GUILD CARE JOB DESCRIPTION

Transcription

1 GUILD CARE JOB DESCRIPTION Job Title Operations Manager (Care Homes) Unit Head Office Responsible To Deputy Chief Executive Responsible For Home Managers & Activity Team Leader Salary Spinal Point Hours of Work 35 hours per week Role Category Operational Leader Job Requirements Essential Desirable The post holder must be able to provide a satisfactory Disclosure and Barring Check 5 years management experience Relevant professional qualification (Minimum of an NVQ Level 4 in Health & Social Care and Registered Managers Award or Level 5 QCF Diploma in Leadership for Health & Social Care) Experience of managing a Care Quality Commission regulated service, or Experience of working in the Adult Social Care, or Qualified Social Worker An understanding of care home funding Job Purpose To work as a senior member of Guild Care s operational management staff reporting to the Deputy Chief Executive. To provide leadership as set out in the Leadership Qualities framework for Operational Leaders. To work with the Deputy Chief Executive and Head of Nursing & Quality to manage the operational activity of Guild Care s five registered care homes. To work with the home managers to deliver high quality services that achieve our strategic and operational objectives. To support the deputy manager in the absence of the Home Manager to manage the care home. To work with the Home Managers to achieve regulatory compliance, implementation of continuous improvement plans, the development of business plans, implementation of financial controls and management of the catering contract. To support the Activities Team Leader to develop and implement a programme of activities that provides social interaction, stimulation and enhances the well-being of residents living in our care homes. Main Duties To ensure that the care homes achieve the regulatory requirements established by the Care Quality Commission and Local Authority To audit care practice in Guild Care Homes, to establish compliance with Guild Care policies and regulatory responsibilities To improve care practice by leading on the implementation of Continuous Improvement Plans To develop innovative and evidence based practice that improves the outcomes and experiences of the individuals using our service Page 1 of 6

2 To lead on the development, updating and writing of non-clinical policies and procedures to support compliance and practice development To lead on the development of business plans with input from the Home Managers, Deputy Chief Executive and Head of Nursing & Quality To work with the Home Managers to oversee the management of non-clinical incident and accident reporting. To support with trouble shooting, trend analysis and incident/accident investigations. To provide temporary management cover in the absence of the Home Managers To provide monthly supervision to the Home Managers and Activity Team Leader To provide operational advice and support, acting as a resource, role model and mentor to all Home Managers To support the Home Managers & Head of Nursing & Quality with disciplinary investigations and staff performance management To identify training needs for the services, Home Managers and Activities Team Leader To lead and direct the Activities Team Leader so that a programme of activity is created in the homes that promotes the physical, emotional and psychological well-being of residents To be accountable for the weekly monitoring of the care homes financial performance. To introduce financial controls to ensure that each service achieves its budget requirements To work with the Deputy Chief Executive to develop a renewals programme for the care homes To manage the catering contract liaising regularly with the catering staff To work collaboratively with other professionals and agencies to share good practice and resources Health and Safety As an employee you have a responsibility under the Health and Safety at Work Act 1974 to: i) Take reasonable care of yourself and others at work ii) Co-operate with Guild Care to ensure the laws relating to health and safety are not broken. iii) Report any problems or concerns about health and safety to the manager in the area in which you are working. Equal Opportunities Guild Care is committed to anti-discriminatory policies and practices and it is essential that the post holder is willing to make a positive contribution to their promotion and implementation. Confidentiality The post holder is required to observe strict and complete confidentiality regarding information obtained during the course of his/her duties. Scope of Job Description This job description reflects the immediate requirements and responsibilities of the post. It is not an exhaustive list of the duties but gives a general indication of work undertaken which may vary in detail in the light of changing demands and priorities. Substantial changes will be carried out in consultation with the post holder. Signature Page 2 of 6

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4 GUILD CARE PERSON AND VALUES SPECIFICATION Within all of its recruitment and development aims Guild Care places importance on both the skills needed to undertake a job role alongside the values that a member of staff can bring to a role. To assist with this process Guild Care uses the national leadership qualities framework for social care to demonstrate to our staff the qualities that they need for a particular job role. All of our job roles are referenced to the following leadership levels and staff will be supported to achieve all of the requirements of the levels for their current and future career opportunities: Leadership Levels Front Line Worker Front Line Leadership Operational Leadership Strategic Leadership Applies to all staff without a direct supervisory or management responsibility working directly with or for the users of our services or within a support function. For example housekeeping assistant, care workers, support workers and administrators Applies to all staff with a supervisory responsibility working directly with or for the users of our services or work without direct supervision within a support function. For example RN s, senior care assistants, housekeepers, senior support workers, coordinators and officers Applies to all staff with direct line management responsibility for a service, a defined group of staff and/or for a support function. For example registered managers, service managers, head office managers and identified senior deputy service managers Applies to all senior managers with responsibility for the strategic direction and operational management of Guild Care. For example directors and heads of services LEADERSHIP QUALITIES FRAMEWORK FOR OPERATIONAL LEADERS Personal Qualities Working with Others Selfawareness Managing yourself Continuing personal development Acting with integrity Develops networks Builds and maintains relation-ships Shows a well-developed sense of their own behaviour and through their presentation shapes the way staff impact on others. Prepared to challenge themselves to try new things, whilst supporting others to innovate. Takes responsibility for their organisation. Maintains their own learning and development. Supports staff to identify and address their learning and development requirements. Through reflection and two-way feedback develops standards and practice to clearly outline expectations of learning. Demonstrates and sets high standards of personal and professional behaviour and leads a culture of professionalism. Consistently puts core ethics and values into practice and promotes them in others. Is authentically warm, genuine, trustworthy, honest, reliable, consistent and caring in all their actions and supports this culture within the organisation. Personally promotes equality and diversity and ensures the service is sensitive to people s culture, age, gender, religion, race, sexual orientation and disability. Treats everyone with dignity, sensitivity and respect using a convincing and authentic leadership style. Identifies and engages with other organisations and networks to share views and approaches. Appropriately challenges, shares expertise and has an ongoing dialogue with community groups to ensure that they meet the requirements of people who use services. Creates a service that values and promotes effective and respectful relationships between people. Intervenes personally to establish good relationships to support people to live the life they want. Retains a connection to, and understanding of, what happens at the front line of services. Confidently communicates in an appropriate, open, accurate and straightforward way about their service. Demonstrates effective communication skills (listening, feedback, recording, sharing) to promote the needs of others within the service. Has the ability to wield influence appropriately, using suitable language, both verbal and non-verbal and responding effectively to cues. Translates policy and guidance into understandable information Page 4 of 6

5 Manages Services Improves Services Sets Direction Encourages contribution Works within a team Planning Manages resources Manages people Manages performance Ensures the safety of people who use services Critically evaluates Encourages improvement and innovation Facilitates transformation Identifies the context for change Applies knowledge and evidence Makes decisions Evaluates impact according to users families, carers and audiences needs. Encourages and enables both staff and users of services to be involved in the co-production of how the service operations. Identifies strengths, challenges and issues for other people and uses this understanding to engage positively with them. Creates a service ethos which takes into account a person s whole life, including physical, mental, cultural, emotional and spiritual needs. Maintains a personal style that gets the best out of teams across the organisation. Builds a service based on the combined contributions of different people. Consistently seeks to shape services around the needs and desires of people who use services, learning from experience and with appropriate assessment of opportunity and risk. Demonstrates that they are prepared to raise concerns about quality, safety and performance and instil a safe to challenge culture within the organisation. Maintains a personal style that gets the best out of others across the service. Guides, directs and supports colleagues, people who use services, their families and carers and the wider community to ensure that high quality care outcomes are achieved. Maintains a personal style which engenders trust and which shapes the service. Builds supervision and review processes that consistently reinforce a continuous improvement ethos. Takes personal charge of key issues to ensure quality care and support is provided and fosters a culture in which people are confident in taking responsibility. Works across the organisation to recognise good performance and to take action where performance can be improved. Demonstrates that they are prepared to raise concerns about quality, safety and performance and instil a safe to challenge; culture within the organisation. Actively shapes and supports the market for social care in partnership with people who use services, to ensure that appropriate services are commissioned/de-commissioned and those services adapt and respond to their wishes and needs. Acting on feedback, fulfils commitments to people who use services, their families, carers, staff and managers. Ensures that the service is designed around the contributions that people can make as well as their needs, with support in communities as the starting point, rather than services. Models and creates a culture of improvement and works across systems to improve practice. Demonstrates a culture of continuous improvement within their service. Actively contributes and creates a service where discussion and an exchange of ideas about care is commonplace. Actively listens and responds to create positive connections with users of service and staff to gain support for development and change. Creates a service that champions and promotes excellent social care. Influences and supports staff in their work with other organisations, third parties and families to uphold the rights of people who use services with sensitivity. Actively seeks to understand the potential impact of the external health and social care environment on the organisation. Translates change into strategies and actions. Supports and encourages the organisation to improve inefficient unnecessary or unworkable practices. Uses knowledge and evidence to improve management of risk. Provides advocacy for their organisation. Builds decision-making processes that set out clear roles and responsibilities to facilitate effective performance improvement. Identifies gains which can be applied elsewhere in the organisation and incorporates these into operational/business planning. Disseminates learning from changes which have been introduced. Models and encourages Front-Line Leaders to find ways to enable people who use services to gain real control over their care and support. Page 5 of 6

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