GUILD CARE JOB DESCRIPTION

Transcription

1 GUILD CARE JOB DESCRIPTION Job Title Unit Responsible To Responsible For Salary Hours of Work Role Category Deputy Care Home Manager Care Homes Homes Manager Supervision of all staff involved in Care Services either directly or through Registered Nurses and Senior Care Assistants Spinal Point per annum 37 hours per week Front Line Leader Job Requirements Essential Desirable Nursing Qualification and PIN Number The post holder must be able to provide a satisfactory Disclosure and Barring Service check Management Experience Experience in a community or care home setting Experience of supervising staff Experience of working with older people/demonstrates awareness of Dementia Approved First Aid Certificate Job Purpose As a Registered Nurse the post holder will comply with standards of professional practice/conduct and maintain valid registration with the NMC in order to practice. It is the post holder s responsibility to ensure they are both familiar and adhere to these requirements. The Deputy Manager will be part of the Home s Senior Management team with a lead responsibility for management, support and direction of care services. You will be expected to be able to work flexibly to cover ad hoc RN shifts as required. The Deputy Manager will deputise for the Home s Manager during his/her absence, taking overall responsibility for the management of the Home. The Deputy Manager will support the Homes Manager to develop the Registered Nurse team, to obtain and sustain the necessary clinical skills and underpinning knowledge to manage the needs of residents. The Deputy Manager will access, plan, implement and evaluate care of residents using evidence based practice. The Deputy Manager will ensure a high standard of care service is provided for residents and will take charge of the Home in the absence of the Manager. Deputy Home Manager Page 1 of 6 August 2014

2 Main Duties To be responsible for the day to day care of residents, delegating roles to nursing and care staff as appropriate To provide clinical supervision to the Registered Nurses, to include live supervision at least quarterly. Through supervision ensure that the Registered Nurse team obtain and sustain the clinical competencies necessary to meet the needs of residents To act as Shift Team Leader and to provide overall supervision and development for nursing and care staff To contribute to the training of nursing and care, acting as a role model at all times. To actively participate in personal and professional development opportunities, attending mandatory training as identified To ensure that he/she continually seeks to improve his/her performance, skills and knowledge, staying up to date with nursing and managerial skills To assess, plan, implement and evaluate the care of residents using evidenced based practice To lead the named nurse approach to care planning through monthly audits of care plans ensuring completion and accuracy. Providing support to Registered Nurses to ensure a consistent approach to care planning based on personalised care and evidence based practice To support the Home Manager in completion of Continuing Health Care Assessments and associated assessments To anticipate resident and service user needs whenever possible to enhance the quality of service offered by the teams. To be responsible for the day to day planning, provision and recording of resident care in compliance with Guild Care s Resident Charter and all current legislative and regulatory requirements. To ensure records are updated, using the icare system and safeguard residents confidentiality in line with guidance and policy To liaise with residents, families and carers, the Home s Manager, staff and other relevant parties to ensure effective communication, and to develop and review resident s care plans. To use all medical, nursing and care equipment that ensure best possible value and quality of products are used. To ensure that all Guild Care processes and procedures relating to financial activities and record keeping, including timely and accurate reporting of financial information are completed where appropriate. To control stock ordering and monitor costs in accordance with the Homes budget To manage all staff involved in Care Services directly or through others ensuring all work is carried out to the appropriate regulatory or Guild Care standards and policies. Staff management will incorporate recruitment, team and individual meetings, supervision, staff development and performance management. To lead in the management of medicines in the Home, overseeing the ordering process, undertaking monthly audits and maintaining annual competency assessments for those staff responsible for the administration of medication To take an active role in the senior management team of the home, working positively with other senior staff who may be involved in managing other parts of the homes services on a day to day basis To take an active role in Risk Management and Health & Safety in line with Guild Care policy, ensuring any accidents, incidents or undue occurrences reported or witnessed are addressed. To ensure that residents and relatives complaints are dealt with proactively referring to senior manager for advice or resolution. To work a varied shift pattern to ensure that the home has a senior management presence outside of core hours. Deputy Home Manager Page 2 of 6 August 2014

3 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 Name Date Deputy Home Manager Page 3 of 6 August 2014

4 Deputy Home Manager Page 4 of 6 August 2014

5 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 Frontline Worker Frontline 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 domestics, 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 FRONT LINE LEADERS Personal Qualities Working with Others Selfawareness Managing yourself Continuing personal development Acting with integrity Develops networks Builds and maintains relation-ships Encourages contribution Personally shows awareness of responses of others to their actions and behaviours. Through everyday practice allows staff to reflect upon how they impact on and deliver services. Prepared to challenge themselves to try new things. Shows authority by personally intervening when appropriate. Maintains their own learning and development. Ensures the relevant learning needs of staff are met. Reflects on their own work and gives and receives constructive feedback to enable team development. Demonstrates and sets high standards of personal and professional behaviour and establishes boundaries between personal and professional responsibilities. 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 teams. Personally promotes equality and diversity and ensures the team 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. Appropriately challenges, shares expertise and has an ongoing dialogue with community groups to ensure that they are inclusive. Models and promotes effective and respectful relationships with the team. Shows that relationships are critical in supporting people to live the life they want. Shows an understanding of people s motivations and actively engages with them. Confidently communicates in an, open, accurate and straightforward way, using appropriate language, both verbal and non-verbal suitable for internal and external audiences. Demonstrates effective communication skills (listening, feedback, recording, sharing) to enable the team to promote the needs of people who use services ensuring they, and their family/carers, understand what is happening. Encourages and supports people who use services and staff to express their views, enabling them to participate in joint decision-making. Creates a positive Deputy Home Manager Page 5 of 6 August 2014

6 Manages Services Improves Services Sets Direction 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 environment which enables people to maximise their potential. Creates a team 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 others and the team. Recognises and promotes individual behaviours, strengths and attitudes into an effective team. Shows commitment to design services in response to the needs and wants 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. Models and encourages staff to enable people who use services to gain real control over their care and support. Guides, directs and supports colleagues, people who use services, their families and carers to ensure that high quality care outcomes are achieved. Maintains a personal style which engenders trust and which shapes the team. Ensures that supervision and review processes consistently reinforce a continuous improvement ethos. Takes personal charge of key issues to ensure that quality care and support is provided through responsibility and commitment. Works with the team to monitor what is working well and what can be improved. Demonstrates that they are prepared to raise concerns regarding quality, safety and performance and instil a safe to challenge culture within the team. Creates a dynamic atmosphere in the team and empowers staff to seek out opportunities for change and innovation, based on the needs and wishes of people who use services, their families and carers. Takes personal responsibility to act on feedback from staff and people who use services, their families and carers. Empowers staff to seek opportunities for people to participate in community life. Demonstrates a culture of continuous improvement with their team and engages with others to ensure good practice is adopted. Actively contributes and creates a team culture where discussion and ideas about care are exchanged. Provides responsive support that recognises the nature of change facing people who use services and frontline staff. Creates a team that champions excellent social care. Influences other organisations, third parties and families to uphold the rights and entitlements of people who use services with sensitivity. Identifies the external and internal drivers of change and communicates the rationale for change to others. 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 team. Builds decision-making processes that set out clear roles and responsibilities to facilitate effective performance improvement. Evaluates and embeds approaches and working methods that have proved to be effective into the working practices of teams and individuals. Models and encourages staff to find ways to enable people who use services to gain real control over their care and support. Deputy Home Manager Page 6 of 6 August 2014