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Leader in adult care

Leader in adult care

Care services

Level 5 - Higher Technical Occupation

Leading the care service and managing teams of carers to look after adults with care needs.

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Reference: OCC0008

Status: assignment_turned_inApproved occupation

Average (median) salary: £24,072 per year

SOC 2020 code: 6136 Senior care workers

SOC 2020 sub unit groups:

  • 6136/02 Senior home care workers
  • 1232/01 Day care managers
  • 1232/02 Domiciliary care managers
  • 1232/03 Residential care managers and proprietors
  • 6136/03 Senior residential care workers

Technical Education Products

ST0008:

Leader in adult care

(Level 5)

Approved for delivery

Employers involved in creating the standard:

Avida Care, Caretech Community Services Ltd, Creative Support, CTTM, Hand in Hands, Lifeways Group, Hendra Healthcare (Ludlow) Ltd, Hertfordshire County Council, Leeds City Council, Surrey County Council, Avery Group, West of England Centre for Inclusive Living, Woodford Homecare, Voyage Care

Summary

The Leader in Adult Care will guide and inspire teams to make positive differences to someone’s life when they are faced with physical, practical, social, emotional, psychological or intellectual challenges. They will be a leader of the care team and will develop and implement a values-based culture at a service or unit level. They may be responsible for business development, financial control, organisational resilience and continuity as well as for managing risk and leading on organisational change. A Leader in Adult Care has responsibility for managing community or residential based services. This role has a large element of leadership, whether with other care workers and networks or in leading the service itself. A successful apprentice will have met all the requirements. They have a responsibility to ensure the service is safe, effective, caring, responsive to people’s needs and well-led. They may be a registered manager of a service, unit, deputy or assistant manager. They will be responsible for ensuring regulatory compliance of the care given and the values and training of staff with established standards and regulations.

Employers involved in creating the standard:

Avida Care, Caretech Community Services Ltd, Creative Support, CTTM, Hand in Hands, Lifeways Group, Hendra Healthcare (Ludlow) Ltd, Hertfordshire County Council, Leeds City Council, Surrey County Council, Avery Group, West of England Centre for Inclusive Living, Woodford Homecare, Voyage Care

Typical job titles include:

Assistant Manager
Deputy Manager
Registered Manager
Service Manager
Unit Manager

Keywords:

Adult Care
Care
Care Services
Health
Health And Science
Leader
Social Care

Knowledge, skills and behaviours (KSBs)

K1: Statutory frameworks, standards, guidance and Codes of Practice which underpin practice in relation to the safe delivery of services
K2: Systems and processes needed to ensure compliance with regulations and organisational policies and procedures including health and safety and risk management
K3: Principles of risk management, assessment and outcome based practice
K4: Principles and underpinning theories of change management including approaches, tools and techniques that support the change process
K5: Legislative and regulatory frameworks which inform quality standards
K6: Theories and models that underpin performance and appraisal including disciplinary procedures
K7: Legislation and policy initiatives on the promotion of diversity, equality and inclusion in services they lead
K8: Legal and ethical frameworks in relation to confidentiality and sharing information
K9: Range of tools and strategies to enhance communication including technology
K10: Legislation, national and local solutions for the safeguarding of adults and children including reporting requirements
K11: The elements needed to create a culture that supports whistleblowing in the organisation
K12: Models of monitoring, reporting and responding to changes in health and wellbeing
K13: Principles of professional development
K14: Goals and aspirations that support own professional development and how to access available opportunities
K15: Elements needed to create a culture that values learning, professional development, reflective practice and evidence based practice
K16: Systems and processes necessary to ensure professional development opportunities are identified, planned, sourced, evaluated and recorded for workers
K17: Theories of management and leadership and their application to adult care
K18: Features of effective team performance

S1: Develop and apply systems and processes needed to ensure compliance with regulations and organisational policies and procedures
S2: Implement strategies to support others to manage the risks presented when balancing individual rights and professional duty of care
S3: Develop and apply systems and processes that monitor and sustain quality of the service, including assessments, care plans and service delivery
S4: Lead and support others to work in a person centred way and to ensure active participation which enhances the well-being and quality of life of individuals
S5: Encourage and enable both staff and people who access care and support to be involved in the co-production of how the service operates
S6: Manage all resources in delivering complex care and support efficiently and effectively
S7: Develop and lead implementation of organisational practices to create and sustain a culture that actively champions dignity and respects diversity, inclusion and fairness in the workplace
S8: Develop and lead a culture that values courage in working in ways that may challenge workers’ own cultural and belief systems
S9: Develop and implement organisational processes to ensure that records and reports are written clearly and concisely and to keep information safe and preserve confidentiality
S10: Translate policy and guidance into understandable information for a range of audiences including people who access care and support, carers and families and other colleagues
S11: Implement systems to train and support work colleagues to enable them to recognise and respond to potential signs of abuse and or unsafe practices, following organisational policies and procedures
S12: Monitor and evaluate the effectiveness of organisational policies, systems and processes for safeguarding
S13: Lead the implementation of policies, procedures and practices to manage health, safety and risk to individuals and others in health and social care to ensure compliance with legislation, standards and guidance
S14: Implement health and safety and risk management policies, procedures and practices to create a culture that values health and well-being in the organisation
S15: Monitor, evaluate and improve health, safety and risk management policies and practices in the service
S16: Apply evaluated research and evidence-based practice in own setting
S17: Take initiative to research and disseminate current drivers in the adult care landscape
S18: Embed systems to improve performance of self and/or work colleagues through supervision, reflective practice and learning and development opportunities
S19: Show a well-developed sense of their own behaviour and impact on others modelling a values-based culture
S20: Create a supportive culture that values initiative and innovation and recognises the variety of skills of all within the service, both workers and individuals supported
S21: Adopt a team approach, recognising contributions of team members and able to lead a team where required

B1: Care – is caring consistently and enough about individuals to make a positive difference to their lives
B2: Compassion – is delivering care and support with kindness, consideration, dignity, empathy and respect
B3: Courage – is doing the right thing for people and speaking up if the individual they support is at risk
B4: Communication – good communication is central to successful caring relationships and effective team working
B5: Competence – is applying knowledge and skills to provide high quality care and support
B6: Commitment – to improving the experience of people who need care and support ensuring it is person centred

Occupational Progression

This occupational progression map shows technical occupations that have transferable knowledge and skills.

In this map, the focused occupation is highlighted in yellow. The arrows indicate where transferable knowledge and skills exist between two occupations. This map shows some of the strongest progression links between the focused occupation and other occupations.

It is anticipated that individuals would be required to undertake further learning or training to progress to and from occupations. To find out more about an occupation featured in the progression map, including the learning options available, click the occupation.

Progression decisions have been reached by comparing the knowledge and skills statements between occupational standards, combined with individualised learner movement data.

Technical Occupations

Levels 2-3

Higher Technical Occupations

Levels 4-5

Professional Occupations

Levels 6-7

Progression link into focused occupation.
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Level 2

Progression link into focused occupation.
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Level 3

Progression link into focused occupation.
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Level 4

This is the focused occupation.
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Level 5

Progression link from focused occupation.
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Level 6

Care services

Health and science