Operations/Departmental Manager - Level 5

Programme Overview

An Operations or departmental manager is someone who manages teams and/or projects, and achieving operational or departmental goals and objectives, as part of the delivery of the organisations strategy. They are accountable to a more senior manager or business owner. Working in the private, public or third sector and in all sizes of organisation, specific responsibilities and job titles will vary, but the knowledge, skills and behaviours needed will be the same. Key responsibilities may include creating and delivering operational plans, managing projects, leading and managing teams, managing change, financial and resource management, talent management, coaching and mentoring.

About this Programme

Apprenticeships are jobs with accompanying skills and development that are designed by employers. These develop technical knowledge, skills and behaviours which include the capability within English, Maths and interpersonal skills that are required for current and future aspirations within the sector. Development is acquired through a blended mix of 20% off the job training and 80% workplace skills.

As an Operations/ Departmental Manager you will understand operational management approaches and models, including creating plans to deliver objectives and setting KPIs. Understand business development tools (eg SWOT), and approaches to continuous improvement. Understand operational business planning techniques, including how to manage resources, development of sales and marketing plans, setting targets and monitoring performance. Knowledge of management systems, processes and contingency planning. Understand how to initiate and manage change by identifying barriers and know how to overcome them. Understand data security and management, and the effective use of technology in an organisation.

Project management

Know how to set up and manage a project using relevant tools and techniques, and understand process management. Understand approaches to risk management.

Finance

Understand business finance: how to manage budgets, and financial forecasting.

Leaders will be employed within a role, working towards, being developed or on a placement that allow for the opportunities for:

  • 100% of programme components with 20% off the job training entitlement and 80% workplace experience
  • Developing and applying systems and processes needed to ensure compliance with regulations and organisational policies and procedures
  • Implementing strategies to support others to manage the risks presented when balancing individual rights and professional duty of care
  • Developing and applying systems and processes that monitor and sustain quality of the service, including assessments, care plans and service delivery
  • Leading and supporting others to work in a person-centred way and to ensure active participation which enhances the well-being and quality of life of individuals
  • Encouraging and enabling both staff and people who access care and support to be involved in the co-production of service provision and operation
  • Managing all resources in delivering complex care and support efficiently, effectively and safely
  • Developing and leading and implementing organisational practices and culture that embraces and champions dignity and respects diversity, inclusion and fairness in the workplace
  • Translate, cascade and interpret policy and guidance to a range of audiences including those who access care and support services, carers and families, colleagues, professionals and the wider society
  • Developing, leading and embracing a working culture that values courage in working in ways that challenge workers’ own cultural, belief systems and misconceptions
  • Implementing systems to train and support staff to enable them to recognise and respond to signs of abuse and unsafe practices that follow organisational policies, procedures, best practice and protocols.
  • Monitoring and evaluating the effectiveness of organisational policies, systems and process within safeguarding practices
  • Leading the implementation of policies, procedures and practices to manage health, safety and risks to individuals and others in health and social care to ensure compliance of legislation, standards and protocols.
  • Implementing health, safety and risk management policies, procedures and practices to create a culture that values the health, safety and well-being across the organisation
  • Monitoring, evaluating and improving health, safety and risk management policies and practices in the service
  • Applying evidence-based research into practice in own setting
  • Researching and disseminating current drivers in the adult care landscape
  • Embedding systems to improve performance of self and/or work colleagues through supervision, reflective practice and learning and development opportunities
  • Showing a well-developed sense of their own behaviour and impact on others modelling a values-based culture
  • Creating a supportive culture that values initiative and innovation and recognises the variety of skills of all within the service, both workers and individuals supported
  • Adopting a full team approach, recognising contributions of team members and able to lead a team where required
1. Full Cost £7,000 or 5% contribution

2. Duration 18 – 24 months

3. Care Certificate

4. Enhanced Discloser and Barring Service

5. Functional Skills English at Level 2 or equivalent

  1. Two exams and speaking and listening assessments

6. Functional Skills Mathematics at Level 2 or equivalent

  1. One exam covering two components
7. Level 5 Leadership and Management for Adult Care

8. Gateway

  1. Portfolio of excellence
  2. Reflection of Practice
  3. Confirmation of Readiness

9. End Point Assessment (EPA)

  1. Observation of Practice
  2. Professional Discussion

Operational management

Able to input into strategic planning and create plans in line with organisational objectives.

Support, manage and communicate change by identifying barriers and overcoming them. Demonstrate commercial awareness, and able to identify and shape new opportunities. Creation and delivery of operational plans, including setting KPIs, monitoring performance against plans. Producing reports, providing management information based on the collation, analysis and interpretation of data.

Project management

Plan, organise and manage resources to deliver required outcomes. Monitor progress, and identify risk and their mitigation. Able to use relevant project management tools.

Finance

Able to monitor budgets and provide reports, and consider financial implications of decisions and adjust approach and recommendations accordingly.

Leading people

Able to communicate organisational vision and goals and how these to apply to teams.

Support development through coaching and mentoring, and enable and support high performance working. Able to support the management of change within the organisation.

Managing people

Able to manage talent and performance. Develop, build and motivate teams by identifying their strengths and enabling development within the workplace. Able to delegate and enable delivery though others.

Building relationships

Able to build trust, and use effective negotiation and influencing skills and manage conflict.

Able to identify and share good practice, and work collaboratively with others both inside and outside of the organisation. Use of specialist advice and support to deliver against plans.

Communication

Able to communicate effectively (verbal, non-verbal, written, digital) and be flexible in communication style. Able to chair meetings and present using a range of media. Use of active listening, and able to challenge and give constructive feedback.

Delivery will be based on a mix of blended learning that includes:

  • Tutor taught delivery
  • One to one tutorial
  • Virtual learning
  • eLearning
  • Distance Learning
  • Directed and self-directed study
  • Mentoring
  • Peer Support
  • Workplace experience
  • Formal Reviews
  • Supervisions
  • Reflective Practice
  • Team Meetings
  • Shadowing

Leaders will achieve the full requirements of the Level 5 Leadership and Management in Adult Care. Leaders must achieve 86 credits of which 72 are mandatory the remaining 14 credits to be chosen from allocated roles and responsibilities

Option Unit title Credit Type*
Mandatory Leadership and Management in Adult Care 10 Competence
Mandatory Governance and Regulatory Processes in Adult Care 5 Competence
Mandatory Lead Communication in Adult Care 9 Competence
Mandatory Manage a Partnership Approach in Adult Care 8 Competence
Mandatory Deliver Person-centred Adult Care 6 Competence
Mandatory Professional Development, Supervision and Performance Management in Adult Care 6 Competence
Mandatory Manage Resources in Adult Care 5 Competence
Mandatory Manage Safeguarding, Protection and Risk in Adult Care 6 Competence
Mandatory Manage Self in Adult Care 6 Competence
Mandatory Lead Decision making in Adult Care 5 Competence
Mandatory Entrepreneurial Skills and Innovation in Adult Care 6 Competence
Optional Manage Domiciliary Adult Care Services 7 Competence
Optional Manage Residential Adult Care Services 7 Competence
Optional Support Community Partnerships in Health and Social Care 5 Competence
Optional Understand Dementia Care 5 Knowledge
Optional Understand Physical Disability in the Context of Adult Care 5 Competence
Optional Manage Provision for with people with Multiple Conditions and/or Disabilities 4 Competence
Optional The Use of Assessment Processes in Care Settings 6 Competence
Optional Lead Active Support in Adult Care 5 Competence
Optional Manage Group Living for Adults 6 Competence
Optional Support End of Life Care in Adult Care 7 Competence
Optional Lead the Management of Transitions in Adult Care 7 Competence
Optional Recruitment and Selection in Care Settings 6 Competence
Optional Manage Quality in Care Settings 5 Competence
Optional Develop Procedures and Practice to Respond to Concerns and Complaints 6 Competence
Optional Facilitate Change in Care Settings 5 Competence
Optional Facilitate Coaching and Mentoring of Practitioners in Care Settings 6 Competence
Optional Develop, Implement and Evaluate Operational Plans in Own Area of Responsibility 4 Competence
Optional Carry out a Research Project in a Care Setting 10 Competence

Competence – comprises of knowledge, skills and behaviours developed within the workplace and observed to ensure consistent application of knowledge, skills and behaviours in practice.

Knowledge – assessed on apprentice’s ability to demonstrate apprehension and understanding

All assignment submissions from Leaders will be graded on a Pass, Merit, Distinction or Referral

Once Leaders have achieved all on programme practical components they will progress to End Point Assessment

  1. English Functional Skills qualification or equivalent
  2. Maths Functional Skills qualification or equivalent
  3. Level 5 Operations/Departmental manager

Once Leaders have achieved all on programme practical components they will progress to End Point Assessment

  1. English Functional Skills qualification or equivalent
  2. Maths Functional Skills qualification or equivalent
  3. Level 5 Operations/Departmental manager

End point Assessment ensures that Leaders have not only achieved the full components of the apprenticeship but have also retained and apprehended their newly acquired Skills, Knowledge and Behaviours. End Point Assessment is completed by an independent Organisation. There are two components to be assessed, observation and a professional discussion.

Leaders will be observed demonstrating their skills, behaviour and leadership skills to an organisational audience lasting no more than 75 minutes. Leaders will lead the activity based on real-life improvements made within the workplace and prepared in advance. Areas for the leadership activity could include:

  • service development/improvement plans, for example: presenting or reporting on frontline delivery work in supporting those who use services to improve outcomes.
  • a response to regulatory and legislative requirements, for example: working with external partners, funders, stakeholders. In the form of a meeting to plan for changes to service provision based on regulatory and legislative requirements arising from inspections.
  • development of service provision, for example, this may be in the form of presenting some information or analysing data in relation to evidence-based practice to develop or improve the service provision.
  • setting up new service provision, for example, presenting outcomes from market research in relation to unmet need, financial viability and local strategic direction. This could include invitations tender applications.
  • when and how to trigger a best interest meeting, who should be involved and what their roles and responsibilities should be. For example, preparing for a best interest meeting, the rationale around the need to trigger the meeting and interrogating internal procedures and processes in relation to this.

Leaders will undergo an in-depth, two-way professional discussion between the apprentice and the independent assessor, lasting no more than 66 minutes. The discussion will be based on knowledge, skills and behaviours set from the apprenticeship standard, broadly covering:

  • Tasks and responsibilities
  • Dignity and human rights
  • Communication
  • Safeguarding
  • Health and Wellbeing
  • Professional Development
  • Leadership

Leaders will achieve an Overall grade of Pass, Distinction or Fail, calculations based on:

Observation of Practice Professional Discussion EPA Grade
Fail Fail Fail
Pass Fail Fail
Fail Pass Fail
Fail Distinction Fail
Pass Pass Pass
Pass Distinction Distinction

Apprentices are allowed one resit per assessment.

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