We are looking for a proactive and experienced Operations Manager to oversee the day-to-day management of adult health and social support services. The successful candidate will ensure the smooth operation of support services, manage staff teams, and maintain high standards of support delivery. This role is critical in ensuring that services are person-centred, compliant with regulations, and aligned with the strategic goals of the organisation.
Key Responsibilities:
1. Operational Leadership, Service Quality and Compliance:
* Manage the daily operations of the support managers and their delivery of Coquet Trust’s offer in line with organisational values and ensuring outstanding support is achieved.
* Oversee the coordination of support, ensuring the effective use of resources and adherence to support plans, and the wishes of the people we support.
* Ensure support managers and their teams meet regulatory standards, including Care Quality Commission (CQC) guidelines, comply with local authority and health and safety regulations.
* Lead the team of support managers to ensure that organisational policy and procedures are adhered to.
* Accountable for the compliance of each location to expected organisational standards and driving Trust initiatives through your practice.
* Monitor and evaluate the quality of support provided, ensuring person-centred support that meets the individual needs of people we support.
* Implement and monitor quality assurance processes to ensure compliance with safeguarding, health and safety, and other relevant legislation.
* Monitoring and oversight of the timely completion of actions.
* Prepare for external inspections by CQC and other regulatory bodies.
* CQC Registered Manager
Deliverables:
* Overall compliance across the organisation.
* Responsive and Safe.
* CQC Outstanding.
* Ensured Nourish compliance.
* Care Certificates completion within timescale and signed off.
* Responsive incident sign-off and oversight.
* Meeting the needs for the people we support.
* Regular review of organisational oversight of DoLs and CoP (Living document).
2. Team Management:
* Lead, mentor, and manage support teams, including support managers, team coordinators and support workers.
* Ensure all staff receive appropriate training, supervision, and professional development opportunities.
* Foster a positive working environment that promotes teamwork, high morale, and staff retention.
* Conduct regular performance reviews and 1:1’s, addressing any issues of underperformance and implementing improvement plans.
* Lead on investigations and disciplinaries when directed.
* Facilitate support manager meetings and increase the frequency
* Oversight of team meetings; commitment, agenda and current themes
Deliverables:
* To maintain the energy and development of support manager’s independence and creative thinkers.
* On-going development of the SM role – creating a resource and infrastructure for specialist. support and other business opportunities.
* Maintaining a consistent management team.
* Ensuring documentation is fluid and transferrable – e.g., on-boarding and off-boarding of managers, people we support and stakeholders.
* Informed and directed workforce = skilled and mindful support
* Minimising the emotional and financial impact of staff suspension to ensure a timely outcome for all involved, including the people we support.
3. Financial and Resource Management:
* Manage budgets for designated locations, ensuring cost-effective use of resources while maintaining quality standards.
* To provide oversight of contracts, ISFs and the correlation with hours of support provided.
* Oversee the flexibility of support.
* Monitor spending in line with funding and provide regular reports to senior management.
* Ensure efficient allocation of staff, equipment, and facilities to maximise service delivery and minimise wastage.
* Management of support hours and reporting to the finance department.
* Support the finance department and support managers to negotiate with external financial appointees
Deliverables:
* Efficient oversight of ISF and contracted hours.
* Clarity on income and expenditure as per location.
* Planning for the future and financial resilience.
* Be viewed as a responsive organisation to changes in needs.
* Preventing aged debt.
* Enhanced relationship with those acting on behalf of the people we support = harmonised relationships, trust and transparency.
4. Engagement, Stakeholder Engagement and Communication:
* Ensure that the voices of people we support and their families are heard and incorporated into support planning and support improvements.
* Act as a point of escalation for complex cases, working closely with families, people we support, and external agencies to resolve issues.
* Promote a culture of transparency, open communication, and continuous feedback from people we support.
* Produce accessible, easy read documents – e.g. all policies co-produced and in an accessible format
* Produce the monthly news – easy read.
* Build and maintain effective relationships with local authorities, health professionals, and other stakeholders.
* Represent the organisation at meetings, forums, and partnership events to strengthen collaborations and ensure best practices.
* Provide regular updates and reports to senior management on location performance, challenges, and achievements.
Deliverable:
* Continuous, active participation with people we support and stakeholder forums (both internal and external, e.g., Voices Together, Community Connectors, Citizen Network). Increasing in presence and extending the networks, for example, VT monthly and national engagement
* Ensuring the rights and expectations of the people we support’s voices heard and acted upon – represented in participation and feedback
* Increased co-production, partnership and accessible information.
* The production of a monthly newsletter to workforce and people we support/stakeholder etc.
* Quarterly professional newsletter contribution, e.g., local authorities. This will enhance opportunity to be at the forefront of professional stakeholder’s mind, enhancing business opportunities.
5. Risk and Safeguarding:
* Ensure all safeguarding protocols are followed, and that vulnerable adults are protected from harm.
* Lead on risk assessments and put in place strategies to mitigate risks related to support delivery.
* Respond to incidents and complaints in a timely and appropriate manner, ensuring corrective actions are taken and reported appropriately.
* Actively involved in the creation of co-production safeguarding training for people we support and staff (learning together)
Deliverables:
* Skilled and informed staff and the people we support.
* A greater awareness will minimise the potential of omission.
* Responsive to potential escalation of concerns and more likely to minimise distress.
* Reduction in safeguarding and CQC notifications.
* People we support being involved in developing their own risk management strategies.
* Meeting the requirement of CQC and Safe.
6. Continuous Improvement:
* Identify areas for service improvement, ensuring that support delivery is continuously evolving to meet best practices and the changing needs of the people we support.
* Implement new technologies, support models, or practices that enhance support quality and efficiency and support outcomes.
* Lead the implementation of organisational and management initiatives, ensuring that staff are engaged and supported through transitions.
* Provide practice leadership on organisational initiatives to staff in locations.
Deliverables
* CQC well-led.
* Enhancing financial resilience and business growth.
* Increasing visibility and presence with procurement opportunities.
* Improving the information flow within the organisation and externally.
* Futureproofing strategic initiatives and their longevity within the organisation, once SMT have moved onto the next phase. E.g., Assistive Technology, Capable Environments, skilled and engaged workforce.
* Security for the provision of specialist support offer .
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