Trust Board members are equipped with the correct tools, resources, and approaches to effectively lead the organisation to achieve its goals. In 2011/12 the principles of the Healthy Board will be taken forward in a programme of development to ensure effective Leadership in three key roles: Formulating strategy for the organisation Ensuring accountability by holding the organisation to account for the delivery of the strategy and through seeking assurance that systems of control are robust and reliable Shaping a positive culture for the board and the organisation. 23

24 Essential skills

25 25 25 Essential skills Group Corporate Clinical Induction Supervision: Group Supervision All staff new to Solent NHS Trust staff must attend within one month of joining the organisation. This blended learning programme acts as a welcome and introduction to Solent NHS Trust and covers the mandatory training you need for your role. There are two elements of the programme: Pre course e-learning via the NHS Core Learning Units for Fire and Health and Safety these are vital elements of your induction and should be completed within the first two weeks of your employment. Two day programme: Day one: Chief Executive (or deputy) welcome and introduction to Solent NHS Trust Staff engagement and organisational values Creating a great place to work Customer Care Health Promotion Equality, diversity and human rights Information Governance Lone working and personal safety. Day two: Infection prevention and control Safeguarding adults and MCA Safeguarding children Basic Life Support Fraud Awareness Ensuring Quality Care & Dignity Moving and Handling. The Learning and Development Team and key partners This two day induction is delivered via an interactive programme Within one month of starting in the organisation. Our Human Resources department will provide you with a date for your Corporate Induction and an information pack will be sent to you within your new starter pack on recruitment.

26 26 26 Essential skills Group Essential Clinical Training Supervision: Update Group 2011/12 Supervision Mandatory for all staff across Solent NHS Trust Sessions for 2011/12 include basic awareness and legislative updates in the following areas: This one day, annual session covers all base Participants line level 1 mandatory will: and statutory training Fire Safety required by Solent NHS Trust. Infection Prevention and Control Consider the benefits of group supervision A dynamic Experience rolling group programme processes which in action alters Resuscitation (Basic Adult Resuscitation and yearly to ensure you are kept up to date with Choking) Learn about facilitation skills best practices and new legislation in key topics. Safeguarding Children This Feel time more efficient confident format, about replaces managing the several a group Moving & Handling individual Develop training strategies sessions for managing that were conflict once and other problems that can arise in groups Information Governance. spread across the year, in many areas of the Trust. Essential Training Update must be completed by all staff, clinical and non-clinical, and provides a minimum level of understanding in the areas taught. Therefore further training may be required by staff, dependant on risk assessment, job role, previous incidents and individual staff appraisals The Learning and Development Team A full day interactive course requiring attendance of all sessions. Annual attendance Please find the course dates for this training and the electronic training request form on the Learning and Development intranet pages by accessing the following link

27 27 27 Essential skills Group Conflict Clinical Resolution Supervision: Training Group Supervision New Staff in a front line role within Solent NHS Trust By the end of this course participants will be able to: Participants Describe will: the common causes of conflict Consider Describe two the benefits forms of of communication group supervision Experience Give examples group of communication processes in action breakdown Learn Identify about the principles facilitation of skills the Betari Box Feel Give more examples confident of warning about and managing danger a signs group Develop Understand strategies the meaning for managing of reasonable conflict force and and other Solent problems NHS that Trust can guidelines arise in groups Explain and identify changes to the working environment to ensure personal safety and the importance of workplace risk assessment. Learning and Development Team This course involves theoretical and legislative, classroom based learning Once every three years Please find the course dates for this training and the electronic training request form on the Learning and Development intranet pages by accessing the following link

28 28 28 Essential skills Group Essential Clinical Life Support Supervision: Group Supervision All qualified staff and identified non-qualified with direct patient contact who have access to an Automated External Defibrillator (AED) or who work in areas where, as a guideline, there are high risk patients, reoccurring events where emergency treatment of patients is required, inpatient facilities, access to additional resuscitation equipment or medication is administered but do not require the Immediate Life Support course. The Airway, Breathing, Circulation, Disability, Exposure (ABCDE) assessment approach of the critically ill patient Signs and symptoms of the critically ill patient Management of the critically ill patient Recovery position Management of choking Adult basic life support algorithm Safe use of the Automated External Defibrillator Recognition and management of anaphylaxis Use of adrenaline in anaphylaxis. The Learning and Development Team A half day course comprising of theoretical and practical aspects of essential life support. Annual Please find the course dates for this training and the electronic training request form on the Learning and Development intranet pages by accessing the following link

29 29 29 Essential skills Group Immediate Clinical Life Supervision: Support Group Supervision Identified qualified staff i.e. doctors and nurses who work in environments where there is an increased risk they would need to manage a medical emergency and/or resuscitation attempt. This is a more in depth and detailed course than the half day Essential Life Support course. The causes and prevention of cardiac arrest The Airway, Breathing, Circulation, Disability, Exposure (ABCDE) approach to patient assessment Initial resuscitation i.e. basic life support Importance of defibrillation and the use Automated External Defibrillation (AED) machine Simple airway management using basic adjuncts i.e. OP/NP airways Cardiac arrest management The role of the Resuscitation Officer and post resuscitation support. Learning and Development Department A full day course comprising of theoretical and practical aspects of immediate life support. Programme includes lectures, skill stations and scenarios. Accredited by the Resuscitation Council UK. Annually (a half day refresher will be available from January 2012) Please find the course dates for this training and the electronic training request form on the Learning and Development intranet pages by accessing the following link

30 30 30 Essential skills Group Anaphylaxis Clinical Supervision: Group Supervision Staff who carry out procedures or administer medication which could result in anaphylaxis occurring. This course is for staff who do not have access to an AED machine in their workplace. Staff who do have access to an Automated External Defibrillator (AED) must attend the Essential Life Support workshop. Define anaphylaxis Recognise anaphylaxis using the ABCDE approach List common causes of anaphylaxis Describe the differences between anaphylaxis, vasovagals and panic attacks Describe the management of anaphylaxis Describe the role of adrenaline, its effects and how it is administered List all other interventions used on the management of anaphylaxis List the minimum recommended equipment required in an anaphylaxis pack Describe post event management including reporting. The Learning and Development Team An hour long theory based course based on lecture and discussions. Annual Please find the course dates for this training and the electronic training request form on the Learning and Development intranet pages by accessing the following link

31 31 31 Essential skills Group Paediatric Clinical Basic Supervision: Life Support Group including Supervision Anaphlaxis All staff who have direct contact with children and do not have access to an AED. Those who do not require anaphylaxis will be able to leave the session after the initial 2¼hours. Participants Recognise will: and identify signs and symptoms of the sick child Explain the importance of CPR Consider the benefits of group supervision Demonstrate assessment of the unconscious patient by checking Airway, Breathing Experience group processes in action Circulation (signs of life) Learn about facilitation skills Demonstrate the recovery position Feel more confident about managing a group Demonstration of basic life support using a pocket mask Develop strategies for managing conflict and other problems that can arise in groups Discuss situations in which CPR should be stopped/ not started Show awareness of health and safety issues i.e. infection control Describe the foreign body airway obstruction algorithm Define anaphylaxis Learning and One-day interactive workshop delivered in Trust Taplins List triggers of anaphylaxis Development (Southampton) and St James Hospital (Portsmouth). Department List signs and symptoms of anaphylaxis using the ABCDE approach Describe the mode of action of adrenaline Describe how adrenaline is administered including listing dosages List other interventions in the treatment of anaphylaxis Describe post event management inc. reporting. The Learning and Development Team A half day course comprising of theoretical and practical aspects of paediatric life support. Annual Please find the course dates for this training and the electronic training request form on the Learning and Development intranet pages by accessing the following link

32 32 32 Essential skills Risk Assessment Principles and Practice This is a course designed for those involved in Risk Assessment.. This course has been designed to give those involved an understanding of the principles and procedures for carrying out Risk Assessment. What What will will I learn? learn? The concept and background to risk assessment Participants will: Understand the reasons for using risk assessment, legal and moral Consider the benefits of group supervision What the principles of risk assessment are Experience group processes in action How to apply risk rating formulas to your assessment Learn about facilitation skills The legal requirements and legal background to risk assessment Feel more confident about managing a group How to carry out generic risk assessments Develop strategies for managing conflict and other problems that can arise in groups The practice of undertaking risk assessments Methods of Identifying hazards in the working environment How to identify people and Items at risk The hierarchy of control measures and their use How to record your assessments, monitor and review them. The Learning and Development Team This training is delivered via an interactive workshop. As required by individual/service Please find the course dates for this training and the electronic training request form on the Learning and Development intranet pages by accessing the following link

33 33 33 Essential skills Group Moving Clinical and Handling Supervision: (People Group Handling) Supervision This course is for all staff who move people as part of their role. Staff should access this course before carrying out any moving and handling of people. If your service has a local Moving and Handling Trainer your annual update will be provided at local level. This course is designed for those staff who regularly, or infrequently, are responsible for moving people and is configured to allow the participants to develop practical problem solving skills for aspects of moving and handling people. Learning and Development Team This training is delivered via an interactive workshop. Once on appointment Annual update. Please find the course dates for this training and the electronic training request form on the Learning and Development intranet pages by accessing the following link

34 34 34 Essential skills Group Fire Warden Clinical Training Supervision: Group Supervision This course is designed for all levels of staff who have the responsibility as a Fire Warden and who may need to safely operate fire extinguishers. This course is designed to develop staff for the role of Fire Wardens so that on completion of training they have a clear understanding of their role. It enables those who have been identified as the responsible person, to comply with current legislation in the event of a fire. It is designed for all levels of staff who have the responsibility as a Fire Warden and who may need to safely operate fire extinguishers. Portsmouth and Southampton Fire Safety teams A half day course comprising of theoretical and practical aspects of a Fire Warden s responsibilities Annual Please find the course dates for this training and the electronic training request form on the Learning and Development intranet pages by accessing the following link

35 35 35 Essential skills Group Lone Worker Clinical Training Supervision: 1 Day Group Supervision All This clinical course staff is designed working for in all Solent staff NHS that Trust may who be required provide to group work clinical alone, supervision without immediate for staff, and who support have or already supervision, attended or manage the one such day staff, Clinical especially Supervision those Workshop. whose jobs require them to work with the public. In particularly, but not exclusively this course is aimed at those who work in the community away from their base. Think about personal safety - Understand the NHS definition of Violence & Aggression in the Workplace and consider why this might be important Learn use of a Dynamic Risk Assessment. Analyse causes of violence and aggression and identifying risks to personal safety Learn to use good working practices to stay safe Consider advice and practical strategies to reduce the risks Review the methods of transport that staff use and whether there are any concerns based on travelling Consider possible scenarios and best practice when travelling Learn about the Choices Triangle as a model to shape actions with regard to staying safe Learn about how to develop good local procedures and how to complete action plans. Security Management Services The training is delivered via an interactive facilitator lead workshop Courses are on offer at regular intervals across Solent NHS Trust or can be offered to departmental groups through prior arrangements Please find the course dates for this training and the electronic training request form on the Learning and Development intranet pages by accessing the following link For bespoke training please contact learninganddevelopment@solent.nhs.uk

36 36 36 Essential skills Lone Worker Awareness Refresher Who Who is is it it for? for? All clinical staff working in Solent NHS Trust who provide group clinical supervision for staff, and This course is designed as a refresher for all staff that are required to work alone, without immediate who have already attended the one day Clinical Supervision Workshop. support or supervision, especially those whose jobs require them to deal with the public as well as those managers who are required to manage lone workers. It will update delegates on changes in both national/local policy and guidance along with enabling delegates to learn key skills based on best practice and to share experiences, hints and tips with other lone workers. Understand the role of the Security Management Service in relation to protecting staff and taking action against individuals who act violently or aggressively toward them Define what to report to the Security Management Service Explore what the Trust s legal duties and responsibilities are in regard to Lone Working State what individual s duties and responsibilities are in regard to Lone Working Describe Who can be considered a Lone Worker Explore Lone Working Competency Requirements Learning Define and the critical issues in lone One-day worker interactive safety workshop delivered in Trust Taplins Development State the procedures to monitor (Southampton) the safety of and lone St workers James Hospital (Portsmouth). Department Understand the importance of good emergency procedures Discuss current procedures during home visits Discuss current procedures - away from base Discuss best practice Discuss the importance of incident reporting. Security Management Services The training is delivered via an interactive facilitator lead 2 hour workshop Courses are on offer to departmental groups through prior arrangements For information about how to arrange service/team specific training please contact Learning and Development via to learninganddevelopment@solent.nhs.uk

37 37 37 Essential skills Security Awareness All This clinical course staff is designed working for in staff Solent at NHS all levels Trust of who the provide Trust and group is intended clinical supervision to update attendees for staff, and on who changes have to already national/local attended policy the and one best day Clinical practice Supervision as well as educating Workshop. delegates on current security trends and issues. The session provides the opportunity to share experiences and discuss concerns regarding security matters in their locality. Understand the role of the Security Management Service in relation to protecting staff and taking action against individuals who commit crimes against staff and the Trust State what to report to the Security Management Service State who is responsible for maintaining security Discuss current security issues and case studies Discuss best practice for developing and maintaining security in the work place Discuss how security can improve safety and service availability in major incidents. Security Management Services The training is delivered via an interactive facilitator lead two hour workshop Courses are on offer to departmental groups through prior arrangements For information about how to arrange service/team specific training please contact Learning and Development via to