Position Details. Job Classification: Individual contract Direct reports: 3 Indirect reports: 12

Transcription

1 Service Delivery Manager Position Details Job Title: Service Delivery Manager Reporting to: CEO Stepping Stone House Job Classification: Individual contract Direct reports: 3 Indirect reports: 12 Location: Dulwich Hill, Sydney Employment status: Full time Key relationships: CEO SS, SSH Board, funding agencies and donors, direct reports (House coordinator, case manager, caseworker, key workers, youth workers, volunteers), residents and clients, other members of SSH team, other agencies in same field. Mission and Values Sydney Stepping Stone Inc. known as Stepping Stone House (SSH) is an independent charity that is committed to providing young people between 12 and 24 year of age with a stable, secure and nurturing environment which encourages personal growth and development with the aim of empowering the individual to achieve responsible independence. The Stepping Stone House values are: Respectful Belonging Nurturing Empowerment Integrity Fun Inspiring Compassionate Purpose of Position The Service Delivery Manager reports to the CEO and manages the effective operations of the client facing services and people of Stepping Stone House. Job Responsibilities Key Result Area Performance measures 1. Leadership and effective management of client facing services of Stepping Stone House 1

2 Delivery of effective out of home care for adolescents through our 4 core programs (Out of home care, Semi Independent Living Program, Independent Living Program and After Care) that supports achievement of successful independent living. Innovative and commercially astute leadership and design and delivery of residential and other services to promote SSH objectives and mission and values. Leadership of staff and volunteers to support high performance, engagement, productivity and quality service delivery Cost effective staff rostering and resourcing of customer facing service delivery Attraction, retention and development of experienced competent staff and volunteers Agreed target for residents achieving responsible independence achieved Performance against agreed targets in annual performance agreement Programs and initiatives that are innovative, achieve results and are commercially sound Feedback from CEO Feedback from staff and volunteers Feedback from staff survey and exit interviews Cost effective rostering to contain labour costs Attraction and retention of experienced trained staff and volunteers Reputation attracts people to want to work for SSH Turnover low in competent experienced workers Effective induction, training and supervision of caseworkers, key workers, youth workers and volunteers Contribution to annual business plans & budgets of SSH to support the annual objectives as agreed with the CEO Effective induction of staff and volunteers Training plans and activities supporting capability requirements for roles, development of people and effective operations Business plans meet expectations of CEO Performance tracking favourably to plan throughout year Regular reliable reporting on performance against plan to CEO Identification of risks and opportunities to further improve SSH performance with plan supported by CEO Effective utilisation of beds and space to deliver outcomes 2. Financial management of SSH client services to achieve income and cost targets Management to income and expenditure targets to achieve financial targets Government funding and cash flow managed in accordance with business objectives Monthly review of Income & expenditure to budget Effective Initiatives to improve profitability consistent with SSH purpose and plans Demonstration of proactive management of government client placements and cash flow 2

3 Support for fundraising to secure and increase donations and grants Manage staff productivity to maximize value and opportunities for revenue generating service delivery 3. Effective management of compliance and risks Management of SSH client service delivery compliance and relationships to meet accreditation guidelines Ensure compliance with policies and procedures and code of conduct & that they are up to date Identification of areas of risk and ensure action is in place to mitigate risk Work practices which create a safe environment for residents and workers with a nil harm outcome. 4. Effective relationships with key stakeholders Effective relationship & stakeholder management of government agencies, peer agencies, funders, staff, volunteers and residents Staff engagement that promotes high staff satisfaction and productivity Resident / client satisfaction Contribution to generation of donations and grants received compared to plan Staff engagement (measured by staff survey) Staff turnover Revenue for full time equivalent (FTE) trend Employee cost reduction as % of total costs Evidence of ongoing compliance with accreditation procedures Documentation and agency reporting up to date Evidence of compliance with SSH policies and procedures Service delivery case notes, program documentation & reporting is professional, compliant and up to date Service delivery policies & procedures documentation is up to date. Risk identification and reporting on mitigation meets CEO s expectations Effective risk assessment, risk management and reporting Nil harm outcome Feedback from staff survey and exit interviews Feedback from CEO and Board Feedback from Government agencies Feedback from donors Establishment of collaborate partnerships with peer agencies Feedback from staff and volunteers Feedback from staff survey / CEO interviews with direct reports Feedback from resident survey 5. Role model for SSH values and leadership behaviour Honesty, integrity and effective management of conflicts of interest in ways that inspire trust and confidence. Role model for professional and respectful behaviour consistent with the SSH values and consistent with building trusting respected working relationships with stakeholders and engaged staff and residents. Inspires confidence and respect of staff and Board Observed behaviour by CEO Feedback from stakeholders, staff, volunteers and clients 3

4 Position Dimensions Total staff: 15 Volunteers: 160 Expenditure budget: TBA Revenue targets: TBA Knowledge, Qualifications, Experience & Person Specifications Knowledge, Qualification & Experience: Degree in relevant social sciences (eg social work, psychology). Further relevant qualifications would be desirable. Equivalent experience will be considered. Successful background in managing client facing services in a similar out of home care facility to deliver value for money quality outcomes Working with Children certification Successful background in delivery of OOHC services Successful team leadership track record Cost effective planning and operations of staffing rosters, staff training and service delivery in similar business Effective management of relationships with funding agencies and sponsors Effective relationships at executive or board level Knowledge of legislative, governance and accreditation requirements Person Specifications: Professionalism and passion for the work and the people Emotional intelligence and maturity Honest, and trustworthy Commercial acumen in identifying and delivering income growth and cost control Evidence of collaborative working style and ability to build good working relationships in team 4

5 Stepping Stone Structure The Service Delivery Manager reports to the CEO SS and has responsibility for the client facing operations of Stepping Stone House. It is anticipated the Manger will spend about 6 weeks a year acting in the CEO role and thus will need to demonstrate sufficient capability and have the confidence of the Board during such periods. * These boxes represent functional areas - not a role filled by a person Selection criteria Track record of innovative and commercially astute design and delivery of professional effective out of home care for adolescents that supports achievement of successful independent living Track record in inspiring the confidence and respect of a Board or CEO in effectively managing relationships at all levels and delivering customer-facing services in a way that builds effective working relationships and manages financial and governance risks Demonstrated track record in efficiently designing, documenting and operating according to procedures and standards that achieve and maintain government accreditation Cost effective resourcing and rostering of workers in customer facing service delivery to manage labour costs and provide quality services Track record of attracting, retaining and developing high performing experienced staff and volunteers Track record of work practices in out of home care that create a safe environment for residents and workers with a nil harm outcome. Demonstrates interest in learning from and collaboration in partnerships with other providers for improving performance, referrals and efficiency and effectiveness of SSH. Wins respect of government agencies, donors and potential partners, promoting confidence for referrals, funding and donations. Can evidence consistent professionalism and maturity in dealing with difficult situations that inspires trust, confidence and respect of stakeholders at all levels. Confidence of the Board that the person can stand in for CEO during absences (approximately 6 weeks per year.) Further Information SSH Code of Conduct SSH Policies & Procedures Manual 5