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Leadership values - some words to get you thinking

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Leadership values - some words to get you thinking

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This is a free download available from - https://contentsparks.com/16896/free-download-big-list-of-core-value-words/

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There are no formal assessment tasks for this module.

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There are no formal assessment tasks for this module.

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You will receive your Assessment Task Workbook in Module 2

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Leadership "Coat of Arms" blank template

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Leadership "Coat of Arms" blank template

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Feel free to add links to resources that you think others might find useful.

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Feel free to add links to resources that you think others might find useful.

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"Leadership begins with knowing who you are..." - Lolly Daskal (TEDx Lincoln Square)

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"Leadership begins with knowing who you are..." - Lolly Daskal (TEDx Lincoln Square)

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We Cannot Lead Others Without First Leading From Within | Lolly Daskal | TEDxLincolnSquare

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How to lead with the heart - Liz Theophile (TedxSarcay)

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How to lead with the heart - Liz Theophile (TedxSarcay)

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Try to watch this in your time outside the training.
In this talk Liz leaves us with 3 key messages she believes will truly help us develop as leaders:
1. Encourage an environment where you can experiment and have an experimental mindset (she warns us that there will be many false starts and failures, but do it anyway)

2. Create an environment of psychological safety

3. Be a servant leader
- listen
- show compassion
- ask for feedback

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Servant leadership : How to lead with the heart ?  | Liz Theophille | TEDxSaclay

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HANDOUT: DAHA 8 Priority Areas and Accreditation Criteria (PDF)

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HANDOUT: DAHA 8 Priority Areas and Accreditation Criteria (PDF)

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Please write any questions or comments here

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Please write any questions or comments here

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You can use this space to ask questions or leave comments during the session or in between Modules.

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The road to DAHA accreditation - Local Authority perspective

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The road to DAHA accreditation - Local Authority perspective

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David Greening, Cambridge City Council

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David is the Head of Housing at Cambridge City Council who, in December 2019, became the fifth local authority in the UK to achieve DAHA accreditation.

When we set out on our path to Domestic Abuse Housing Alliance (DAHA) accreditation back in May 2018 I remember realising fairly early on that I had underestimated the energy and commitment officers in my teams and beyond would apply to this area of work. It was clear that there was a pent up desire to tackle domestic abuse head on and the 'DAHA thing' presented officers with an opportunity to make a difference on an issue they were clearly passionate about.

As we fastidiously worked our way through the 8 key areas demanded by the process, ticking each milestone off one-by-one, we suddenly hit our first major challenge: in relation to domestic abuse, did we or did we not have a believing and non-judgemental culture within our Housing Advice (Housing Options) Service? This is big; we average about 3 homeless applications a fortnight from customers experiencing domestic abuse.

At the same time, this was a learning process for our DAHA colleagues. Given that the alliance was born in the housing association sector and the accreditation process had historically focused on organisations' housing management functions, they had to quickly get up to speed with housing options, advice and statutory homelessness functions.

Anyway, coming back to the believing culture, the issues that emerged, through a number of case audits, were about language used and where we might place the burden of 'proof'. Like a number of authorities, Cambridge experiences a surfeit of demand over supply for social/affordable housing and the private rental market is in the upper quartile of unaffordability across the country. Coupled with this, we have a responsibility to apply homelessness legislation fairly and equitably. Inevitably, this leads to an investigative culture amongst the workforce.

We have addressed the issues that have arisen by implementing the following:

Creating a survivor-led focus within our homeless applications process - pre-accreditation, a homeless application would be focused on determining whether the accommodation was purely 'reasonable and available'. However it is now much more focussed on risk and options for the survivor and we now have a bespoke personal housing plan (PHP) for domestic abuse victims/survivors.

Extensive domestic abuse training has enabled staff to better understand and identify the full range of abusive practices (particularly around coercive control) and, most critically, what impact this has on the individual and her/his family members

All our housing advisers and officers now aim to complete a DASH for every applicant (we have completed 46 in the last 12 months) or tenant we believe to be experiencing domestic abuse. On occasions, this has enabled officers to assure our customer that what they are experiencing is abuse, when previously they had not considered it as such. A positive by-product of completing a DASH is that asking applicants to evidence abuse via crime reference numbers, for example, no longer seems so important.

We have made huge strides in working with our partners at the Independent Domestic Abuse Alliance (IDVA) service and Cambridge Women's Aid in particular. I am under no illusions that we will continue to disagree on occasions but our partnerships in this sphere seem much more collaborative now and we are receiving customer feedback assistance from both partners.

As part of my research for this blog I spoke with 3 front line housing advisers and a senior housing adviser, who acts as our domestic abuse champion for the Housing Advice Service. One, in particular, was indignant that the 'believing culture' should ever be questioned. What she and others have acknowledged, though, is that all of the accreditation work has created a stronger platform to enable our officers to 'believe' and I think this is the critical point; the measures we have put in place take us 'beyond belief'. I don't think the desire to believe was ever in question.

Aside from the measures cited above, advisers pointed to the importance of extending appointments to 1 hour and 45 minutes so that they can invest time in assessing customers who have experienced domestic abuse and that the assessment is not just concerning homelessness but is a safety and safeguarding assessment too. As a result, the number of homeless applications taken has risen significantly since advisers have been completing DASHs; from 44 in 2018 to 76 in 2019.

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The road to DAHA accreditation; a Cambridge City Council perspective - daha - Domestic Abuse Housing Alliance

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David is the Head of Housing at Cambridge City Council who, in December 2019, became the fifth local authority in the UK to achieve DAHA accreditation. When we set out on our path to Domestic Abuse Housing Alliance (DAHA) accreditation back in May 2018 I remember realising fairly early on that I had underestimated the energy and commitment officers in my teams and beyond would apply to this area of work.

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DAHA Accreditation - Housing Association perspective

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DAHA Accreditation - Housing Association perspective

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Paul Walker, Calico Homes

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Paul is a Tenancy Sustainment Coordinator at Calico Homes who achieved DAHA accreditation in February this year. Based in Burnley, Paul has been in his role since May 2017 and before that was one of Calico's Neighbourhood Coordinators. When he's not working Paul enjoys spending time with his 7-year-old daughter and playing football.

I was first approached by our Assistant Director of Customer Services to lead on the process of gaining DAHA accreditation in January 2019. As a Tenancy Sustainment Coordinator I had managed my own local team but not a team from across the Calico Group so it was an exciting opportunity to lead on this important work.

Calico's position as a group structure provided us with some fantastic opportunities to develop an innovative approach. We saw the potential to work collaboratively across the group drawing our own domestic abuse services, a training company ( AFTA Thought), mental health and drugs recovery programme experts ( Acorn Academy), along with our communications team, HR and learning and development who were all represented on the DAHA steering group.

It was apparent at the first project meeting how passionate everyone was about raising domestic abuse awareness not only within Calico but also to influence wider societal change. The sharing of knowledge and sense of team spirit from across the group brought a real positivity and impetus to drive this project forward. Although the accreditation was specifically aimed at housing, as an organisation we wanted to go one step further and roll out domestic abuse training to the whole Calico Group.

For the training programme we decided to use AFTA Thought Training Consultants who bring the 'lived experience' into a room using actors. Using applied theatre in facilitation of the training was unique - it drew on our policies and procedures and ensured people had a clear understanding of their individual roles and responsibilities in being confident to report concerns of domestic abuse.

I knew that Calico could play an important role in influencing society and we set about inviting other leads from our partner agencies to attend the training. This resulted in AFTA Thought being invited to design and deliver domestic abuse training across Burnley Borough Council and Lancashire Care Trust.

Calico had already introduced ideas such as Safe Leave and a perpetrator programme, and we worked collaboratively to ensure these initiatives were shared among our audiences in the hope they would go back and review their own individual policies.

We also recognised the possibility that as well as tenants and service users, there could be victims and perpetrators among our staff who needed to access help and support. We wanted to be able to encourage them to feel safe enough to come forward and access the help and support Calico have on offer. As a result of this we developed a Domestic Abuse Ambassadors programme and asked for volunteers from across the group - the response was very positive and to date we have 20 trained Ambassadors.

After we gained DAHA accreditation in February 2020 it was important to us to keep the momentum going. We used the collective learning and wisdom from the accreditation process to motivate and inspire other community organisations across Lancashire. This resulted in a number of initiatives including 'Men Speak Out' - a conference organised by the Calico Group's domestic abuse service Safenet to encourage men to speak out against domestic abuse.

Calico will continue the ripple effect in promoting and championing our work around domestic abuse. We want to build on the learning we acquired during the DAHA accreditation process in order to strengthen our understanding and positively impact the lives of victims, survivors and perpetrators of domestic abuse.

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DAHA accreditation; a Calico Homes perspective - daha - Domestic Abuse Housing Alliance

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Paul is a Tenancy Sustainment Coordinator at Calico Homes who achieved DAHA accreditation in February this year. Based in Burnley, Paul has been in his role since May 2017 and before that was one of Calico's Neighbourhood Coordinators. When he's not working Paul enjoys spending time with his 7-year-old daughter and playing football.

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DAHA Accreditation - Homelessness Service perspective

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DAHA Accreditation - Homelessness Service perspective

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Daniel Ferlance, Royal Borough of Kensington & Chelsea

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Daniel is Head of Homelessness at the Royal Borough of Kensington and Chelsea and has been in the role since July 2020. Before that he was Housing Solutions Manager at Southwark Council and is a regular speaker at homelessness conferences. He lives in Beckenham and has two children aged 11 and 6. In his spare time Daniel is a performance and life coach and runs football coaching for children. He has also put up a shed since the start of COVID-19!

07:30 - The inbox has a red exclamation mark, its urgent! Email from the Director, a tenant has reported that they are at serious risk of harm. The local councillor is involved, and the tenant has been advised to make a homelessness application. The tenant is male and has been in a situation where they no longer feel safe to stay in their home. Urgent advice is needed, what should we do?

07.45 - Respond and set out list of areas that will be covered, along with assurance that the matter is a priority.

Is the tenant currently safe and how do we ensure it stays that way in so far as reasonably possible?

Do we have contact details and is it safe to make contact?

What type of contact would be best?

What does the tenant want to happen?

When is it best to explore the options that are available for the tenant?

Who else is involved or might need to be involved?

How quickly can we get an agreed resolution that meets the needs of all?

08.00 - Contact made with tenant via email first and then phone.

08.30 - The perpetrator has been sending threatening messages, asking the tenant to provide money or conform to inappropriate requests and attending the tenant's property causing damage to the front door. Tenant wants to stay in the borough but does not want to live in the same property, and doesn't want to lose their security of tenure. The tenant is currently staying with a relative and can do so whilst options are explored. The tenant is in employment, so needs to feel safe and local.

08:45 - Email to tenant confirming conversation, potential options and steps to be taken.

09.00 - Email to team managers setting the scene and providing a steer on what needs to be done to find a reasonable and safe conclusion.

10:00 - Email to team managers requesting an update.

10:15 - Email received from team manager: housing management are now aware, and they will undertake a risk assessment and refer to the serious risk of harm panel for a decision.

10:30 - Email to tenant advising of the current position along with leaving direct number and details. Tenant informed to contact me directly, if there are any delays or tenant is not being kept updated.

10:45 - Notes logged on the computer database, email to Councillor and Director and a big thank you to the team for responding quickly to a difficult and urgent situation.

11:00 - Meeting with team managers around the prevention agenda and how do we get to customers before it's a crisis?

12:00 - Write up minutes and send out action points.

13:00 - Review weekly outturn data in advance of senior management meeting.

14:00 - Senior management meeting.

15:30 - Respond to daily emails.

16:00 - It's time to think about home! Oh yes, I'm at home in my shedoffice - now known as a 'shoffice' and forgot to have lunch!

16:15 - Pick up the children from after school club, just listen, just listen, just listen..........

16:30 - Reading and homework, isn't school work much more technical these days???? Just keep supporting and encouraging like a good daddy!

17:30 - I'm free! check emails until 18:30, when it's dinner time!

19:30 - Check emails to see If there is anything urgent at work.

20:00 - Shower and stories for the kids.

21:00 - Time to go to sleep and do it all again!!

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A day in the life of a local authority Head of Homelessness - daha - Domestic Abuse Housing Alliance

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Daniel is Head of Homelessness at the Royal Borough of Kensington and Chelsea and has been in the role since July 2020. Before that he was Housing Solutions Manager at Southwark Council and is a regular speaker at homelessness conferences. He lives in Beckenham and has two children aged 11 and 6.

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Commissioned and Produced: Professor Peter Hopkins, Newcastle University - http://www.ncl.ac.uk/gps/staff/profile/peterhopkins.html Design, Animation & Sound Design: Stacy Bias - http://portfolio.stacybias.net Music: Courtesy Kai Engel and licensed under Attribution-NonCommercial License http://freemusicarchive.org/music/Kai_Engel/Caeli/Kai_Engel_-_caeli_-_05_machinery_1506 Special Thanks: to Newcastle University's Equality, Diversity and Inclusion Fund for providing funds to support the production of this video and to Kelechi Dibie and Vijaya Kotur for their advice and support.

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These learning outcomes have been established as part of the formal accreditation process for this course. All assessment tasks are against these outcomes.

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1. A good grounding for the 12 week learning journey

2. Context, background, tools and resources to support you to achieve DAHA accreditation

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Participation – We ask that you take part as much as you can, we have included a variety of different activities so that everyone will hopefully feel able to join in as learning from each other is really valuable. If we have a skills practice session - just to reassure you, you will be in groups of 3 people and won’t have to practice in front of the whole group. You will just be asked to share feedback about how it went after practising in your small group.

Respect each other, we never know in the training room who may have their own lived experience of domestic abuse either now, or in the past as an adult or child. Be mindful of sharing any judgments and how that would impact a survivor in the room.

Challenge opinion not person.  It is ok to have differing opinions but let’s use that as an opportunity to be curious about the difference rather than challenge a person on theirs.

We also ask you respect this learning space by minimising distractions such as mobile phones and closing other tabs on your computer, especially email.

Confidentiality – Please do not share other people’s stories without consent or use their names. Throughout the day, we will consider why maintaining confidentiality is so important to survivors and this also applies to any colleagues who share their personal experiences. As trainers, we also have a responsibility to ensure that people are safe and if we hear information that indicates someone is at risk of harm, we may need to share that beyond this room. If this happens, we will speak to the person first before we do unless this puts someone at further risk. We are sharing this with you now so you’re aware and can make a choice about what you share with others.

Self-care - This training can be emotive. If you become upset or overwhelmed by any of the content, please take a break, turn camera off and mute yourself as part of looking after yourself – we are here to support/talk to at lunch/end of session. Can send a private message to the trainer in the chat (if Zoom) or contact us by email after the training.

Breaks: We will have 3 short breaks during the session – one 15 minute tea break and two 5 minute “stretch’ breaks

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Please complete :)
It should only take a few minutes.

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DAHA Accreditation Leads: Module 1 - post-module survey

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Web survey powered by SurveyMonkey.com. Create your own online survey now with SurveyMonkey's expert certified FREE templates.

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Please complete before next week!

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Your feedback and comments are important to us, as they provide us with information to improve future training experiences. The comments that you make will also be used for research and evaluation purposes.

All information for the evaluation will be collected anonymously and because the form is anonymous, we won't be able to identify it and withdraw it once you have submitted it. The results of this survey will be used to help measure the impact of the DAHA Accredited Leads Pilot Training Course taking place between 4th May and 22nd July 2021. The data will be summarised and shared with the management team.

The DAHA Accreditation Leads training course will meet the following 5 Learning Outcomes, and the evaluation questions are related to these outcomes. Please don't feel concerned if you can't answer some of the questions - the training will cover this - we just want to get a sense of where our participants are at in terms of knowledge and experience - and where you end up after the 12 weeks of training.

1. Understand the dynamics and impact of domestic abuse
2. Understand legislation and housing policy related to domestic abuse
3. Know how to identify and respond to domestic abuse using best practice components
4. Know how to improve services to domestic abuse survivors using DAHA as a model
5. Know how to lead a housing organisation through the DAHA accreditation process

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Your feedback and comments are important to us, as they provide us with information to improve future training experiences. The comments that you make will also be used for research and evaluation purposes. All information for the evaluation will be collected anonymously and because the form is anonymous, we won't be able to identify it and withdraw it once you have submitted it.

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Rebecca Vagi - Whole Housing Approach Programme Manager 

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Rebecca Vagi - Whole Housing Approach Programme Manager 

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Introduction

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Guidance x 3
Confidence x 2
Knowledge x 2
Focus
Collaboration
Improvement
Clarity
Insight
Growth
Progression
Direction
Reassurance
Insight

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Loved the Coat of Arms activity

The idea that I should set an end date for accreditation

reassurance re delegating tasks

all the tools available to help

I was overwhelmed now feel good about the shared experience, it's taken the worry out of it

understanding perspectives of other partners

importance of being a good leader, and being conscious of myself (values) in this

That I have support - I don't feel overwhelmed, there's familiarity and confidence

What leadership qualities do I need/what are the qualities others need - and how can our skills complement each other?

Loved the video, the activity and the possibility of putting it into practice with the Steering Group, meeting everyone - I am not alone - understanding myself.

Helped me to set out a plan of what is needed, consolidated my thinking

Relief - (I don't have to sort out case audits for the whole Council!), focus, clarity

Recognising and utilising my leadership skills to drive the project

Sharing knowledge (even though we're post accreditation) - we can still improve and learn.

My word at the beginning was FEAR (but I didn't say it out loud) I felt daunted. Now I have clarity, I'm not alone - I'm clearer in understanding of the expectations of the role and the support available.