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Level: Grade 4Prepared by: Linda CooteDate: 11 December 2007Version: F1Organisational FitROLE TITLE: Team Leader – Volunteers, SubstanceMisuseDEPARTMENT: Service PerformanceJOB FAMILY: Service PerformanceROLE PURPOSE:REPORTS TO: Service ManagerGRADE: 4PAY RANGE: StandardGENERIC ROLE PROFILETo lead and develop the team of volunteers to deliver high quality person centred services as directed by theService Manager in line with Business Plan. To work as a key member of the team in delivering the Service. Toensure Turning Point’s vision and values are embedded in the team. To ensure all statutory requirements of theservice specification are met.Key GenericAccountabilities1. PeoplemanagementKey Generic Activities / Decision AreasTo lead, manage and develop the team of volunteers by:-• Encouraging a culture of continuous performance improvement at both an individualand service level• Building a cooperative and collaborative team that is flexible and adaptable to changingrequirements• Assigning work, monitoring and supervising the day-to-day delivery and qualitystandards of the work• Openly and honestly participating in regular feedback sessions agreeing objectives,identifying specific actions and development needs, reflecting on performance,providing constructive feedback utilising the competency framework• Providing effective coaching in the required technical and behavioural competencies• Agreeing and implementing plans for reaching and maintaining performance standards• Actively monitoring attendance and reliability• Resolving any difficulties where possible or drawing the volunteer arrangement to aclose where required.• Participating in the assessment of suitability regarding potential volunteers• Undertaking Induction of new volunteers and ensuring they participate in requiredtraining programme as appropriate• Undertaking review assessments taking appropriate actions in a timely manner.DANOS: AC2:AC3:AC4:BF3:BF4:BF5:BF6:BF7:BF8:BC32. Quality To ensure quality standards are maintained by:-• Monitoring volunteers’ performance to ensure it meets expectations and agreedperformance criteria• Reporting variances to expected performance to the Line Manager• Monitoring contract performance where required to do so by the Line Manager• Participating and utilising management information and data collection systems asappropriateDANOS: AC1:AC2:BF5:BE4:BE5:BE63. OwnDevelopment4. Health, Safety &Risk ManagementTo continuously review own performance and development needs to assist growth anddevelopment by:-• Participating in open two-way dialogue during Performance Management meetingsagreeing own task and development objectives and reviewing these and overallperformance against the competency framework.• Participating in training and development opportunities as agreed within thePerformance Management processDANOS: AC1:AC2To ensure Health and Safety standards are maintained and risk is mitigated to the lowestlevel possible by:-• Ensuring a good standard of general housekeeping within the team’s environment• Ensuring all Health and Safety concerns are appropriately reported and action taken in

a timely manner• Ensuring that task-based and, where appropriate, clinical risk assessments and reviewsare undertaken, and that identified risks are managed and mitigated where possible• Ensuring full compliance with all Health and Safety requirements within the team• Participating in regular reviews of the business continuity plan where appropriate• Ensuring staff take personal responsibility for their own and others safety e.g.vaccinations, eye sight tests, work place assessments• Ensuring staff comply with partner H&S policies and procedures where appropriate• Following the formal reporting process for serious untoward incidents and accidentsDANOS: AB3:AB4:AB5:AB8:BD4:BD35. Compliance To ensure compliance with internal and external standards and codes of conduct by-• Meeting all regulatory requirements• Complying with Turning Point’s Code of Conduct, policies and procedures6. Miscellaneous To undertake any other duties reasonably requested by the Service ManagerServicePerformanceSpecific KeyAccountabilities7. Service specificoperationalsupervision8. Service usercase work9. FinancialControl10. ServicedevelopmentService Performance Specific Key Activities/Decision AreasTo provide effective operational supervision by:-• Ensuring team of volunteers works to Turning Point and/or other external nationalstandards (as relevant), so that the correct standards and quality of care are maintained• Ensuring service user involvement and a person centred approach are embeddedwithin the day to day working of the team• Providing professional guidance and coaching on case management• Participating in regular audits (internal and external) and ensure results are acted uponwithin the team.• Monitoring KPIs, SLAs, contracts and outcomes identifying variances against targetsand reporting same to Service ManagerDANOS: AC2:AC3:AC4:BI1:BI5:BC2To monitor the case work of the volunteer team ensuring it meets required quality standardsand undertake own case work, depending on the project requirements by:-• Carrying out service user assessments and admissions, developing and regularlyreview care plans, and being an advocate on behalf of service users• Carrying out risk assessments e.g. for an activity or for a specific service user case, andproviding contingency plans• Overseeing the assessment, move in and induction of new service users to the service• Ensuring risk assessments are completed satisfactorily by the volunteers• In the case of a difficult or complex service user, or as a part of formal supervision,providing support and coaching to the volunteers, e.g. helping to make the difficultservice user decisions, or be the escalation channel if the situation requires it• Helping with service user goal planning as part of a multi-disciplinary team whereappropriate• Being a member of the rota, e.g. on call, on shifts, doing hands on work where requiredby the serviceDANOS:AA1:AA2:AA3:AA4:AA6:AB2:AB5:AC2:AC3:AC4:AF2:AG2:AI1:AI2:AG3:BE5:BE6:BI1:BI2:BI3:BI4:BI5:BI6:BI7To monitor team’s expenditure and throughput to contribute to the service maximising fullcost recovery and meet its financial targets by:-• Maintaining accurate financial records, e.g. petty cash, credit card spend• Collating data/information and write regular reports/returns• Contributing to the preparation of budget figures based on income figures and submitfor approval where requiredDANOS: BG3:BG4:BG5:BG6To assist in the development of the service by:• In liaison with Service Manager, representing Turning Point at external meetings, andnetwork locally to develop contacts, services and Turning Point’s profile• Working with the Service Manager to enhance, develop and expand the service• Putting forward new ideas on service development to the Service Manager

• Providing feedback to the Service Manager service-relevant information or intelligenceDANOS: BA1:BA2:BA3:BA4:BA5Substance MisuseSpecific Duties12. Empathy andSupport13. Sector QualityStandards14. Establish &maintain volunteerand mentoringprogrammes15. TherapeuticinterventionsSubstance Misuse Key Activities/Decision AreasTo ensure the team support Service Users with substance misuse issues turn their livesaround by adopting a person centred approach which results in:-• Recognising indicators of substance misuse, providing harm reduction and healthpromotion advice and overseeing appropriate referrals where necessary• Ensuring the consistency of evidence based advice, support and information• Displaying a knowledge and understanding of theoretical models underpinningsubstance misuse and ensure consistent application within interventions deployed• Implementing and overseeing the effectiveness of appropriate care pathways for allservice users• Providing guidance on current legislation (e.g. Models of Care) and translate this intopracticeDANOS:AA6:AA1:AA2:AA3:AA4:AA5:AB1:AB2:AB3:AB4:AB5:AB8:AB9:AB10:AD1:AD2:AD3:AD4:AG1:AG2:AG3:AI1:AI3:BI1:BI5:BI6:BI7To ensure all services are delivered in accordance with recognised standards by: -• Ensuring all services are delivered within DANOS requirements, QuADS and CSCIstandards as appropriateTo develop and implement a volunteer and mentor programmes that improve theeffectiveness of the rehabilitation service by Organising the recruitment, training and support of voluntary staff Creating appropriate development opportunities for current and ex- service usersDANOS: BF2; BF4; BF10; BF11; BF12To develop the reintegration phase of the programme by:- Developing an approach to discharge planning that involves services users, carers andcare managers in the process Formulating and agreeing care plans that prepare service users for independent livingand active participation in the wider community Designing and taking responsibility for the delivery of a time-limited programme ofindividual and group activities for service users in the reintegration phase of theprogrammeDANOS: AA3; AA4; AA5; AB1; AB2; AB5; AB6; AB10; AD3; AD4; AF2; AF3; AG1; AG2;AG3; AI1; AI2; AI3; AK1; AK2; AK3; AK4ResidentialSpecific Duties16. Service Users/Tenants17. PropertyManagementResidential Services Key Activities/Decision AreasTo support residential services users/tenants by: -• Providing additional support for service users during their induction period at theservice, completing all necessary paperwork to ‘sign up’ the resident and informingthem of their rights and responsibilities while living at the service• Undertaking any other duties required regarding providing advice on benefits, collectionof rent, etc., from service users residing at the serviceTo ensure the property is effectively and cost efficiently managed by:-• Managing the re-letting of rooms in line with Turning Point’s voids policy includingliaising with referral agencies and taking appropriate action to ensure that the propertyis brought back to use within agreed targets. Where necessary organise the cleaning ofrooms before the room is let• Ensuring appropriate property maintenance is undertaken in accordance with servicetenancy agreement and as approved by the Service Manager

Other DutiesTo lead on the recruitment, supervision, development and risk management of peermentors within the Service through the use of Turning Point management and deliveryframework.Role DimensionsFinancial (limits/mandates etc.)• Responsible for petty cashNon-financial (customers/staff etc)• 3-14 team members, depending on the service size• Case load dependent on the serviceMain Contacts (external and internal)Contact group• Team members (project workers,support workers, administrators,volunteers)• Service Manager/LocalityManager• Service users• Carers (e.g. family members)• Commissioners• Agencies/partners• Central Departments• General public• Media enquiries• Local businesses/communityFrequency• Daily• Daily• Daily• As required• As required• As required• As required/daily• As required• Periodic• WeeklyPurpose• Service delivery• Service delivery• Service delivery• Service delivery• Service specific requirements• Case management, networking,benchmarking, joint working, servicedelivery, benefit advice etc• Meeting organisational requirements andseeking assistance• Facilitate inclusion in the community,service delivery• First point of contact for escalation• Networking, organising provision for serviceusers, e.g. volunteer opportunities or jobsPerson Specification (Essential only)Technical / Professional Skills, Expertise and Qualifications• Proven track record in relevant area• In depth knowledge of relevant theory and practice• Experience of supervising a team• Experience of working towards achieving individual and team objectives• Numeracy, literacy and IT skills• Effective oral and written communication skills, and ability to adapt communication to suit the audience, e.g.service users, commissioners or staff• Good time management and able to work to deadlines• A participative leadership and management style in normal circumstancesAdditional Service user Sector Specific Requirements (Essential only)Technical / Professional Skills, Expertise and Qualifications• Holds qualification appropriate to the sector e.g. NVQ4 or willingness to study towards same• In depth knowledge and understanding of the complex and multiple needs faced by the service user group• In depth knowledge and understanding of the Valuing People framework• A demonstrable belief in a values-led approach to working with service users with a Substance Misuse issue.• Demonstrable track record that is DANOS compliant• Knowledge and experience of developing, implementing and reviewing substance misuse-related interventions,i.e. group work programmes• A sound working knowledge of current legislation (e.g. Models of Care) and the ability to translate this intopractice

BuildingRelationshipsWorks collaborativelyinternally andexternally with othersto achieve TurningPoint’s visionThe Team Leader’saim is to buildeffectiverelationships withtheir service usersand their family andfriends; across allthe teams at theService; with centraldepartments thatthey deal with; andexternally withinspectors,commissioners andother they come incontract with onTurning Point’sbehalf.• Allows personal agendas to override others• Avoids involving others• Displays unethical behaviour• Commits beyond own remit• Is inflexible and unable to adapt personalstyle• Harbours grudges• Allows own emotions to overcomeprofessionalism• Has an aggressive. abrasive or overlycontrolling styleof action• Has a consultative style and seeks othersviews which are valued and respected• Positively communicates corporatedecisions and a ‘one team spirit’.• Finds ways to build effective relationshipsacross team at the service and to build aneffective overall team.• Takes time to understand the aims andgoals of each team within the service andthe central departments they deal with.• Reviews joint team activities promotingcollaborative working and continuousimprovement by involving all the teams indiscussions• Understands that central departments havea large number of customers and takes thisinto account when dealing with servicedelivery issues• Recognises and understands that externalstakeholders may have differing agendasand priorities whilst ensuring a professionalapproach is maintained at all times• Inspires confidence in the team andpromotes decision-making at the lowestlevel practicable• Places the team’s agenda before personalagenda to ensure that the overall team issuccessful• Initiates to establish and strengthenrelationships across team and departmentboundaries• Recognises and discusses the impact ofteam dynamics when reviewing jointactivities in order to improve outcomes• Anticipates things that may threaten thesuccess of joint team working and takespreventative action.• Resolves ambiguity and/or conflictbetween teams and/or individuals• Uses initiative to identify and restorechallenging internal or externalrelationships for the overall benefit ofTurning PointInnovation &ChangeDelivering serviceimprovement throughinnovation andchange• Unwilling to see things from others’perspectives• Always finds a reason for not doingsomething new• Dismisses new ideas before giving thema chance• Says ‘we’ve always done it this way’• Prevents or slows change by introducing• Creates the environment within the teamwhere new ideas and suggestions areencouraged, welcomed, and nurtured• Sees need for change and recommends away forward• Develops, implements and uses structuredproject plans when bringing in changes• Consults regularly with staff going through• Continuous improvement activities areevident on a daily basis within their ownteam• Encourages new and/or wider thinking inothers outside of immediate team• Builds commitment and enthusiasm forchange outside of immediate team• Constructively challenges change to

The Team Leader’saim is to solvecomplex problems,implement change,encourage their teamto embrace changeand lead by example.Developing &Applying jobknowledge andskillsContributing to theprovision of socialcare by developing,maintaining andapplying own jobknowledge and skills)The Team Leader’saim is to develop andapply both theirtechnical andmanagement jobknowledge and skillsto the teamenvironmentunnecessary barriers and obstacles• Does not meet minimum knowledge and skillrequirements• Avoids sharing knowledge and skills• Does not complete required learning anddevelopment activities in a timely manner• Discourages new thinking or ways ofworking• Fails to apply knowledge and skills inpracticechange and takes account of suggestionsmade, adopting them where practicable• Builds commitment and enthusiasm forchange within team members• Involves service users and others activelyand constructively in the changes beingmade• Encourages others to challenge their preconceivedideas resulting in team membersbecoming more open minded.• Practically applies their technical andmanagerial skills to achieve their ownobjectives• Coaches team members using their ownexperience to assist them in achieving theteam’s objectives and in stretching theirindividual abilities• Keeps their own knowledge and skills up todate through participating in continuousprofessional development and selfdevelopmentactivities• During performance management meetingsand at other times encourages teammembers to reflect on and learn from theirwork experiences in order to continuouslyimprove.• Ensures team members have access torequired learning and development activitiestaking a creative approach to any budgetaryrestraints e.g. coaching, self-development,job rotation, etc.ensure relevancy• Actively develops own ability to lead andmanage change• Actively encourages service users, staffand significant others to becomechampions and agents of change• Proactively supports longer term individualand team development by arrangingsecondments, project assignments• Understand team dynamics and takeaccount of requirements when recruitingnew team members in order to build amore effective team.• Proactively participates in organisationwidesharing of knowledge• Consistently challenges out-of-datepractices and replaces it with best practice.Business andFinancial AcumenManaging andgrowing the business• Provides inaccurate information to supportthe preparation of the budget• Shows poor financial management andcontrol e.g.o overspends budgetso wastes resources such as time or• Identifies business opportunities andproactively discusses them with the ServiceManager• Uses customer information to identifypotential organic growth• Considers both costs and benefits when• Demonstrates an in-depth understanding ofthe local business environment andmarkets• Proactively monitors the local competitorssharing this information within the Serviceand Turning Point

are achieved• Provides regular, open and constructivefeedback on a timely basis to team membersand peers• Proactively supports PDPO and encouragesteam members to actively participate.dynamics