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Children, young people and families manager - Children, Young People & Families Manager within the Community

Children, young people and families manager - Children, Young People & Families Manager within the Community

Care services

Level 5 - Higher Technical Occupation

Manage teams to help and advise families that need support.

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Reference: OCC0087A

Status: assignment_turned_inApproved occupation

Average (median) salary: £39,746 per year

SOC 2020 code: 1232 Residential, day and domiciliary care managers and proprietors

SOC 2020 sub unit groups:

  • 1232/01 Day care managers
  • 1232/02 Domiciliary care managers
  • 1232/03 Residential care managers and proprietors
  • 2461/02 Children, family and school social workers
  • 2469/01 Adoption officers
  • 2469/02 Children and family services professionals
  • 3221/02 Family support workers
  • 3222/01 Child protection officers

Technical Education Products

ST0087:

Children, young people and families manager - Children, Young People & Families Manager within the Community

(Level 5)

Approved for delivery

Employers involved in creating the standard:

Acorn Children’s Homes, Appletree School, Association of Directors of Children’s Services (ADCS), Caretech Community Services Ltd, Derbyshire County Council, Dove Adolescent Services Ltd, East Riding County Council, Hampshire County Council, Harmony Children’s Services Ltd, Percy Hedley Foundation, Suffolk County Council, Kirklees Council, Leicestershire County Council, Lancashire County Council, Local Government Association, Suffolk County Council, West Berks Council, Early Intervention and Family Support Network Group, Early Years Trailblazer Group, Ros Garrod-Mason, Access Community Trust, Action for Children, Anglia Care Trust, Beacon Counselling, Bedford Borough Council, Birmingham City Council, Blackburn with Darwen Council, Blackpool Council (unitary), Bolton Council, Bracknell-Forest Council, Burnley Borough Council, Caldecott Foundation, Cambridgeshire County Council, Central Bedfordshire Council, Central Manchester University Hospitals NHS Foundation Trust, Cheshire East Council, Cheshire West & Chester, Chorley Borough Council, Community Action Suffolk, Coventry City Council, Cumbria County Council, Doncaster Children’s Services Trust, Dudley MBC, Essex County Council, Gloucestershire County Council, Hartlepool Council, Health Education North West, Herefordshire Council, Leeds City Council, Lighthouse Capital Investments, Luton Borough Council, Keys Childcare, Manchester City Council, Meadows Care, Mersey Care NHS Trust, Middlesbrough Council, Moonreach, Norfolk and Suffolk Workforce Partnership Group, Norfolk County Council, North Yorkshire County Council, Northern Care, Northumberland County Council and Northumberland Healthcare Trust, Oracle Care, Oxfordshire County Council, Pathway Care Solutions, Progressive Care, Pure Innovations, Pure insights, Right Trak, Royal Borough of Windsor and Maidenhead, Redcar and Cleveland Council, Salford Royal NHS Foundation Trust, Sandwell MBC, School Development Support Agency (SDSA), Sheffield City Council, Shropshire Council, Skills for Care, Solihull MBC, South Tyneside Council, Southend-on-Sea Borough Council, Staffordshire County Council, Stockport Metropolitan Borough Council, Stoke on Trent City Council, Suffolk Young People’s Health Project, Surrey County Council, Sunderland City Council, Telford and Wrekin Council, Thurrock Council, Walsall MBC, Warwickshire County Council, West Berkshire, Wolverhampton City Council, Worcestershire County Council, Yorks and Humber Children’s Workforce Leads Group, Yorks and Humber Regional LGA, University Campus Suffolk, Vic Citarella

Summary

As a Children, Young People and Family Manager you will ensure direction, alignment and commitment within your own practice, your team(s), your organisation and across partnerships to help children, young people and families aspire to do their best and achieve sustainable change. You will build teams, manage resources and lead new approaches to working practices that deliver improved outcomes and put the child, young person or family at the centre of practice. You may work either as a Manager in Children's Residential Care or as a Children, Young People and Families Manager in the Community in a range of settings in local authorities, within health organisations, educational and early years settings or children's centres, as well as a wide range of private voluntary and community organisations. You could be solely responsible for the management of a team or service, or be part of a management team. To deliver effectively on a wide range of outcomes you will work on a multi agency basis with professionals from a wide range of backgrounds, as well as team leaders and managers from your own organisation. With a focus on excellence in practice and improved performance, you will encourage Children, Young People and Family Practitioners to gain the skills, knowledge, attitudes and behaviours that will enable them to actively support each child, young person, young adult and family to achieve their potential. You will inform and improve practice by acting on research and new developments into how the needs of children, young people and families are best met. You will model the behaviours that encourage reflective practice, professional confidence and humility. You will challenge and support practitioners and ensure their practice is safe. You will develop and lead an ethos that will enable and inspire practitioners to make a real difference to the lives of children, young people and families.

Employers involved in creating the standard:

Acorn Children’s Homes, Appletree School, Association of Directors of Children’s Services (ADCS), Caretech Community Services Ltd, Derbyshire County Council, Dove Adolescent Services Ltd, East Riding County Council, Hampshire County Council, Harmony Children’s Services Ltd, Percy Hedley Foundation, Suffolk County Council, Kirklees Council, Leicestershire County Council, Lancashire County Council, Local Government Association, Suffolk County Council, West Berks Council, Early Intervention and Family Support Network Group, Early Years Trailblazer Group, Ros Garrod-Mason, Access Community Trust, Action for Children, Anglia Care Trust, Beacon Counselling, Bedford Borough Council, Birmingham City Council, Blackburn with Darwen Council, Blackpool Council (unitary), Bolton Council, Bracknell-Forest Council, Burnley Borough Council, Caldecott Foundation, Cambridgeshire County Council, Central Bedfordshire Council, Central Manchester University Hospitals NHS Foundation Trust, Cheshire East Council, Cheshire West & Chester, Chorley Borough Council, Community Action Suffolk, Coventry City Council, Cumbria County Council, Doncaster Children’s Services Trust, Dudley MBC, Essex County Council, Gloucestershire County Council, Hartlepool Council, Health Education North West, Herefordshire Council, Leeds City Council, Lighthouse Capital Investments, Luton Borough Council, Keys Childcare, Manchester City Council, Meadows Care, Mersey Care NHS Trust, Middlesbrough Council, Moonreach, Norfolk and Suffolk Workforce Partnership Group, Norfolk County Council, North Yorkshire County Council, Northern Care, Northumberland County Council and Northumberland Healthcare Trust, Oracle Care, Oxfordshire County Council, Pathway Care Solutions, Progressive Care, Pure Innovations, Pure insights, Right Trak, Royal Borough of Windsor and Maidenhead, Redcar and Cleveland Council, Salford Royal NHS Foundation Trust, Sandwell MBC, School Development Support Agency (SDSA), Sheffield City Council, Shropshire Council, Skills for Care, Solihull MBC, South Tyneside Council, Southend-on-Sea Borough Council, Staffordshire County Council, Stockport Metropolitan Borough Council, Stoke on Trent City Council, Suffolk Young People’s Health Project, Surrey County Council, Sunderland City Council, Telford and Wrekin Council, Thurrock Council, Walsall MBC, Warwickshire County Council, West Berkshire, Wolverhampton City Council, Worcestershire County Council, Yorks and Humber Children’s Workforce Leads Group, Yorks and Humber Regional LGA, University Campus Suffolk, Vic Citarella

Keywords:

Care Services
Children
Children's Residential Care
Community
Families

Knowledge, skills and behaviours (KSBs)

K1: Current research and development in the health and social care sector
K2: Theories underpinning the learning, development and motivation of individuals and teams
K3: The role of the team and the internal and external environment in which it operates
K4: Values and ethics and the principles and practices of diversity, equality, rights and inclusion
K5: Approaches to dignity and respect
K6: The principles and practice of supervision with their staff
K7: The theories and up-to-date research and best practice that underpin practice decision making
K8: The working practices surrounding legislation, national and local solutions for safeguarding and risk management of children, young people and families
K9: A healthy, safe and stimulating environment that fulfils health & safety legislation and requirements
K10: The safeguarding requirements contained within mandatory local safeguarding training or nationally accredited equivalent
K11: The principles and practice of statutory frameworks, standards, guidance and Codes of Practice
K12: The quality assurance of health and social care in line with OFSTED, CQC and other regulatory bodies
K13: Approaches to developing and implementing improvement, including use of data
K14: The theories of intervention that meet the needs of children, young people and adults within the family
K15: The practice and principles of resource management
K16: How to create engagement and innovation in the development of practice
K17: The commissioning cycle and its application
K18: Inter-agency and multi-agency work and its role in ensuring positive outcomes
K19: Techniques to influence, persuade and negotiate with others
K20: Principles of: reflective practice; how people learn; effective continuing professional development
K21: Academic research, evidence-based data, policy developments, practice developments
K25: The national systems of social welfare
K26: Local agencies and community groups
K27: Theoretical approaches to the practice and principles of effective multi-agency working
K28: Theoretical approaches to contemporary social issues that affect family life and the care of children and young people
K29: The priority practice areas in the specific context and their responsibilities within it
K30: Ethical and professional approaches to practice in a partnership context

S1: Maintains and develops a leadership style that sets the ethos, aims and approach to the work
S2: Manages the application of professional judgement, standards and codes of practice
S3: Creates a strong sense of team purpose
S4: Models an ethos that actively promotes equality, resilience, dignity and respects diversity and inclusion
S5: Actively seeks the views of others
S6: Develops and delivers good quality supervision practice and decision making
S7: Demonstrates evidence based practice and models the effective use of up to date research and theories
S8: Identifies and manages risk
S9: Monitors, evaluates and improves the working environment to ensure it is safe
S10: Sets clear, measurable objectives
S11: Uses data to evaluate the effectiveness of outcomes
S12: Develops, facilitates and leads changes in working practices that deliver improved outcomes
S13: Actively encourages the participation of children, young people and families in service improvement
S14: Manages the quality assurance of the service provided and proposes improvements
S15: Manages and deploys total resource (e.g. people, finance, IT property) to maximise outcomes
S16: Mobilises collective action across service boundaries and within the community to manage resources
S17: Commissions and contract manages external providers
S18: Collaborates with partner agencies and resolves complex issues to achieve best outcomes
S19: Builds an ethos of learning and continuous improvement across partner organisations
S20: Evaluates practice of team members
S21: Assesses learning styles of self and team members and identifies development opportunities
S22: Listens to, challenges and supports practitioners
S23: Engages in reflective practice and develops a learning culture across the team
S27: Proactively develops and sustains strategies for joint working , to improve outcomes
S28: Demonstrates good awareness of stakeholders
S29: Contributes to and initiates appropriate joint budget arrangements
S30: Leads, implement s and evaluates effective approaches to practice in specific contexts
S31: Audits and measures performance effectively within a multi-agency context
S32: Effectively uses and shares information and data
S33: Leads and develops new approaches to early intervention in a partnership practice

B1: Care: Respecting and valuing practitioners, encouraging and enabling them to deliver excellent practice
B2: Compassion: Consideration and concern, combined with robust challenge and support
B3: Courage: Having honest conversations and encouraging practitioners to offer their own solutions to improving practice
B4: Communication: Building relationships with practitioners, peers and partner organisations
B5: Competence: Knowing the business, knowing what good practice looks like in others and having a relentless focus on delivering improved outcomes
B6: Commitment: Demonstrating a strong moral purpose, modelling the ethos and building the skills of others and retaining and maintaining and own practice skills through effective CPD

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.

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Care services

Health and science