Leader in Adult Care Level 5 Apprenticeship

They will lead the care team and 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, managing risk, and leading on organisational change.

A Leader in Adult Care is responsible for managing community or residential-based services. This role has a significant 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 are responsible for ensuring 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 with the care given and the values and training of staff with established standards and regulations.

These are the personal attributes and behaviours expected of all Leaders in Adult Care carrying out their roles:

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

Leaders in Adult Care may work in residential or nursing homes, domiciliary care, community day centres, a person’s own home or some clinical healthcare settings. The role of Leader in Adult Care in this standard also covers Personal Assistants who operate in a management role but may only work directly for one individual who needs support and/or care services.

Tasks and responsibilities
Statutory frameworks, standards, guidance and Codes of Practice which underpin practice in relation to the safe delivery of services.

Systems and processes needed to ensure compliance with regulations and organisational policies and procedures including health and safety and risk management.

Principles of risk management, assessment and outcome based practice.

Principles and underpinning theories of change management including approaches, tools and techniques that support the change process.

Legislative and regulatory frameworks which inform quality standards.

Theories and models that underpin performance and appraisal including disciplinary procedures.

Dignity and human rights
Legislation and policy initiatives on the promotion of diversity, equality and inclusion in services they lead.

Communication
Legal and ethical frameworks in relation to confidentiality and sharing information.

Range of tools and strategies to enhance communication including technology.

Safeguarding
Legislation, national and local solutions for the safeguarding of adults and children including reporting requirements.

The elements needed to create a culture that supports whistleblowing in the organisation.

Health and wellbeing
Models of monitoring, reporting and responding to changes in health and wellbeing.

Professional development
Principles of professional development.

Goals and aspirations that support own professional development and how to access available opportunities.

Elements needed to create a culture that values learning, professional development, reflective practice and evidence based practice.

Systems and processes necessary to ensure professional development opportunities are identified, planned, sourced, evaluated and recorded for workers.

Leadership
Theories of management and leadership and their application to adult care.

Features of effective team performance

Tasks and responsibilities
Develop and apply systems and processes needed to ensure compliance with regulations and organisational policies and procedures.

Implement strategies to support others to manage the risks presented when balancing individual rights and professional duty of care.

Develop and apply systems and processes that monitor and sustain quality of the service, including assessments, care plans and service delivery.

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.

Encourage and enable both staff and people who access care and support to be involved in the co-production of how the service operates.

Manage all resources in delivering complex care and support efficiently and effectively.

Dignity and human rights
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.

Develop and lead a culture that values courage in working in ways that may challenge workers’ own cultural and belief systems.

Safeguarding
Develop and implement organisational processes to ensure that records and reports are written clearly and concisely and to keep information safe and preserve confidentiality.

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.

Health and wellbeing
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.

Implement health and safety and risk management policies, procedures and practices to create a culture that values health and well-being in the organisation.

Monitor, evaluate and improve health, safety and risk management policies and practices in the service.

Professional development
Apply evaluated research and evidence-based practice in own setting.

Take initiative to research and disseminate current drivers in the adult care landscape.

Embed systems to improve performance of self and/or work colleagues through supervision, reflective practice and learning and development opportunities.

Leadership
Show a well-developed sense of their own behaviour and impact on others modelling a values-based culture.

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.

Adopt a team approach, recognising contributions of team members and able to lead a team where required.

Care – is caring consistently and enough about individuals to make a positive difference to their lives

Compassion – is delivering care and support with kindness, consideration, dignity, empathy and respect

Courage – is doing the right thing for people and speaking up if the individual they support is at risk

Communication – good communication is central to successful caring relationships and effective team working

Competence – is applying knowledge and skills to provide high quality care and support

Commitment – to improving the experience of people who need care and support ensuring it is person centred

The End Point Assessment (EPA) will only commence once the Employer, Apprentice and Smart Training Advisor are confident that the apprentice has developed all the knowledge, skills and behaviours defined in the apprenticeship standard and that these are clearly evidenced through the progress review meetings and records. The independent end point assessment ensures that all Apprentices consistently achieve the industry set professional standard. The
EPA can commence at any point once the apprentice is competent and after the twelve-month minimum period of learning and development. Prior to independent end point assessment the functional skills English and maths components of the apprenticeship must be successfully completed.

Observation of leadership

Professional discussion