REGISTERED MANAGER – CHILDREN’S HOME Willboag Ltd

Willboag LTD.; Greater London; A distancia; GBP 50.000 - 60.000; Jornada completa

Descripción de la vacante

Willboag Ltd seeks an experienced Registered Manager to lead our community services across children and adults. You will manage day-to-day operations, maintain regulatory compliance, and drive person-centred care with a focus on dignity and independence.

The role requires collaboration with families, commissioners and the Director. The post is full-time, based in London with on-site duties and a 40-hour week, plus on-call responsibilities.

Formación

• Experience in operational management of community or domiciliary care services.
• Strong knowledge of CQC registration, standards and reporting.
• Ability to manage budgets and resource planning.

Responsabilidades

• Lead day-to-day service delivery and staff deployment within delegated authority.
• Ensure compliance with CQC standards and safeguarding requirements.
• Oversee care planning, referrals, and communication with families and commissioners.

Conocimientos

Leadership

People management

Regulatory compliance

Communication

Educación

Level 5 Diploma in Leadership and Management for Adult Care

Descripción del empleo

Registered Manager

CQC personal care and community services

Job description and person specification

Employer: Willboag Ltd

Base: Tottenham office, Unit W63 Grove Business Centre, 560–568 High Road, London N17 9TA, with travel to community services.

Service scope: CQC-regulated personal care and associated community support for children and young people (stated age range 0–18) and adults aged 18 and above, within the provider’s registered activities, locations and conditions.

Reports to: William Aboagye, Director of Willboag Ltd. Provide regulatory assurance and escalation to the organisation’s formally designated CQC Nominated Individual where that designation is held by another person.

Management responsibility: Direct line management of one Assistant Manager, with five Senior Support Workers reporting through the Assistant Manager. Community support workers report to their designated Senior Support Worker. The Registered Manager retains accountability for all community staff and the care coordination function. Children’s home managers report separately to the Regional Manager and Responsible Individual.

Salary and contract: £50000-£60,000 per annum. Permanent, full-time contract.

Hours: Full-time, 40 paid hours per week, comprising 37.5 working hours and 2.5 hours of paid breaks taken during the daily provision of service. Paid breaks are included within the 40-hour working week.

Out of hours: Participation in an agreed on-call rota and emergency arrangements; frequency and remuneration to be confirmed.

Role purpose

The Registered Manager will take operational ownership of Willboag’s community service and ensure that people receive safe, reliable, person-centred care. The postholder will lead the team, maintain regulatory compliance and ensure that each person’s dignity, independence, choice and control are actively promoted. We require a manager who can operate independently, work constructively with families and commissioners, and provide clear evidence that care is delivered as agreed.

Accountability and authority

The postholder must be suitable for CQC registration for the regulated activities and locations within their remit and maintain that suitability. Registration is specific to the agreed responsibilities and conditions; the job title alone does not confer registration. The provider and its Nominated Individual retain their own responsibilities. This role does not include registration as an Ofsted children’s home manager unless separately agreed and approved. [C1]

• Lead day-to-day service delivery, staff deployment and care quality within written delegated authority. Agree the division of responsibilities with any other registered manager to avoid gaps or overlapping decisions.
• Decline or elevate referrals that cannot safely be met and arrange urgent protective action when care is unsafe. Ensure immediate cover and appropriate commissioner communication where a service disruption is unavoidable.
• Approve expenditure, staff decisions and service changes only within delegated limits. Escalate resources that are insufficient for safe care and retain direct access to the Director and Nominated Individual.

Reporting supervision and escalation

• Report directly to William Aboagye as Director and receive individual management supervision from him each month. Attend the weekly senior management meeting with the Director, RI and Finance Manager, and contribute to quarterly business and service reviews.
• Provide monthly individual supervision to the Assistant Manager and ensure the Assistant Manager supervises each of the five Senior Support Workers monthly. Require senior staff to supervise their allocated support workers, maintain supervision and competency records, and elevate concerns. Assign care coordination duties explicitly within this team; no separate occupied coordinator post is evidenced.
• Maintain appropriate assurance and escalation to the formally designated CQC Nominated Individual. If the Director holds that designation, both routes are fulfilled through him; otherwise ensure the designated individual receives the relevant information. Document any shared remit with other registered managers.
• Escalate community-service concerns from the Senior Support Worker through the Assistant Manager and Registered Manager to the Director. Take immediate protective action for serious risks and make required external referrals and notifications without waiting for management approval or a scheduled meeting. Staff may bypass intermediate levels where urgency requires it.
• Determine assessed care needs and safe staffing, and verify delivered hours and authorised changes. Finance checks costing, commissioning authority and billing evidence. Refer unresolved resource or commercial decisions to the Director; do not reduce care unsafely to meet a price.
• Work with the RI on cross-service matters while maintaining the separate reporting lines for the children’s homes. Children’s home managers and residential staff are managed through the RI and the relevant home manager.
• Use an alternative safeguarding or whistleblowing route where a concern involves the usual manager. Where it concerns the Director, use the company’s alternative route and relevant external authority. Ensure the duty on-call manager, contact method and backup are clearly identified.

Service population, workforce and source baseline

Willboag’s community services cover children and young people in the stated 0–18 age range and adults aged 18 or above. For safeguarding, consent, commissioning and reporting, record people under 18 in the children’s cohort and people aged 18 or over in the adult cohort, so age 18 is not counted twice. Plan transitions before the eighteenth birthday and confirm the applicable registration and commissioned service for each package.

Current community leadership team, confirmed by the Director: one Assistant Manager and five Senior Support Workers, six posts in total. Named team members are Rhoda, Victor, Joseph, Nana, Afia and Clifford. The source records do not establish which person currently holds the Assistant Manager post; confirm that allocation in the named staff register without assuming it from name order. These six leadership posts must not be added to the 40 distinct recorded carers as if they were separate people.

September 2026 activity: 37 distinct clients, 40 distinct carer names on chargeable records, 1,326 chargeable carer-entry rows and 6,529.5 invoice hours. These are monthly source-based activity measures, not whole-company employee headcount, current caseload, commissioned capacity or verified income. Carer-entry rows may include two carers for one visit; they must not be described as 1,326 separate client visits. The workbook contains hours rather than monetary invoice values and provides no verified client ages or child/adult split.

Historic inspection baseline: the full CQC report for visits on 15, 22 and 28 July 2022 records five children and young people receiving personal care and an overall Good rating, with all five domains rated Good. This is not the September 2026 caseload or a newly verified current rating. The attached easy‑read summary instead says Requires improvement overall; retain and resolve that documentary discrepancy against the authoritative published report before using a rating in recruitment publicity.

• Apply separate child and adult safeguarding routes, developmentally appropriate care, family involvement and accessible communication. Check individual needs, education and health plans where applicable, age‑appropriate consent and decision‑making arrangements, and handover to adult commissioners and professionals. Do not infer age or capacity from titles in the invoice workbook.

Key responsibilities

Regulatory compliance and quality leadership

• Maintain a clear understanding of the service’s registered activities, locations, conditions and statement of purpose. Ensure practice remains within scope and coordinate applications or notifications needed for proposed changes. [C1 C2]
• Maintain working compliance with person‑centred care, dignity, consent, safe care, safeguarding, nutrition and hydration where applicable, premises and equipment, complaints, governance, staffing and fit‑person requirements. [C2]
• Use the current CQC assessment framework and quality statements to organise evidence of safe, effective, caring, responsive and well‑led services. Update the evidence approach as CQC guidance changes. [C3]
• Lead inspection preparation, provide accurate information, support staff and people using the service to participate, and deliver verified improvement following findings. Ensure performance assessments are displayed where required.

Assessment referrals and care planning

• Oversee timely referral screening, initial assessment and reassessment with the person, family or lawful representative and relevant professionals. Confirm needs, preferences, risks, consent, funding and the support the team can safely provide.
• Translate assessed needs and commissioned hours into clear individual care plans, risk assessments, communication plans and contingency arrangements. Assign accountable staff and confirm plans are understood before care begins.
• Review plans after changes, incidents, hospital admission, transition or feedback. Ensure multidisciplinary advice, equipment needs and agreed clinical instructions are incorporated.
• Manage introductions, transfers, hospital discharge and service endings carefully, communicating with commissioners and families and maintaining continuity. Escalate risks when an alternative arrangement is required.

Children young people and specialist community support

• Ensure community support for children and young people reflects their developmental needs, communication, disability and family circumstances. Liaise with education, SEND services and health professionals on agreed goals and relevant plans.
• Support children who are out of education or excluded from school to access meaningful activity and suitable professional support. Keep the boundary between care and formally commissioned or registered education provision clear.
• Implement individual risk assessments for community activities, travel, road safety, public places and lone or paired working. Ensure staffing ratios are based on assessed need and the commissioned plan.
• For autistic people and people with learning disabilities, promote choice, ordinary community life, independence and outcomes consistent with CQC’s Right support, right care, right culture guidance. [C4]
• Plan transitions between children’s and adult services with the person, family and relevant agencies, including changes in consent, decision‑making, commissioned support and staff competence.

Safeguarding and incident management

• Lead safeguarding practice for adults and children, ensuring staff recognise abuse, neglect, exploitation, discriminatory treatment, financial abuse and harm arising from poor care. Follow local procedures and current child safeguarding guidance. [C5]
• Take immediate steps to protect the person, obtain urgent assistance and preserve evidence. Make or coordinate referrals to local safeguarding services, the LADO and police as appropriate and keep clear decision records.
• Investigate incidents, near misses and complaints within competence and the agreed process, without compromising external enquiries. Ensure appropriate employment action, DBS referrals where required and support for those affected.
• Submit required CQC notifications for deaths, serious injuries, allegations of abuse, police involvement and other reportable events within the relevant timescales. Maintain a notifications register and elevate uncertainty promptly. [C6]
• Apply the statutory duty of candour when its criteria are met, including appropriate notification, apology, support and written follow‑up. Promote openness more broadly and retain evidence of the response. [C7]

Consent capacity and human rights

• Ensure people receive accessible information, supported decision‑making and genuine choice. Assess and record consent and identify who has lawful authority to act where the person cannot make the relevant decision.
• Apply the Mental Capacity Act where applicable, including decision‑specific capacity assessments, best‑interests processes, advocacy and the least restrictive approach. Use age‑appropriate legal advice for children and young people.
• Identify restrictions that may require legal authorisation and seek advice through the relevant authority and legal routes. Do not assume the care‑home DoLS process applies to a person’s own home or supported living; follow the current setting‑specific law and guidance.
• Monitor coercion, unnecessary restriction, discrimination and breaches of privacy. Review restrictive arrangements regularly with appropriate professionals and the person’s representative.

Positive behaviour support and complex care

• Ensure support is based on understanding distress, communication, environmental triggers and unmet needs. Obtain specialist assessment where required and implement individual positive behaviour support plans.
• Prioritise prevention and de‑escalation. Ensure any restrictive intervention is lawful, necessary, proportionate, recorded and reviewed, with appropriately trained staff and post‑incident support.
• Establish clear governance for any delegated health tasks, including written clinical instructions, competency assessment, supervision and escalation. Staff must only undertake tasks they are authorised and competent to perform.
• Work with health professionals to respond to deterioration, pain, seizures, swallowing difficulties, mental health concerns and other identified needs. Confirm emergency plans and escalation instructions for the individuals supported.

Medicines nutrition and safe personal care

• Assess the level of medicines support commissioned and required; define responsibilities with the person, prescriber, pharmacy, family and staff. Maintain safe policies, records and competency checks. NICE NG67 applies to adults receiving social care in the community; children require appropriate paediatric and clinical guidance. [C8]
• Audit medicines administration records, omissions, refusals, errors, storage arrangements and changes. Ensure clear protocols for as‑required medicines, time‑critical doses and specialist administration, with timely professional escalation.
• Ensure nutrition, hydration, personal hygiene, continence, skin care and moving and handling support reflect assessed needs, preferences, dignity and professional advice.
• Maintain infection prevention, appropriate PPE and safe handling of waste and sharps. Ensure staff recognise risks in people’s homes and community settings and know when to seek assistance.

Staffing rotas and continuity of care

• Maintain dependency‑led staffing and skill mix, including assessed one‑to‑one or two‑to‑one support, waking‑night requirements and travel time. Confirm adequate supervision and contingency cover. [C9]
• Ensure rotas match care plans, commissioned hours and staff competence. Monitor late and missed visits, absence, vacancies and agency use, intervening promptly to protect reliability.
• Allocate familiar staff where possible, provide effective handovers and ensure critical information reaches the person delivering care. Manage lone working, fatigue and staff welfare.
• Participate in the agreed on‑call arrangements, providing advice and attending incidents where necessary. Ensure safe escalation and handover when the manager is absent; maintain required CQC absence notifications. [C6]

Recruitment supervision and development

• Recruit suitable employees through safer recruitment, verify employment history and references, right to work, qualifications and legally eligible DBS and barred‑list checks, and manage restrictions before deployment.
• Provide a structured induction, role‑specific training and practical competency assessment. Maintain a training matrix and address expired, missing or ineffective training.
• Provide regular supervision, observations, appraisal, coaching and team meetings. Use staff feedback and care evidence to identify learning needs and improve practice.
• Manage probation, performance, attendance, conduct, grievance and disciplinary matters fairly with HR. Maintain accurate employment records and support retention and succession planning.

Quality assurance records and improvement

• Operate an audit programme covering care plans, daily records, medicines, safeguarding, staffing, recruitment, complaints and delivery evidence. Use findings to assess risk and improve care. [C10]
• Maintain secure, accurate and contemporaneous care and management records. Check completeness, meaningful recording, access controls and lawful sharing with relevant agencies.
• Track actions with named owners and deadlines, verify completion and identify repeated failures. Use the monthly management assurance report to document progress and elevate serious concerns immediately.
• Seek and act on feedback from people using the service, families, staff and commissioners. Demonstrate the effect of improvements on experience and outcomes, including through visits and direct observation.

Communication complaints and partnership working

• Maintain accessible communication with people, families and lawful representatives, including alternative formats and communication aids. Explain service changes and responsibilities clearly.
• Respond fairly to complaints and concerns, record investigation and outcomes, meet the published process and provide escalation routes. Identify safeguarding matters within complaints and protect people from retaliation.
• Maintain constructive relationships with commissioners, brokerage, social workers, schools, health services and other providers. Attend reviews and contribute clear evidence and professional challenge.
• Share information proportionately and within a lawful basis, distinguish facts from opinions and respect the person’s confidentiality and wishes.

Budgets commissioned hours and financial controls

• Manage delegated service budgets with the Finance Manager and Director. Monitor staffing, overtime, agency, transport and other costs, and explain variances without compromising assessed care.
• Verify delivery records and authorised changes to care packages so invoices reflect approved support. Identify differences between commissioned hours, rotas, actual delivery and billing evidence promptly.
• Obtain written commissioning approval where required for additional hours or rate changes and escort urgent unmet needs rather than allow undocumented arrangements to become routine.
• Protect service users’ money and property through authorised handling, receipts, reconciliations and independent checks. Report suspected financial abuse and keep individual funds separate from company funds.

Health safety premises and emergencies

• Maintain risk assessments for work in homes, office and activity settings, transport and community visits. Coordinate equipment maintenance, fire safety, COSHH and other relevant checks with the responsible parties.
• Identify and address environmental hazards within the service’s control, liaising with property owners and professionals where responsibilities sit elsewhere.
• Maintain plans for staff shortages, severe weather, loss of utilities or systems, outbreaks and emergencies. Test call‑out and communication arrangements and ensure care continuity is prioritised.
• Ensure appropriate accident recording and health and safety reporting, including RIDDOR assessment where applicable, with advice from the organisation’s competent person.

Service development and management reporting

• Support sustainable growth through assessment of demand, staffing capacity, service quality and resources. Complete a safe mobilisation plan before expanding the service or accepting materially different needs.
• Provide a monthly management assurance report to the Director and relevant assurance to the CQC Nominated Individual covering care quality, service‑user experience, safeguarding, medicines incidents, missed or late support, staffing and training, complaints, notifications and commissioned‑hour reconciliation. Include evidence, exceptions, named owners and deadlines.
• Maintain professional development and regulatory knowledge, communicate changes to staff and participate in relevant provider and commissioner networks.

Person specification

Applicants should explain how they meet the essential criteria, using examples of their own work. Qualifications and employment history will be verified. Equivalent learning and experience will be assessed where stated, and reasonable adjustments will be available throughout recruitment.

Essential criteria

• Level 5 Diploma in Leadership and Management for Adult Care, an appropriate relevant leadership qualification, or an equivalent qualification and experience accepted as suitable for the service and CQC registration. Evidence of competence for the confirmed children’s remit is also required; a qualification title alone is insufficient.
• At least two years of relevant operational management experience in health or social care, including management of domiciliary or community services and a team.
• Relevant specialist experience meeting the needs of the service population, including children or young people, learning disability, autism and complex support where applicable.
• Ability to satisfy CQC’s fit‑person requirements, provide suitability information and successfully undertake the relevant registration process. [C1]
• Sound knowledge of personal care regulation, current CQC assessment expectations, adult safeguarding under the Care Act 2014, the Children Acts 1989 and 2004, consent, the Mental Capacity Act and applicable equality and human‑rights protections. Understand relevant Mental Health Act interfaces where they affect the people supported.
• Evidence of managing safe staffing, rotas, recruitment checks, staff supervision, medicines governance, incident response and service continuity.
• Ability to develop individual plans and risk assessments and work with people, families, health professionals, social workers and commissioners.
• Experience of audits, improvement plans, clear written reporting and maintaining accurate records using digital care systems and ordinary office software.
• Ability to manage budgets and commissioned hours, understand staffing costs and protect people’s money and property.
• Calm judgement, empathy, clear communication and the confidence to challenge unsafe practice. Ability to travel across the service area and meet the agreed on‑call commitment, with reasonable adjustments considered.

Desirable criteria

• Previous successful CQC registration and evidence of maintaining or improving quality and inspection outcomes.
• Experience of positive behaviour support, functional assessment and reducing restrictive practice with specialist professional input.
• Experience of mental health support, supported living, complex community packages and transitions between children’s and adult services.
• Relevant social work, occupational therapy, nursing or management degree, alongside current professional registration where the qualification is used in a regulated professional capacity.
• Experience of service mobilisation, commissioner reviews and coaching senior staff for future management responsibilities.

Selection and performance expectations

Selection should include a safeguarding and capacity scenario, a rota and commissioned‑hours exercise, a review of a sample care plan and discussion of improvement work personally delivered by the applicant.

• Within 30 days, assess care quality, registration scope, staffing, records and key risks; agree immediate action and provide a baseline report.
• Within 60 days, evidence progress on priority risks, establish supervision and audit schedules, and demonstrate reliable care delivery and escalation arrangements.
• Within 90 days, report verified improvements and propose sustainable service and workforce priorities. Agree numerical targets from the baseline rather than assume an unverified current performance level.
• Ongoing review will cover people’s experience and outcomes, safeguarding quality, missed or late support, staff competence, complaints, completion of actions, commissioned‑hour reconciliation and regulatory compliance.

Professional conduct and working arrangements

• Act with integrity, protect confidential information and declare any actual or potential conflict of interest. Use company systems and approved information‑sharing arrangements; report loss, inappropriate access or a suspected data breach promptly.
• Promote equality, dignity and respectful working relationships. Make reasonable adjustments and respond to communication, cultural, religious and disability‑related needs within the responsibilities of the role.
• Follow safeguarding, whistleblowing, health and safety, information governance and employment policies. Raise concerns through an alternative senior contact or appropriate external body where the usual reporting route is implicated.
• Attend supervision, appraisal and relevant training, maintain a continuing professional development record and seek specialist advice where a matter falls outside personal competence.
• Work within the agreed contract, delegated authority and professional competence. Undertake other reasonable duties consistent with the level and purpose of the post; substantial changes to scope will be discussed and documented.

Appointment conditions

Appointment is subject to verification of identity, right to work, employment history, relevant qualifications and satisfactory references. Criminal‑record and barred‑list checks will be appropriate to the actual duties and lawful eligibility. Regulatory suitability and association or registration checks apply to the relevant care leadership posts. Any health‑related assessment will concern the ability to perform the role with reasonable adjustments and will follow the appropriate recruitment stage. Relevant restrictions, regulatory findings and conflicts must be disclosed and assessed fairly.

SALARY: £40000 – £43000 per annum (plus on‑call as required)

SERVICE TYPE: Children and Adult Social Care

SHIFT PATTERN: Rota based – 40 hours per week (Mon – Fri)

REPORTS TO: Managing Director

JOB DESCRIPTION

Job Purpose

The Service Manager will be responsible in managing and overseeing the daily running of the service and to ensure that the care provided offers service users a high standard of specialised, person centred care; that all individuals using the service are treated with dignity and respect and that their independence, choice and control is actively promoted by the service. To work within a legislative framework and ensure that all practices within the service are in line with current legislation and social policy and actively promote Willboag’s values and care Ethos within the staff team and home environment. The Registered Manager will be responsible for managing staff and delegated budgets in accordance with Willboag Policies and Procedures.

Key Responsibilities

Manage and co‑ordinate day‑to‑day activities within the service.

Ensure that all services are delivered within the framework of Willboag core values and in line with Willboag Policies and Procedures.

Take responsibility for understanding and complying with statutory and legal requirements including (but not exclusively) all aspects of the Health and Social Care Act 2008 (revised 2012), Health & Safety, COSHH, Mental Capacity Act (2005) and Deprivation of Liberty Safeguards

To monitor the effective running of the home ensuring all legislation and regulations concerning environmental health, infection control and health and safety are met. Ensure risk assessments are carried out, including fire checks and to maintain a safe environment throughout the home

To have a good understanding of CQC Fundamental Standards, liaise and cooperate with the CQC and be responsible for completing Statutory Notifications where relevant

To ensure that all legal and statutory records are completed and that records concerning the unit are displayed (including insurance certificates, registration documents etc)

Ensure that there is a record of maintenance issues and relevant actions are taken to resolve issues

Monitor all financial matters relating to the service in accordance with finance policies and procedures. Contribute to the management of the budget for the area and take corrective action, where appropriate.

Liaise with external professionals, individuals and families as required to ensure that the needs of the people supported are reviewed regularly and plans developed so that we continue to meet their needs.

Ensure that effective referral protocols and practices are in place to enable speedy and positive responses are provided to meet new demands.

Ensure good practice within services.

Ensure that appropriate person‑centred support arrangements are in place for each individual supported and reviewed, as per policy.

Implement and monitor quality assurance strategies and documents, actively promoting a culture of continuous improvement.

Actively promote and support inclusion, ensuring that individuals are supported to participate in community and work opportunities according to their interests and wishes.

Provide coaching and mentoring to staff.

Ensure health and safety requirements are met within services and comply with Health & Safety Legislation.

Contribute to recording and investigating complaints, compiling reports and