Recruitment – Job Summary



|Post Title |Senior Referral & Planning ablement Co-ordinator – At Home and Specialist Employment Services |

|Job Family | |

|Line Manager |RegisteredOperations Manager |New Role? BC TUPE transferred role New post created within |

| | |Bucks CC as a result of reshaping service for the future. |

|Location |Various across the county |

|Job Purpose To manage all operational aspects of the Reablement service ensuring quality standards are maintained, the needs of clients are met and to |

|monitor and review the referral and planning process to ensure a safe, efficient and effective service |

|Job Context (key outputs of team / role to provide some specific examples of role profile accountabilities) 6-8 bullet points max |

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|Key Outcomes: |

|The staff team are supported in achieving goals relating to assessments and outcomes. |

|An innovative, creative and efficient service and the implementation of new service initiatives that benefit both clients and the business. |

|Safe, quality, responsive, risk assessed services based on client need. |

|Up-to-date, clear and accessible records held in appropriate formats. |

|To ensure (through others) that clients are supported in an individual, person centred way and able to make meaningful choices and that services are |

|reviewed and amended as appropriate. |

|Support for the implementation of new service initiatives that benefit both clients and the business. |

|Effective partnership working with a variety of health and social care providers. |

|The review and reporting of performance according to agreed indicators. |

|Financial budgets are managed effectively |

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|Examples of Specific Tasks: |

|facilitating new contacts to attract new clients, assessing and reviewing client need and highlighting services within the community and through local |

|professionals |

|manage relevant resources including staffing, (including recruitment, training, team development) budget monitoring, liaising with others or delegating |

|such tasks |

|overall safety and quality of service including monitoring, feedback, complaint handling, solving problems, liaising with safeguarding and other |

|regulatory bodies, ensuring compliance with policies, putting procedures in place, disseminating information |

|handling performance issues re staff up to 1st stage disciplinary and other similar processes |

|investigation processes (informal and formal) |

|APR objective setting, implementation and review |

|Complaint investigation and resolution |

|Knowledge, Skills and Experience |

|(N.B. Only Essential criteria taken into account for job evaluation purposes) |

|Role Profile requirements. |Job specific examples. |Essential |Desirable |

| |(if left blank refer to left hand column) | | |

|Key Responsibilities: (all essential) | | |

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|Knowledge and experience of working with vulnerable adults in similar settings. E.g | | |

|To be involved in service and opportunity development and service improvement initiatives focused on increasing clients | | |

|and revenue. | | |

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|Excellent communication and interpersonal skills. E.g | | |

|Communicating with a wide variety of people in different ways and ensuring that key messages are understood and applied | | |

|Handling sensitive issues relating to client feedback and need | | |

|Effective decision making; able to support client progress and changes to services. E.g | | |

|Challenge, question and advise as appropriate and use information to make decisions affecting service delivery that are | | |

|based on sound, good practice, having reflected on consequences. | | |

|Good time management and prioritising skills; able to assess competing demands and prioritise effectively. E.g | | |

|To manage enquiries and referrals in partnership with relevant agencies. | | |

|To manage and ensure the most effective use of resources | | |

|To respond calmly and effectively to crisis situations | | |

|Motivated to improving services for vulnerable people. E.g | | |

|To ensure the service is delivered in line with agreed quality standards and safeguarding legislation and CQC | | |

|requirements. | | |

|To positively encourage best practice and lead by example, taking responsibility for raising concerns where practices | | |

|fall below the level expected and ensuring remedial action is taken and monitored. | | |

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|Flexible and adaptable to changing environments, processes and procedures. E.g | | |

|Contributing to changes to policies and procedures and aware of the wider context within which they are working and | | |

|keeping up-to-date with best practice and changes to regulations. Reviewing what works and what is in the best | | |

|interests of clients | | |

|Ability to effectively mentor and motivate others. E.g | | |

|To lead one of two teams: (a) one post will directly manage 3 central co-ordinators and indirectly manage the Bravo team| | |

|(2); (b) one post will directly manage 3 team co-ordinators, and 1 senior assessor and indirectly manage 37 Reablement | | |

|Workers and 10 Assessors. However, there will be cross over between the two roles. | | |

|Literate and numerate. Able to maintain accurate records in the required format. E.g | | |

|To effectively monitor budgets in relation to income and expenditure | | |

|To oversee recording requirements in the correct formats | | |

|Good IT skills; able to maintain accurate records using relevant IT systems. | | |

|Personal resilience and the ability to manage a degree of stress associated with the nature of the role and the service.| | |

|To support the Operations Manager as and when required particularly in relation to project work. | | |

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|Qualifications (essential) |

|Health and social care qualification relevant to the role (i.e. NVQ L3 or CQF L3 certificate or equivalent) or equivalent relevant experience. |

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|Other Requirements |

|On call rota |

|Decision Making Accountability |

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|Budgets: |

|Is the role directly responsible for managing a budget? (please specify size and type of budget) |

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|Yes, responsibility for day to day management of the budget for the service involving all aspects of service budget – staffing establishment, |

|agency/casual, income/expenditure. |

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|Planning and Decisions: |

|What sort of deadlines does this person work to? Specify short, medium, long term |

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|Short term deadlines in terms of dealing with and making decisions about service-related issues e.g. safeguarding and client issues, staffing and rota |

|issues, requiring an immediate response that will involve re-prioritising other tasks |

|Medium term deadlines in terms of monitoring and managing staff to client ratios and any changes, contract management e.g. relationships with other |

|agencies, handling referrals to the service, monitoring the management and review of assessments and support plans for clients and staff performance |

|management and development. Supporting the planning and follow up of CQC inspections |

|Long term in terms of contributing towards service planning and review |

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|Is this post responsible for forward planning? Specify to what extent e.g. 6 months or 3-5 year planning  |

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|6-12 months in terms of service utilisation and development, staff development and ensuring mandatory training is up-to-date and regulatory action plans |

|are followed up |

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|Approximately how many posts are under the role’s reporting line? (including those that are managed directly and indirectly) |

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|Post (a) 3 and 2 managed indirectly (the Bravo team is a joint BCC and NHS service) |

|Post (b) 4 and 47 managed indirectly |

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|Which key stakeholders does the post holder have to work with to be successful in their role? |

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|Internal managers, care management, other health & social care agencies, clients and their families and carers |

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|What are the top 3 key decisions the post holder would be responsible for? |

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|The allocation of staff and changes to services |

|The management of referrals and changes to client assessments and needs and any changes and dealing with any complaints |

|The promotion and development of the service and increasing revenue |

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|What decisions are referred to the line manager? |

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|Client or staffing issues that escalate because of their complexity or an inability to effectively resolve within the service |

|Any serious safeguarding or CQC issues |

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|Contacts: |

|With whom does this post have regular work contact? |

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|Colleague Service Managers, Operational Managers, Care Managers and other professionals within the sector, NHS, support colleagues within BCC e.g. |

|finance |

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|For what reason? # delete as applicable and supply more information |

|Receiving or giving information? Y |

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|Giving professional advice? Y |

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|Negotiation? Y If Yes please give an example: if timescales need to be adjusted or priorities need to be re-ordered |

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|Where this is an existing post, please identify the changes to the post since it was last evaluated: |

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|n/a. It is a BC post which transferred to BCC wef 01.01.17. Changes following a BC restructure include greater responsibility for facilities |

|management, budget management, service development including outreach services and increasing revenue. |

|The job involves travel for business purposes: |

|Organisation Structure (Please attach if available) |

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