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Slough, England, UK
Operations Manager, London
January 2013 - January 2014
Reason for leaving: Operational restructuring
Description of responsibilities as Operations Manager
I worked as Operations Manager for children's residential services in London. The needs of the children referred were often extensive, coming from challenging backgrounds that have impacted in a variety of profound ways upon their lives. This impact manifests itself in a variety of different ways from complex mental health issue's to drug dependency, criminal behaviour or difficulties with social and educational engagement.
The registered services included an emergency provision, a short term assessment centre, and medium to long term residential homes. Each home had a registered manager and specialist staff teams. Clinical and health support works cohesively within each services. My role as operations manager was to line manage and mentor the services operational and strategic development.
I had budget responsibility for all services and within a frequently changing environments with children moving on and new children arriving, the balance between maintaining revenue and effective targeted expenditure was key. Building working partnerships with social work teams and commissioners was crucial to maximising revenue streams and building increased forecasting confidence, leading to budget stability.
The care and clinical environments were both challenging and rewarding. Challenging in terms of effective risk matching of children, safeguarding, clinical therapeutic support and managing aggressive / challenging behaviour. Rewarding in terms of co-ordinating, supporting, mentoring and achieving the best possible outcomes for vulnerable children.
I began working for Five Rivers in January 2013 and through my leadership and the support of others the services had grown from 25% with Good Ofsted ratings to 75% with Good Ofsted ratings within 6 months. This result was very similar to the immediate impact my management had for Botton Village (my previous employment for...
Camphill Village Trust
January 2012 - January 2013
Reason for leaving employment: Relocation to North Yorkshire was unsuccessful.
Description of responsibilities as General Manager
My role as General Manager was based at Botton Village in North Yorkshire. Botton village is an 'intentional community' where workers live with and support people with a variety of disabilities. They are not paid a salary but receive expenses for what they class as a vocation rather than work. The General Manager is one of a handful of traditional paid management roles. As General Manager at Botton Village I was responsible for all areas of community management, in quantitative terms this means:
➢ 111 tenants with a variety of learning, physical and mental health needs.
➢ 140 social care staff
➢ 10 members of Village Management group
➢ 5 Care and Support Managers
➢ 20 administrative staff
➢ 30 homes
➢ 12 workshops offering employment and therapeutic activities
➢ 5 farms - agricultural and livestock
➢ 3 shops
➢ 1 health centre
➢ 1 Café
When I began working as General Manager I inherited many significant challenges, not least the removal of the previous General Manager under difficult circumstances. Botton Village had been inspected the previous year by CQC and North Yorkshire County Council and had been found to be seriously compromised in terms of its social care and financial standards. I inherited an action plan designed to address the various deficits. In addition to the regulated standards tensions existed between the workers within Botton village and the charity Camphill Village Trust (CVT) that Botton was the oldest and single biggest part of. This manifested itself through deep suspicion of management and a belief that there was an agenda to undermine the intentional community model that had existed for over 50 years. Finally the Botton community was a fragmented mixture of small groups and individuals trying to manage the various needs within the community. These groups and individuals were lacking in management skills,...
August 2007 - December 2011
Reason for leaving employment: Re-location to North Yorkshire
Description of responsibilities as Area Manager
I was part of the senior management team responsible for residential services across a large geographical care, with locations in Stevenage, Walthamstow, Purley, Reading, Ramsgate and Margate. Underlining all the work undertaken was a drive to uphold and champion the needs of people with sensory impairments. I was responsible for policy development and implementation of national government strategies. Through a period of structural change within Sense I supported the change process across all levels of the charity. I had operational responsibility to ensure all services adhered to Essential care standards regulations and outcomes, however in addition to adherence was the importance of ensuring in reality the work undertaken made a positive difference to the lives of all who we supported. I was responsible for extensive budget planning and on-going management addressing the revenue challenges in a time of austerity within the country that impacted significantly upon social care funding. I specialised in the management of challenging behaviour, qualifying (IABA) as a challenging behaviour analyst. I also trained and advised on risk management strategy and procedure across the organisation, implementing and training new policies across all areas of England and Wales. Within my area I was responsible for all recruitment in partnership with HR. Finally I designed new and innovative projects, including ones related to the development of community access for people with sensory impairments that received national recognition.
3d. Previous Employment
Berkshire Care Association
August 2007 - August 2008
(1 year contract)
Description of responsibilities as Executive Chair
The strategic leadership of the care association, encompassing over 400 members across Berkshire. As executive chair I was responsible for ensuring that through our partnerships and our membership we added value to the lives of others and demonstrated this robustly to the community. Our organisation professionally challenged inadequate standards within our sector and championed excellence.
I carried out this role in additional to my full-time substantive role with Sense during that time.
It was a privilege to be associated with such a dedicated and valued organisation.
3f. Previous Employment
Berkshire Care Association
June 2006 - August 2007
Description of responsibilities as Children's services lead
I undertook this role as children's lead on the executive board in addition to the role of Head of Care for Norwood during that time.
I was responsible for leading on Children's services projects and initiatives in addition to championing best practice within children's services.
During my time in this role I led a project that was responsible for developing induction standards workforce materials for children's services across Berkshire. I managed a collaborative partnership that included representation from councils, charities and training organisations. The materials produced were widely recognised as examples of excellence within the sector.
3g. Previous Employment
Consultant and trainer
From August 2005
Description of role / work undertaken
Over the period stated I have trained and advised on care sector issues, working with local authorities, charities and private organisations. Developing policy and improving outcomes. Examples of the organisations I have worked are, Oxfordshire County Council, Styleacre, MAC care, BCA, Norwood, Bracknell Forest Council, Wokingham Council, Norwood, Sense, Camphill Village Trust. I have particularly specialised in risk management.
I carried out this training and consultative role in addition to the full time contracted roles over the time period.
3e. Previous Employment
Head of Care
December 2004 - June 2007
Reason for leaving employment: Redundancy
Description of responsibilities as Head of Care
My role as Head of Care for Norwood was based within Ravenswood Village community in Berkshire, which supported the needs of over 150 children and adults with learning, physical and sensory needs. In addition to the residential school the village had 19 residential adult services, a farm, a college, stables, a shop, a coffee shop, arts centre, swimming pool and sensory rose garden. The community began in the early 1950's and was set up by a group of Jewish families wishing to ensure not just the physical and learning needs of the their children were met but also their cultural and religious needs. A strong Jewish identity remains the heartbeat of the community and enabled myself and other non-Jewish employees to learn, appreciate and embrace the importance of a strong faith and community culture. My senior management of the residential school included the care service development in line with legislative requirements. The school supported children with a very high degree of special needs and their support was extensive. This high level of need was represented in the residential fee's I negotiated with local authorities. I built and maintained working relationships with 16 different local authorities from around the country that funded placements at the school. I was the child protection co-ordinator for the school and as such had to ensure the accurate recording and reporting of concerns. I attended case conferences in relation to child protection matters during my time within the role. An extremely important aspect of my role was liaison with families who were often deeply involved with the care and support of their children. Supporting families through the complexities of social support for their children as they grew towards adulthood was always challenging but ultimately rewarding when successfully supporting any young persons development. Transitional planning and...
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