Hand Book V2 18

Disciplinary Procedures

The principle objective of the company when applying disciplinary procedures is that its
action should be corrective rather than to seek to punish an employee. The company will at
all stages of the disciplinary procedure inform employees of their rights) employees will be
allowed to have a colleague of their choice, or their union representative, present at any
stage of the disciplinary procedure.
Disciplinary procedure
Stage 1
A formal verbal warning will be issued defining the employee's weakness(es) and specifying
what improvements are required and by what date. A review date and any further training
will be agreed.
Stage 2
If the necessary improvement has not been achieved, then a first written warning will be
issued setting out the details as specified in Stage 1.
Stage 3
If the necessary improvement has not been achieved at this stage, then a formal written
warning will be issued setting out the details in Stage 2. You will be informed that,
dependent on your circumstances, failure to meet the required standard will result in your
dismissal from the company.
Stage 4
If you have failed to reach improvement at this stage, you will be dismissed from the
company.
Suspension (non discipline)
There may be occasions when it is necessary to use suspension as a "cooling off' or
investigative period. This suspension will be on full pay based on your average hours for
the last thirteen weeks of employment.
Gross Misconduct
In certain circumstances where the company believes an employee is in fundamental
breach of contract they will be considered by the company to have committed an act of
gross misconduct and may be subject either a shortened disciplinary procedure or to
summary dismissal thus incurring no liability to notice. The following list gives some
examples of Gross Misconduct but is not exhaustive:

1. Assault of any other person whilst on duty

2. Being party to the act of fraud, theft or deception whilst on duty

3. Damage to company or Service Users property

4. Being incapable of work due to the consumption of drugs or alcohol

5. Breach of the company Health & Safety Policy and procedures

6. Committing an act of gross indecency

7. Breach of the company anti -discriminatory Policy

8. Breach of confidentiality

9. Any action by the employee leading to a breakdown of trust with the employer

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Disciplinary Appeals Procedure

The company wishes to enforce its requirements of standards of performance by its
employees as fairly as consistently as possible. To further this aim, where an employee has
received a formal written warning or has been dismissed in accordance with the company
disciplinary procedure and does not agree with the decision, then he or she may appeal
against the decision under this procedure.
Employees should note that an appeal hearing is not intended to repeat detailed
investigations of the disciplinary, but to focus on specific factors which the employee feels
have received insufficient consideration such as:

• an inconsistent /inappropriate harsh penalty

• extenuating circumstances

• bias of the disciplining manager

• unfairness of the disciplinary procedure

• new evidence subsequently coming to light.

The Appeal Procedure

1. An appeal against a written warning or dismissal should be made within 7
days of receipt of the disciplinary letter.

2. The appeal should be made in writing to the partners of the company and
should clearly state the ground(s) on which the disciplinary penalty should be
reviewed.

3. You will be notified of the time and date of your appeal hearing within 7 days.
4. The appeal will normally be heard by a manager senior to the disciplining

manager or by one of the partners of the company and will take place within
14 days of your warning or dismissal letter.
5. An employee has the right to be accompanied at the appeal by a colleague or
by a trade union representative recognised by the company.
6. A management representative will be present at the appeal to keep a record
of proceedings.
7. The employee will be given full opportunity to state the ground(s) on which the
appeal is being made. The disciplining manager will have the opportunity to
explain his or her decision to impose the given penalty. The manager
conducting the appeal may exercise discretion as to whether or not the two
parties will be present together or separately during the proceedings.

8. When all the evidence has be heard the hearing will be adjourned and the
manager conducting the appeal will consider the merits of the appeal before
making a decision.

9. The manager conducting the appeals hearing will, whenever possible inform
the employee of his decision, whenever possible, orally immediately after the
adjournment and will confirm this in writing no later than 3 days of the appeal
hearing.

10. When an appeal against dismissal fails, the effective date of termination shall
be the date on which the employee was originally dismissed.

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Grievance Procedure

The general principles of the grievance procedure are to clarify relationships between the
company and its employees. The company will attempt to ensure that employees have a
clear understanding of their rights obligations. The company’s prime consideration in
matters concerning employee’s grievances is that of fairness and equality to all employees,
furthermore, the company will not grant specific favours or benefits to individual employees
as a result of a grievance hearing or complaint.

Stage 1 (Informal)
If you have a grievance then you should discuss it with your manager, with the intention of
resolving the problem.
Stage 2 (1st stage of formal procedure)
If the problem cannot be resolved at stage 1, then your manager will advise the partners of
the company of your grievance who will appoint a senior manager of the company who will
arrange to meet you at a grievance hearing within seven days to discuss your problem.
Following this meeting the senior manager of the company will report back to you within 3
working days and let you know whether or not your problem can be resolved by the
company. If the company cannot resolve your problem, you will be advised to refer to the
next stage of the procedure.

Stage 3
At this stage either party is open to refer the matter to the Advisory Conciliation and
Arbitration Service (A.C.A.S.) of the Department of Employment in an endeavour to reach
agreement, the decision concluded by A.C.A.S. will be deemed formal and acceptable to
both the company and the employee.
The company will abide by and undertakes to implement any recommendations or
suggestions made by A.C.A.S. into its policies and procedures.

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Working Time Regulations

On 1 October 1998 the government introduced new legislation called the "Working Time
Regulations", these regulations may have an affect on your working pattern and the amount
of time you are allowed to spend at work. As your employer I have a duty to enforce the
provisions of these new regulations. This section of the Health & Safety book summarises
the regulations and explains what action, if any, needs to be taken.

In some instances, the employee and the employer may jointly agree to exclude or adapt
part of a particular provision, this can be done by introducing individual workforce
agreements between the employee and employer. Certain regulations differ for adolescent
workers. Adolescent workers are those who are above school leaving age but under 18
years of age.
The provisions affecting you as an employee are:

1. Working Time Limits "The 48-hour week"

As your employer 1 am required to take all reasonable steps to ensure that you are not
forced to work more than an average of 48 hours per week over a reference period of 17
weeks. If you wish to be excluded from this provision you should complete the attached
agreement (Exclusions Agreement "The 48-hour week") sign both copies, keep one for your
reference and return the other to the office.

If you do not wish to be excluded from this provision no action is required. You now have
the right to refuse to work more than an average of 48 hours per over a reference period of
17 weeks and cannot be fairly dismissed for refusing to do so. If you work for another
employer, you are required to disclose this to as additional working for another employer
may result in exceeding 48-hour week limit. You can opt out of the regulations by signing an
exclusion agreement or by reducing your hours.

2. Night Work Limits

A night worker is anyone whose daily working time includes at least 3 hours of night time.
Night time is defined as the period between 11 p.m. to 6 am. As your employer I am
required to take all reasonable steps to ensure that the normal hours of night workers do
not exceed an average of eight hours for each 24 hours over a reference period of 17
weeks, or an 8 hour limit where a worker is subject to special hazards. The night work limit
does not apply to residential institutions or domiciliary care agencies, however, I do not
expect anyone to work above the average night work limit and only in exception
circumstances will an employee be allowed to exceed the limit.

3. Health Assessments for Night workers & other Night Work Provisions

Each employee has the right to a free health assessment before being assigned to night
work and also the opportunity to have further assessments at regular intervals. The purpose
of a health assessment is to determine whether a worker is fit to carry out the duties
assigned to them during night working time.

The company will issue assessment forms for existing night workers as soon as is
practically possible. Further assessments will be done on an annual basis or when a night
work duties have become incumbent to an employee’s health. Each employee has a

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responsibility to report any changes to their health that may be affected by their work. In
cases where an employee's night time work has a detrimental effect on their health, then
the company will endeavour to adapt their working pattern and environment to assist the
employee's wellbeing.

The health assessment will be undertaken by means of a questionnaire to be completed by
all night workers. The assessment will take into account the type of work being undertaken
and also the fitness and well being of the person assigned to the work. Contents of the
assessment will remain strictly private and confidential.

4. Rest Periods

The regulations provide for the rest periods itemised below at a. b. & c., however, care
workers in residential institutions and domiciliary care workers come under the special
circumstances category, therefore, when it is not possible for an employee to take his/her
daily or in- work rest entitlement the company will ensure that they take an equivalent
period of compensatory rest. Only in exceptional circumstances where it is not possible will
compensatory rest not be taken

a) In-work Rest Breaks Each employee is entitled to an uninterrupted break of20
minutes when their working shift exceeds six hours. The break is not to be taken at
the beginning or the end of a shift. The in-work rest break entitlement for
adolescence workers is 30 minutes when the daily working time is more than 4.5
hours. The company will not pay remuneration for In-work Rest Breaks

.
b) Daily Rest Each employee is entitled to 11 consecutive hours’ rest between each
working day in the case of adolescent workers 12 consecutive hours’ rest between
each working day.

c) Weekly Rest Each employee is entitled to one day off (uninterrupted rest period of
24 hours) in each seven day period; this may be averaged over 14 days. For
adolescent worker’s weekly rest is two days off in each seven day period. Due to the
nature of the work carried out the company is excluded from this regulation.
However, if you do wish to work on your rest day please sign the consent form and
return it to a member of the management team.

5. Paid annual Leave

For a basic calculation of your holiday leave allowance multiply the number of days you
work a week by 5.6. For example, if you work a five day week you would be entitled to 28
days' annual leave a year: 5 days’ x 5.6 weeks = 28 days

Regardless of your working pattern, the minimum leave entitlement is capped at 28 days
and includes bank holidays. So if you work a six day week, the statutory entitlement of 5.6
weeks will still be 28 days.

If you work part-time worker, you are still entitled to 5.6 weeks' holiday of your normal
working week. For example, if you work two days a week you would be entitled to 11.2
days' annual leave a year:

2 days x 5.6 weeks = 11.2 days

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Part time workers will not be treated less favourably than equivalent full-time workers. This
means that if the company gives extra days off to full-timers we will give extra time off to
part-time on a proportional basis.
6. Company Rules Appertaining to Annual Leave

a) Due to the nature of the business annual leave should normally not be taken during
any week that includes any of the following bank / public holidays:

Christmas Day

Boxing Day
New Year’s Eve
New Year’s Day

Good Friday

Easter Monday

any other public Holiday that may be declared by the government.

b) If for any reason an employee refuses to work on any of the above bank/public
holidays then the day will be counted towards their annual leave entitlement. If the
bank /public holiday falls on an employee’s normal working day they will be expected
to work under their terms and conditions of employment.

c) A minimum of 3 weeks notice is required to book leave, in order to ensure everyone
receives their entitlement in the current year you are required to take your annual
leave within the time periods set out below.

▪ 1 week entitlement to be taken from January to March
▪ 2 weeks entitlement to be taken between July to September
▪ 2 week entitlement to be taken from October to December

d) The company reserves the right to reject requests for holiday leave of more than two
weeks.

e) Holidays will be allocated on a first come first served basis, however, the company
retains the right to specify when leave is taken. In instances where there is a dispute
about time booked for annual leave the company will have the final say.

f) If an employee wishes to be paid in lieu of leave the payment cannot be made until
he or she receives their last payment on termination of employment.

g) Employees are not allowed to carry over holiday leave into following leave years.

h) Anyone knowingly found to be taking paid leave over and above their entitlement will
be subject to disciplinary procedures for gross misconduct.

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Exclusion Agreement “The 48 hour week”

In pursuance of the Working Time Regulations 1998 (S.I 1998/1833)

This agreement is between All About You Care Services Limited (the employer) and
………………………………………………………………………………. (the employee)
becomes effective from …………………………….. (date)

I …………………………………………. (the employee) choose to agree to be excluded from
the working time limit of 48 hours per week as set out in the Working Time Regulations
1998 (S.I 1998/1833). Any hours I work above the 48 hour limit will of my choosing. This
agreement does not take away my statutory right to be unfairly dismissed if I refuse to work
above the 48 hour working time limit.

This agreement may be terminated by either party giving the other a minimum of 14 days
written notice.

Employee name……………………………………

Address ……………………………………

…………………………………………………………………

…………………………………………………………………

Signature …………………………………………….

Date ………………………………………………………

Employee: All About You Care Services Ltd.
Unit 12 Sovereign Court
Poulton Le Fylde
Lancashire FY6 8JX

Signature …………………………………………………

Date ………………………………………………………….

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Exclusion Agreement “Weekly rest Day”

In pursuance of the Working Time Regulations 1998 (S.I 1998/1833)

This agreement is between All About You Care Services Limited (the employer) and
……………………………………….
…………………………………………………………………………………………(the
employee)

becomes effective from …………………………….. (date)

I …………………………………………. (the employee) choose to be excluded from the
weekly rest day of 1 day per week as set out in the Working Time Regulations 1998 (S.I
1998/1833). Any weekly rest days I work of my choosing. This agreement does not take
away my statutory right to be unfairly dismissed if I refuse to work over the 7 day working
time limit.

This agreement may be terminated by either party giving to the other a minimum of 14 days
written notice.

Employee name……………………………………

Address ……………………………………

…………………………………………………………………

…………………………………………………………………

Signature …………………………………………….

Date ………………………………………………………

Employee: All About You Care Services Ltd.
Unit 12 Sovereign Court
Poulton Le Fylde
Lancashire FY6 8JX

Signature …………………………………………………

Date ………………………………………………………….

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Staff Recruitment Policy

Our Core recruitment policy is to recruit, develop, support and retain a workforce, who are
flexible, capable representative, inclusive and motivated to deliver the high quality services
which will meet fully the Company’s Purpose and Objectives.

Aims

Our recruitment aims are to continually ensure that:-
a) We have the right people in place, with the relevant mix of skills, attitudes and
behaviours
b) We encourage them to develop to meet the Company’s purpose and objectives.

Objectives

To:
develop, maintain and continuously improve effective employee communications and
employee relations.
establish a framework to enable everyone to develop their skills at all levels and
achieve continuous improvement in performance.
be a Learning Organisation.
provide learning and development opportunities that underpin the personal and
professional development of employees and support services improvements.
promote equality of opportunity within the workplace and innovative approaches to
diversity at work.
promote safe working and a healthy and effective workforce.
continue to meet Investors In People accreditation

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Recruitment Procedure

The prime consideration for recruitment of personnel is to ensure that the best person is
chosen for the job, regardless of sex, sexual orientation, race, disability, ethical or cultural
background or other personal characteristics. In order to achieve this aim, it is important
that all the people concerned with the recruitment process have a clear understanding of
the job's requirements, and the characteristics of the likely job holder in terms of skills,
qualifications and previous experience. The following procedure is designed to facilitate the
work of those responsible for recruitment of new employees.

1. Vacancies may only be filled after a Job Description/Specification and a note
detailing the reason for the vacancy, have been notified to the partners of the
company and approval received. Where the job is to be advertised, in the press the
advertisements will be formatted in an appropriate language to meet ethical and
cultural mix within the geographical location of the position. The proposed
advertisement should also be submitted to the company care manager for approval.

2. Copies of all advertisements will be placed on all internal notice-boards together with
a note informing existing staff that they are welcome to apply.

3. Staff concerned with the recruitment must ensure that they fully comply with the
company's equal opportunities policy.

4. A decision to interview, short list or offer employment will take no account of an
applicant's trade union membership or non-membership.

5. All applicants must be acknowledged at the earliest opportunity.

6. External applicants who are invited to an interview must be sent a map showing the
location of the interview and an outline of the type of the interview. In addition, all
appropriate staff will be informed of each candidates expected time of arrival.

7. It is normally expected that between six and eight people will be selected for an
interview at the first stage from the applications received, dependent upon the
position, application forms may need to be approved by the partners of the company.

8. Following the first stage of interviews a short list of applicants will be invited to attend
a second interview. At this stage those applicants who are not short-listed must be
notified in writing as soon as possible.

9. When a suitable applicant has been selected, an offer in writing, specifying the
salary must be made subject to references being acceptable. The letter should also
be accompanied by a job description and a statement of terms and conditions of
employment.

10. In the case of internal appointments, the employee must be made aware of any
additional condition and benefits attached to the position and what will happen
should they be unsuccessful in their new role.

11. Appointments will not be confirmed, nor starting dates set, until satisfactory replies
have been received from referees. When the starting date has been agreed the

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appropriate manager will be informed in order that induction training can be
arranged.

12. In line with our Safeguarding Adults Policy prior to commencement of employment all
new employees will undergo a CRB check, if in on receipt of the CRB check offences
are recorded this will discussed with the company care manager and company
director who will decide if the applicant can be employed by the company. In
addition, successful applicants will be checked against the POVA list, the ISA Vetting
and Barring Scheme will replace this from July 2010. Anyone found to be included in
either these lists will be declined employment.

13. In order to demonstrate the company commitment to personalisation our philosophy
on Valuing people should be outlined and discussed with all prospective applicants.

14. All appointments will be made subject to a probationary period of three months; new
employees will be interviewed at the end of their probationary period with a view to
confirming their permanent employment with the company. In some circumstances it
is accepted by the partners of the company that the probationary may need to be
extended for an additional three months. Confirmation of permanent employment or
otherwise must be put in writing as soon as possible following the interview.

Race relations and equal opportunities

All About You Care Services Ltd. is totally committed to a policy of equal Opportunities the
following policy statement is designed to emphasise that commitment to all those within the
Company who have responsibility for recruitment, training, allocation of work and
promotion.

I. The Company's objective is for all groups within the community to enjoy equality of
employment including equal treatment in recruitment, training, allocation of work and
promotion.

II. It is desirable that the Company's work force should, at every level, broadly reflect the
composition of the local community should any examples occur of prejudice and or
disadvantage affecting particular groups or individuals, positive action to remedy this
by eliminating prejudice and countering disadvantage will be taken.

III. Managers and all employees holding supervisory positions are therefore required to
recognise and implement the following;

All About You Care Services Ltd. is an equal opportunity employer and is totally committed
to ensuring that no forms of discrimination are practised within its organisation. Equally the
company is committed to ensuring that all employees shall be entitled to equality of
opportunity irrespective of age, class, race, religion, gender; sexual orientation, age,
culture, disability, ethnic or national origins, or any other factor: This requirement shall also
apply, so far as is practical, to any person engaged by the Company other than as an
employee.

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Equal Opportunities

Sex Discrimination

In accordance with the Sex Discrimination Act 1974, the Company undertake not to
discriminate on grounds of sex or marriage either by:

Direct discrimination

Both male and female employees are treated equally with regard to employment
opportunities and no regard is made to whether the employee is married or single.

Indirect Discrimination

Where a man or woman cannot comply with an unjustifiable requirement which in theory
applies equally to men and women but in practice can only be met by a smaller proportion
of one sex.

Victimisation

An employee will not be victimised after having made a complaint on any discrimination
issue.

Race Discrimination

In accordance with the race relations Act 1976, the Company undertake not to discriminate
on grounds of colour, race, nationality (including citizenship), ethnic or national origins,
either by direct discrimination, indirect discrimination or victimisation in the manner
described above.

Sexual Harassment

Sexual harassment is defined as any unwanted sexual advance made verbally, physically
or by gesture which causes an employee to feel threatened or humiliated. If an employee
feels they are being sexually harassed, they can make a complaint through the company
grievance procedure and the company undertakes to act upon any allegation thoroughly
and in complete confidence.

Disability Discrimination

Under the disability discrimination act 1995, the Company undertake not to discriminate
against any potential or current employee, who has a physical or mental impairment which
has a substantial or long term effect on their ability to carry out normal day to day activities,
without a justifiable reason.

The Right to Equal Pay

Under the Equal Pay Act 1970, and Equal Pay (amendment) regulations 1983, the
Company undertake to ensure that all employees, whether male or female, will receive
remuneration in accordance with the responsibilities of their position and the value of the
work they carry out

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Victimisation
The Company wishes to make it clear that it is unlawful to, and therefore will not, victimise
any individual who has pursued a case, complaint or allegation of discrimination by: -
disciplining them, dismissing them, transferring them (unless requested by the victim)
subjecting them to any other detriment.

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Health Questionnaire

Private & confidential

Name Position

Your Doctors name Height Weight

Are you suffering from, or have you ever suffered from:

Back pain yes no
no
Neck pain yes no
no
Rheumatic or arthritic conditions yes
no
Hernia yes no

Upper limb disorder such as tenosynovitis, tendonitis no
no
or carpal tunnel syndrome yes no
no
Fits, fainting or epilepsy yes
no
Depression, anxiety or nervous illness or have been yes no
referred for psychiatric assessment

Typhoid, paratyphoid, dysentery or food poisoning yes

Tuberculosis or hepatitis yes

Any medical condition not specified above yes

Have you ever been absent from work as a consequence

of any of the above yes

Are you currently on medication yes

What is your medication for:

Have you ever taken time off work due to an accident yes no
at work

Have you ever been in receipt of compensation or yes no
state benefit as a consequence of an illness or an
injury arising at work

I declare the answers to the above questions are true, that I am now in and usually enjoy
good physical and mental health. I understand that the non-disclosure of any suppression
of any relevant facts know to me may prejudice my employment within the company and
may lead to dismissal.

I agree that a medical report may be obtained from my doctor or hospital specialist

Name Signed Date

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Job Description Registered Manager

Job Title: Registered Manager
Reports to: Managing Director

Purpose of position:

As the Registered Manager you are responsible for the operational day-to-day
management of the service and should ensure company compliance with relevant
legislation, and in particular compliance with legislation monitored by Care Quality
Commission. To achieve a minimum inspection rating good.

Working in partnership with the management team you will ensure services provided are
high quality, promote independence and enable people to live safely in their own homes.

Compliance
you will ensure the service is:

a) Safe
b) Effective
c) Caring
d) Responsive to people needs
e) Well-Led

It is your responsibility to:

To ensure the service is compliant with the requirements of the Health & Social Care Act
2008 (Regulated Activities) Regulations 2010 and the Care Quality Commission guidance
‘Essential Standards of Quality & Safety’. Ensure Notifiable incidents are reported to CQC.

Service delivery
To ensure:

a) the delivery of safe, personalised services to each individual service user through
assessment, person centred planning and regular outcome focussed review of
services.

b) Risk assessed prior to commencement of service.
c) staff are trained and equipped with the skills and competences to enable them to

carry out their work to the highest standards.
d) staff receive regular supervision and annual appraisal

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e) staff are familiar with and observe company Policies

f) delivery of person centred care and support that promotes independence, and choice
and dignity to empower people take control of their own service.

g) services are structured in a way that provides flexibility, reliability and continuity

h) To ensure the service is appropriately resourced with the right number of suitably
qualified, skilled and experienced staff.

i) all new referrals are responded to in a timely manner in line with contractual and
organisational timescales.

j) To oversee the co-ordination of care workers across all areas.
k) To deliver services that ensure the Organisation’s duty of care to the service user and

staff providing the service.

l) To ensure confidentiality is maintained at all times, in keeping with the Data
Protection Act (DPA) 2018 and the General Data Protection Regulation (GDPR)

m) To ensure good communication and links with all stakeholders with regard to the
provision of services including commissioners, service users, relatives, social work
teams etc.

n) To ensure the office is staffed during office hours and ensure the provision of an
effective out of hours on-call service.

o) Service user are protected from discrimination on the grounds of age, race, ethnicity
sexual orientation, gender, religion or culture

Service Development

In partnership with the senior management team participate in the strategic development of
the organisation and assist with the identification and development of strategies for the
planning and delivery of quality, innovative domiciliary services.

To grow and develop services through increasing delivered hours and maximising referral
opportunities.

To manage projects that will improve the efficiency and effectiveness of the service.

To produce monthly management reports and attend Senior Management Team Meetings.

Team Management and Leadership

To coordinate and manage staff teams involved in the direct provision of the service that:

a) Provide services on time
b) meet identified outcomes
c) are adequately supervised
d) that work safely and minimise risk

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To ensure that there is a co-ordinated and consistent approach to service provision that is
cost effective and efficient making the best use of allocated resources.

To identify recruitment needs and develop plans to ensure the service is appropriately
resourced with capacity for expansion.

To be routinely involved in a range of human resources/staff management duties including:
a) Recruitment and selection
b) Training Supervision, Appraisal
c) Disciplinary/grievance procedures
d) Attendance Management

To ensure that processes and procedures are in place to meet the various organisational
and staff requirements with regard to human resources issues.

To ensure that staff are trained for their roles and responsibilities and that all groups of staff
teams have access to appropriate training and learning opportunities.

To arrange and attend regular service planning meetings with supervisors and team
members.

To put in place systems to ensure healthy working practices and that staff receive relevant
information to fulfil their health and safety responsibilities.

To ensure that all staff are familiar with and are compliant with company policies and
procedures.

Quality Assurance

To implement and maintain an effective quality assurance programme (Investor In People)
to promote high quality, best practice and continuous improvement of services

To deliver services effectively and efficiently and have clear monitoring procedures and
processes in place to ensure standards are continually met

To ensure good and safe practice in all activities relating to service user care by putting
systems in place to guide, monitor and evaluate care and services provided.

To resolve all complaints in accordance with Complaints procedure

To evaluate services through regular review, annual service user questionnaires, analysis
of complaints & compliments etc.

Identification and investigation of safeguarding issues, alert authority and CQC of all
safeguarding allegations.

Resource Management
To develop operational controls in partnership with the senior management team to ensure
a commitment to cost effectiveness and value for money.

This is not meant to be an exhaustive list; the job holder may be required to undertake such
other duties as Management may from time to time reasonably required

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Name Signed Date

Job Description Area Manager

Job Title: Area Manager
Reports to: Registered Manager / Managing Director

Purpose of position:

As a Locality Manager you are responsible for the operational day-to-day management of your
district/s and should ensure company compliance with relevant legislation, and in particular
compliance with legislation monitored by Care Quality Commission. To achieve a minimum
inspection rating good.

Working in partnership with the management team you will ensure services provided are high
quality, promote independence and enable people to live safely in their own homes.

Compliance

a) you will ensure the service is:

b) Safe

c) Effective

d) Caring

e) Responsive to people needs

f) Well-Led

It is your responsibility to:

To ensure the service is compliant with the requirements of the Health & Social Care Act 2008
(Regulated Activities) Regulations 2010 and the Care Quality Commission guidance ‘Essential
Standards of Quality & Safety’.

Service delivery
To ensure:

a) the delivery of safe, personalised services to each individual service user through
assessment, person centred planning and regular outcome focussed review of services.

b) risk are assessed prior to commencement.

c) staff are trained and equipped with the skills and competences to enable them to carry out
their work to the highest standards.

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d) staff receive regular supervision and annual appraisal

e) staff are familiar with and observe company Policies

f) delivery of person centred care and support that promotes independence, and choice and
dignity to empower people take control of their own service.

g) services are structured in a way that provides flexibility, reliability and continuity
h) To ensure confidentiality is maintained at all times, in keeping with the Data Protection Act

(DPA) 2018 and the General Data Protection Regulation (GDPR)

i) To ensure the service is appropriately resourced with the right number of suitably qualified,
skilled and experienced staff.

j) all new referrals are responded to in a timely manner in line with contractual and
organisational timescales.

k) To oversee the co-ordination of care workers across all areas.

l) To deliver services that ensure the Organisation’s duty of care to the service user and staff
providing the service.

m) To ensure good communication and links with all stakeholders with regard to the provision of
services including commissioners, service users, relatives, social work teams etc.

n) To ensure the office is staffed during office hours and ensure the provision of an effective out
of hours on-call service.

Service Development

In partnership with the senior management team participate in the strategic development of the
organisation and assist with the identification and development of strategies for the planning and
delivery of quality, innovative domiciliary services.

To grow and develop services through increasing delivered hours and maximising referral
opportunities.

To manage projects that will improve the efficiency and effectiveness of the service.

Team Management and Leadership

1) To coordinate and manage your staff teams involved in the direct provision of the service
that:
a. Provide services on time

b. meet identified outcomes

c. are adequately supervised

d. that work safely and minimise risk

2) To ensure that there is a co-ordinated and consistent approach to service provision that is
cost effective and efficient making the best use of allocated resources.

3) To identify recruitment needs and develop plans to ensure the service is appropriately
resourced with capacity for expansion.

4) To be routinely involved in a range of human resources/staff management duties including:

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a. Recruitment and selection b. Training Supervision, Appraisal

c. Disciplinary/grievance procedures d. Attendance Management

5) To ensure that processes and procedures are in place to meet the various organisational
and staff requirements with regard to human resources issues.

6) To ensure that staff are trained for their roles and responsibilities and that all groups of staff
teams have access to appropriate training and learning opportunities.

7) To arrange and attend regular service planning meetings with supervisors and team
members.

8) To put in place systems to ensure healthy working practices and that staff receive relevant
information to fulfil their health and safety responsibilities.

9) To ensure that all staff are familiar with and are compliant with company policies and
procedures.

Quality Assurance

1) To deliver services effectively and efficiently and have clear monitoring procedures and
processes in place to ensure standards are continually met

2) To ensure good and safe practice in all activities relating to service user care by putting
systems in place to guide, monitor and evaluate care and services provided.

3) To resolve all complaints in accordance with Complaints procedure

4) To evaluate services through regular review, annual service user questionnaires, analysis of
complaints & compliments etc.

Resource Management

1) To develop operational controls in partnership with the senior management team to ensure a
commitment to cost effectiveness and value for money.

This is not meant to be an exhaustive list, the job holder may be required to undertake such other
duties as Management may from time to time reasonably require.

I have received a copy of the above Job Description and understand the terms

Name Signed Date

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Job Description Domiciliary Care Worker

Job Title: Domiciliary Care Worker
Reports to: Supervisor / Locality Manager/ Registered Manager

Job Purpose:

To provide effective person centred care and support that assists people to live independently in
their own homes.

Principal Duties & Responsibilities are to:

a) Provide person centred care and support as detailed in Person Centred Support Plans whilst
ensuring choice and control about how and who delivers their care remains with the service
user.

b) encourage Service Users to take an active role in planning their own care by identifying their
needs and desired outcomes through and expressing preferences, choices about how they
wish to receive their service.

c) ensure care and support promotes and maintains health, well-being and increases people’s

confidence. ❑ Respect
d) observing people’s individual rights to: ❑ Dignity
❑ Privacy / Data Protection

e) promote social inclusion with friends, family, neighbours and their local community.

f) promote self-care and independence through; assisting and enabling people to try new ways
of doing things.

g) Unless informed otherwise; assume capacity and respect peoples wishes to make their own
choices, decisions and to take calculated risks.

h) To provide assistance with personal care and support which may involve assistance with:

❑ Dressing and undressing
❑ Bathing, showering or washing
❑ Continence requirements
❑ Administration of medicines
❑ Manual Handling

Ensuring:

❑ respect for service users right to choose and refuse assistance
❑ service user’s health and wellbeing is monitored and maintained

❑ assistance is given to maintain and improve mobility through exercise and the

use of mobility aids

❑ physical comfort is maximised at all times

❑ service Users are helped to maintain personal hygiene and appearance
❑ access to toilet facilities is available
❑ help is given to service users to manage their domestic and personal

resources
❑ provision of specialised care to clients with specific needs
❑ you maintain a clean and safe working environment
❑ accidents reporting procedures are followed

i) Where required support service users to maintain adequate nutritional status by:

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❑ Preparing well balanced meals of the service users choice
❑ Presenting food so that it looks appetising
❑ Providing support with eating and drinking as required
❑ Ensuring service users are well hydrated and offered plenty of hot and cold

drinks
j) To ensure the service user’s home is clean, tidy, safe and comfortable by carrying out

domestic cleaning tasks as commissioned. Such tasks may include:

❑ Cleaning of kitchen and bathroom
❑ Washing and putting away dishes
❑ Vacuuming and polishing
❑ Cleaning floors and windows
❑ Laundry
❑ Making beds

k) To support service users to access the local community encouraging active participation

l) To assist service users with shopping, collecting pensions or benefits, paying bills or other
errands

m) To support service users to maintain relationships with family members, friends and their
wider social network

n) To promote effective communication and relationships with Service users and work
colleagues and to be aware of communication differences and adopt an approach that
minimises the effect of such differences.

o) To report promptly any concerns, complaints or grievances to their Line Manager
\Immediately report any signs or indications of abuse to your line manager

p) To maintain records (e.g. care plans) where necessary, ensuring these are wholly accurate,
up-to-date and completed in a timely manner.

q) To ensure confidentiality is maintained at all times, in keeping with the Data Protection Act
(DPA) 2018 and the General Data Protection Regulation (GDPR)

r) To contribute towards the protection of individuals from abuse.

s) To attend any meetings in order to contribute to the effectiveness of care delivery.

t) To undertake any training required in order to perform the role more effectively,
acknowledging any deficits in knowledge or practice, identifying training needs and
formulating training plans with the direction of your Line Manager.

u) To participate in the induction and shadowing of all new Staff.

Name Signed Date

This list is not an exhaustive, the job holder may be required to undertake other reasonable duties
within their capability.

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EMPLOYMENT QUALIFICATIONS & REQUIREMENTS

The following list of employment qualifications and requirements is by no means exhaustive
and is intended as a guide for recruitment, however, qualifications and requirements listed
should be regarded as the basic minimum for the job positions indicated.

Registered Manager

CQF / NVQ Direct Care Level IV
CQF / N VQ Assessor Qualification TBLB D32/D33
Minimum of 5 years’ experience in a managerial and supervisory role.
Minimum of 3 years’ experience in a direct service organisation.
Experience in selection, recruitment and training.
Broad Knowledge of health and safety procedures.
Basic food hygiene certificate.
Basic Health & Safety Certificate.
Experience in the use Information Technology.
Clean U.K. / E.E.C. Driving licence.

Locality Manager

CQF / N.V.Q. Direct Care Level IV
CQF / N.VQ. Assessor Qualification
Minimum of 3 years’ experience in a managerial and supervisory role.
Minimum of 2 years’ experience in a direct service organisation.
Broad Knowledge of health and safety procedures.
Basic food hygiene certificate.
Basic Health & Safety Certificate.
Experienced in the use Information Technology.
Clean U.K. / E.E.C. Driving licence.

Domiciliary Care Worker

CQF / NVQ Direct Care Level II
Previous experience in a similar position.
Basic Knowledge of health and safety procedures.
Basic food hygiene certificate.
Basic Health & Safety Certificate.
Moving & Handling Certificate.
Ability to communicate with others.

Domiciliary Domestic Care Worker

Basic Knowledge of health and safety procedures.
Basic food hygiene certificate.
Basic Health & Safety Certificate.
Moving & Handling Certificate.
Ability to communicate with others.

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Training and Development Plan

The company for its part, and as a result of the annual appraisal exercise, will identify
individual staff training needs, produce and agree an outline training budget before the start
of each financial year. It is important that all staff appreciate the value of training and
development and are expected to be receptive to training, new ideas and changes within
the company.

Training and Development

1. Induction:
All employees are entitled, on joining and when transferring to a new part of the company,
to participate in the company induction programme. Managers are responsible for ensuring
that all staff under their control complete the induction course within eight weeks of joining
the company.

2. Coaching:
The most common form of training in the company is on the job training provided by
colleagues, supervisors and managers. All members of staff are expected to co-operate in
training newcomers. Regular tuition on coaching skills will be given to all employees
involved in coaching. Managers and supervisors will ensure that all relevant employees
receive this training within their department.

3. Work Experience:
From time to time the company will allow work experience students from local schools to
spend a short time working within the company. The co-operation of managers and other
staff is requested in making this a useful and pleasant an experience as possible for the
student concerned. A suitable plan of work will be agreed in advance and the manager will
be required to complete a form listing the accomplishments at the end of the placement.

4. In-house courses:
Periodically the company organises short courses in-house, usually where a group of
employees requires specific or additional knowledge or training (e.g. the introduction of new
piece of equipment or possibly new legislation that affects the workplace). Details of in-
house courses will be circulated and nominations should be made to your manager or
supervisor.

5. Staff Shadowing:
Shadowing of staff will take place for a full two days after induction, following any new
training and in circumstances where the company doubts the capability of an employee and
wishes confirm its suspicions. The purpose of this shadowing is to establish any failings or
weaknesses to identify training need and provide support and assistance. Shadowing is
usually undertaken by the field supervisor or the care manager. Staff must always be
notified when shadowing is taking place and should not be undertaken covertly.

6. Staff supervisions:
Staff supervisions are a 6 weekly informal meeting between carers and their line manager;
they have been introduced for the following reasons:

a) information receiving of carers weekly events and occurrences.
b) information giving to inform carers of events and changes within the company.
c) to give carers the opportunity to seek help and advice
d) compliance with Commissions for Quality Care regulations.

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e) to inform managers of any deterioration in service users wellbeing
f) to ensure all staff are aware of individual service user outcomes and work towards

achieving those goals.

It is also intended that 3 monthly supervisions will build and promote a feeling of belonging
to the company, increase moral and reduce absence and sickness. Supervisions will be
recorded on a "Monthly Staff Supervision form" and held on file, a copy may be given to the
employee if requested.

7. Quality Care Framework:
The company recognises the value of nationally accredited qualifications relevant to their
work in the workplace. It is a condition of employment that all employees achieve QCF
(Quality Care Framework training) at entry level 2. The qualification is a vocational
qualification and can be advanced if the employee wishes to move level 3 or higher.
Employees who require further information about QCF’s should contact their manager or
supervisor.

8. Short courses and conferences:
The company regularly receives details of short courses, seminars and conferences run by
outside organisations. Details of these courses will be circulated to managers and
supervisors. Following discussions between the applicant his or her supervisor and the line
manager, suitable employees will be nominated to attend these courses. It should be noted
that because this type of training can be expensive, the manager making the nomination
will be required to justify the relevance and benefits of this training to the partners of the
company who will then decide if the finance will be made available.

9. Trade Organisations and Associations:
In order to gain a broader experience of the market sector and to acquire new information
concerning developments, activity and new legislation the company encourages its
managers and supervisors to join local/ national trade bodies and associations.
To enable company representatives to take an active part paid time off and expenses will
be allowed to enable company representatives to attend meetings, seminars and
conferences.

10. General:
• All employees taking a course of training will be required to give an assessment of
that training to his manager.
• In certain circumstances the company may reserve the right to make training
conditional upon the employee undertaking to repay all or part of the cost of training
is he or she leaves the company within a certain amount of time.
• In circumstances where knowledge and skill is essential to the job, the company will
reserve the right to make training a condition of an employee’s contract of
employment.
• When the company nominates an employee for training the cost of this training and
out of pocket expenses will be funded by the company.

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Performance Appraisal & Assessment

Appraisal is essentially the means of ensuring that the managers and employees of the
company meet on an annual basis to discuss performance and the individual’s
development plan. The appraisal procedure must be promoted in a positive light; it is not to
be used by managers to "have a go". If used correctly it will play an important role in the
development of staff. However, managers should not be reluctant to confront their staff with
their failings.
The process has clearly defined objectives and aims:

1. identify the employee’s strengths and weaknesses
2. highlight problem areas requiring improvement
3. promote employee motivation
4. recognise and encourage good work and achievements
5. identify training needs
6. communicate company developments
7. to improve sickness & absence
8. awarding promotion, pay increases etc.
Appraisals will be carried annually by employee’s immediate line manager using the
company Joint Appraisal & Assessment form, a copy of the form will be given to the
employees in advance of the appraisal interview to allow employees time to structure their
thoughts beforehand and offer a written statement of their own performance.

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Training Evaluation and Feedback form

It is the responsibility of all staff to complete a training evaluation sheet at the end of each
training course they attend. The information gathered will assist the company to identify
which courses offer quality, worthwhile training and whether or not they offer value for
money. When completing the sheets, you should consider the following.

1. Organisation and domestics, please consider:

Did it start on time, was there sufficient breaks, was the room and
equipment used appropriate, was there sufficient and clean toilet
facilities. If you have disability was there appropriate support and / or
equipment provided.

2. Location, please consider:

Was the venue easy to get to, were you able to park or access public
transport, were you given a location map.

3. Notes, please consider:

Was you given notes, did the notes cover the content of the training,
did you have to take your own notes, if so did you have time to take
down key points

4. Presentation, please consider:

Did speakers communicate their message, did you understand them,
did they use jargon, were you given the opportunity to ask questions,
were questions fully answered, was their style of delivery appropriate,
did they observe equality opportunities, did they discriminate in any
way.

5. Overall enjoyment, please consider:

Let us know if you enjoyed the course or not, please explain why.

6. Did the training meet your needs?

Your training needs will have been identified with your manger during
your appraisal, did this course meet one or more of your specific
training needs.

7. Any other comments

Please use this section to freely comment on any other aspect of the
course or to expand 9n the previous questions.

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Training feedback form Excellent good

Please rate the following aspects of the course
not good poor
1 Organisation and domestics
2 Location
3 Notes
4 Presentation
5 Overall enjoyment
6 Did the training meet your needs

7. Any other comments

For office use only
Line manager’s evaluation

Date ………………………………………………………………. Signature
…………………………………………………

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Name: Staff Supervision Form

Supervisor/Manager taking supervision: Date:

Work ( service user problems; service user concerns; H&S issues etc)

Action to be taken: When: By who:

Concerns/team issues (worker relationships; rota’s; new ideas; areas of work etc)

Action to be taken: When: By who:

Training/Development (any areas for development – agree what will be put in place and when)

Action to be taken: When: By who:

Any other areas for discussion:

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Falls Prevention

Every five hours an elderly person is killed by an accidental fall in the home – this is the
equivalent to 1,500 people dying every year. Over 300,000 older people are so seriously
injured by a fall in their home that they require hospital treatment.

Usually two or more risk factors interact to cause a fall (such as poor balance and low

vision, which can cause a trip and fall going up a single step). Home or environmental risk

factors play a role in about half of falls. Older people are more liable to slip, trip or fall and

likely to suffer serious consequences after falling; the effects of a fall also affect staff

through loss of hours when someone is hospitalised. Therefore, it is vital to do all we can to
raise awareness and try and prevent falls occurring in people’s own homes. The following

checklist will identify hazards that may lead to service users falling at home. All service

users should be encouraged to allow us to undertake a prevention checklist. You can have

a direct impact and immediately remove some of the causes of falls, others you will need to

refer back to your line manager. Just by being aware and taking action when you identify a

hazard may save the life of one of your service users.
In the event of a service user suffering a fall please complete a “History of Service User
Falls” record this will provide a toll to identify the frequency and action required to prevent

any further falls.

Completing the form

Date: enter date
Service User Name: enter name
Service user address: enter address
Calendar: enter a number for each fall starting at
number 1 in ascending order for each consecutive fall e.g.

Date 12 3 4 5 6 7 8 9 10
January 1 23
February
March
April

Fall Record: for each entry on the calendar complete the details against the fall number.
Notifications: Always notify your line manager of any fall

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Date Falls Chart
Jan
Feb 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
March
April
May
June
July
Aug
Sept
Oct
Nov
Dec

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Date ..../ ....../.................... Service User Name ……...........................................
Service User Address ...............................................................................................

Falls Prevention Checklist

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