Role Profile. Street Impact Bristol (SIB) Navigator. Second Step

Transcription

1 Street Impact Bristol (SIB) Navigator Second Step 9 Brunswick Square Bristol BS2 8PE

2 1. JOB DESCRIPTION The job description does not describe a comprehensive list of duties, rather a broader range of accountabilities and performance indicators. The role profile is subject to review and change. 1.1 JOB PURPOSE The Social Impact Bond (SIB) Street Impact Bristol project works with approximately 125 rough sleeping clients across Bristol to secure sustainable outcomes. These are in the following areas. Sustaining accommodation Improving health and wellbeing Engaging and sustaining in formal treatment for those with substance misuse problems Employment and Education, engaging in a range of educational and employment opportunities, including volunteering. The SIB Navigator will be seconded to a multi-skilled team, managed by St Mungo s, and be responsible for building and maintaining working relationships with agencies and individuals who can aid SIB clients in sustaining their recovery and meeting these outcomes; managing the transition from the streets or from supported accommodation into an independent tenancy; delivering outcomes (as described above) for clients and evidencing their achievement; working with colleagues address support needs, improve life skills and build recovery networks (networks of support) with agencies, peers and from within the community to ensure clients sustain accommodation, improve health and take up work; administration of personal budgets. Page 2 of 18

3 1.2 JOB CONTEXT Second Step provides support, care and psychological services to people with mental health, learning disability and other related support needs. Second Step operates in Bristol, North Somerset, B&NES and South Gloucestershire. Street Impact Bristol is a partnership between St Mungo s, who are the lead agency, Bristol Drugs Project and Second Step. The SIB team will be managed by St Mungo s. This is an innovative payment by results project, offering a different approach to enable long term, entrenched rough sleepers, to move off the streets for good. Targets will be set for each of the above outcome measures. 1.3 ORGANISATION Immediate Supervisor: Colleagues/Peers: Direct Reports: St Mungo s SIB Manager for day to day management. In Second Step, the line manager is the Golden Key Service Coordination Team Manager. Golden Key Service Coordinators, Outreach workers. SIB volunteers. Page 3 of 18

4 1.4 JOB ACCOUNTABILITIES Service Delivery Develop and deliver a service that is exceptional in a complex environment and that is creative, professional, holistic and gets results. Understand and operate under a Personalisation and Recovery methodology. Understand and utilise Psychologically Informed Practice in the delivery of client engagement, case management, in training and in supervision. Apply a positive risk management approach to working with clients, finding creative ways to work safely with individuals. Employ a detailed knowledge and comply with the terms of relevant legislation, in particular in the areas of housing, homelessness, rough sleeping, health and social care, and immigration. Manage clients transition from the streets or from supported accommodation into an independent tenancy. Address clients support needs, improve life skills and build recovery networks (networks of support) with agencies, peers and from within the community to ensure clients sustain accommodation, improve health and take up work. Develop and deliver a personalised recovery network to ensure clients sustain their recovery: o Building networks of support across agencies and the communities in which they live o Deliver digital inclusion o Peer and volunteer support o Provide a duty emergency system as part of the team Attend o In-house client reviews o Multi-agency case conferences Page 4 of 18

5 o Contract reviews and other performance management meetings. Assist in developing and implementing Equalities Impact Assessments and Action Plans for reaching and supporting clients who face additional barriers and exclusions due to cultural or other factors. Street work To engage with clients on the streets/where they are sleeping or staying, carry a standard means of identification and where necessary to comply with St Mungo s Lone Working Policy and other Health & Safety measures as regards street, community and client work. Multi-agency work Communicate fully the purpose and remit of the SIB Work with Local Authorities, other voluntary and faith based agencies, outreach teams, hostels, private and social landlords to increase the choice and opportunities for housing for this group. Facilitate joint working, work within information-sharing protocols, develop initiatives, advocate on behalf of clients and broker specialist support, by working with other voluntary agencies (e.g. day centres, hostels), Local Authority Agents (e.g. Parks workers, Wardens), Health Providers (e.g. GP surgeries, A & E, Bristol Mental Health, Homeless Health), Prisons and Discharge services and the Police (e.g. PCSOs) and Private Landlords as appropriate to meet service requirements, client aspirations and community need. Sustaining Outcomes To work with the outcomes officer to manage the level of outcomes against targets in real time and to work with the team to problem solve any shortfalls against targets. Page 5 of 18

6 To monitor the level of outcomes against targets in real time and to work with colleagues to problem solve any short falls against targets. To gather evidence of outcomes achieved in line with contract requirements, produce reports and other briefings as required to meet investor and board requirements, and contract obligations To utilise the Opal database fully as both an outcome measurement tool and a case management system. General Share learning with the Golden Key and contribute to the project evaluation Work evenings, weekends and occasional bank holidays, as required. Undertake any tasks requested by the SIB Manager, that are either within the role holder s capability or offer development opportunities, with appropriate support, to the role holder Carry out role adopting and promoting the values and principles of the project and within the employer s staff code of conduct. 1.5 PERFORMANCE MEASURES AND CRITICAL SUCCESS FACTORS Engagement of SIB clients Joint work and brokerage of other agencies services Securing and sustaining SIB outcomes Page 6 of 18

7 2. PEOPLE PROFILE 2.1 PERSON SPECIFICATION Essential Desirable Skills Knowledge Strong engagement skills, demonstrating flexibility and persistence in engaging clients using a variety of strategies Ability to network, build enabling relationships and work effectively in a multi-agency context Negotiation and client advocacy skills Good standard of IT skills, particularly in MS Word Excellent communication skills in both written and oral form, including ability to analyse client data and produce written reports A capacity to handle responsibility and remain enthusiastic and motivated in a demanding and target driven role A detailed working knowledge of the support needs of street populations in particular those with complex health histories An understanding of the legislative environment regarding, housing and health, work and immigration as it relates to homeless people A working knowledge of the role of statutory agencies, and the range of local services and interventions available Page 7 of 18

8 Experience Demonstrable experience of delivering excellent services in social care, housing or health services Demonstrable experience of motivating and empowering complex and diverse client groups to sustaining housing, health and or work outcomes Proven ability to build relationships, and to work collaboratively and successfully in a team environment and across sectors and agencies Proven ability to promote and apply good practice in equality and diversity Proven ability to operate risk management and safe working practices in working with vulnerable clients Values Other Commitment to diversity and equality at work Ability and motivation to work with a Recovery focused, strengths-based approach Able to work flexible hours including evenings and weekends and bank holidays A current, full driving licence and access to appropriate motorised vehicular transport (such as a car, moped or motorbike) Page 8 of 18

9 2.2 COMPETENCIES Competency Entry Level (2) Desired Level (3) Exceptional Level (4) Achieving Results Plans own work and meets Prioritises key tasks and Adjusts own work priorities Relevance to Recovery: Services reduce barriers, support service users to find agreed goals within the time available Can problem solve alone but manages own workload, taking into account the impact of own work priorities on those of others. to take other s priorities into account, and involves other people to achieve goals. their own solutions and to achieve positive outcomes. knows when to involve others. Able to use more than one approach when solving problems. Able to use a range of approaches to analyse and manage problems and Carries out complex analysis of problems, develops innovative approaches to problems and takes performance issues. calculated risks. Works hard and stays focussed on priorities, increases effort without Sets appropriate targets for self and others, will go the Sets appropriate long term objectives that improve the guidance extra mile to deliver work on time and within budget. service and the performance of the organisation. Competency Entry Level (2) Desired Level (3) Exceptional Level (4) Customer Care. Ensures that their service/team does not Develops feedback and evaluation systems that Promotes awareness of the impact of stigma and Relevance to Recovery: Everything we do and how we do it carries the message that recovery is possible for discriminate against people on the grounds of age, gender, race, ethnicity, faith, sexual orientation or ability. improve services. Contributes to a culture which is customer focussed and discrimination and acts to reduce it, both within the organisation and with external agencies. Page 9 of 18

10 everyone using our services. Works hard and invests time where the customer comes first, including responding to Identifies and nurtures Customers include: Service users Carers Members of the public getting to know and developing good working relationships with service users and other customers. both internal and external customers. customer contacts that have a positive impact on work and/or Second Step. External agencies Funders Any other interested parties Knows who their key customers are and is able to change own style to suit different customer s needs. Competency Entry Level (2) Desired Level (3) Exceptional Level (4) Effective Communication. Understands the information Plans and manages all Has highly developed Relevance to Recovery: How we talk to people, our non verbal communication, how we record our work, all give a required by their peers and reports and is skilled and confident at communicating with, and listening to, others. communications and ensures they are clear, effective and have maximum impact. presentation abilities and is effective at promoting the key messages and objectives of organisation. positive message of hope and recovery. Designs and writes well structured, clear and relevant documents, letters and Is a sensitive communicator, able to diffuse difficult situations by careful handling of communications. Plans communication around the needs/objectives of the audience. reports. Designs and creates effective Distils key messages or key Page 10 of 18

11 Communicates with others in a form and manner that takes into account their background, culture and level of understanding. presentations and reports and is skilled and confident in presenting to audiences. conclusions from complex situations. Page 11 of 18

12 Competency Entry Level (2) Desired Level (3) Exceptional Level (4) Partnership and Teamwork. Develops and maintains Always tries to understand the Able to work effectively in Relevance to Recovery: All team work and partnerships should centre on the support requested by an individual and effective working relationships, understands and contributes to the collective responsibility for needs and priorities of colleagues and reports, builds relationships based on cooperation, respect and trust. different cultural situations and with different groups. Able to identify and work collaboratively to achieve this. Every service user should have full knowledge of who is involved in their support. achieving results. Helps team decision making by their own contribution and Facilitates in their team a culture of openness, cooperation, trust and understand politics and negative behaviour in others and work through and resolve these positively and supporting others to contribute. responsibility. tactfully. Makes a positive contribution Shares power within the organisation and across Is seen as a role model for partnership and teamwork. to wider team processes such as problem solving, or implementing change. networks and develops constructive relationships with SMT and other stakeholders, to enable their true Respected and trusted by everyone they work with involvement in decision making. Competency Entry Level (2) Desired Level (3) Exceptional Level (4) Page 12 of 18

13 Personal and Professional Development. Understands the nature and Knows their strengths, and Is open and realistic about Relevance to Recovery: Being open to learning about ourselves and from others, causes of their emotional reactions to particular situations and actively manages own emotions and limitations, and understands how they impact on others in a range of situations, including when providing leadership their own competencies and shares this self appraisal with their supervisor. Uses feedback from their being committed to continual learning and development, assists us to support individuals in their recovery. reactions when necessary. Is sensitive to the needs of others in difficult or pressured that makes a difference to their team. Recognises others anxieties supervisor to improve their self appraisal skills. Actively shares their own situations. Actively participates in supervision, reflects on and problems, and facilitates them to find ways of dealing constructively with these. learning with people they supervise. Is able to reflect on the supervisor s feedback and applies this learning to future work. Uses reflection on their work in supervision to maintain and improve their work. quality of supervision given and received and seeks to address any concerns appropriately. Maintains their own personal and professional development by using both formal and informal learning Is a self-directed learner, able to accurately assess own development needs opportunities, independent of/in addition to, their supervisor s suggestions. and consistently seeks to acquire new skills, knowledge and learning opportunities. Page 13 of 18

14 Competency Entry Level (2) Desired Level (3) Exceptional Level (4) Service Area Expertise Understands the specialist Has a comprehensive Invests considerable effort in Relevance to Recovery: Services support individuals to find ways of understanding and meeting their own needs. and/or professional requirements of the job and applies this in their day to day work. understanding of the specialist and/or professional requirements of the job and applies this in all areas of their maintaining specialist and/or professional knowledge, experience and skills. Has an up to date knowledge of the full requirements of the job and is willing and able to work. Acts as a reference point within own particular Keep abreast of new thinking in area of expertise. Is recognised as the expert learn new skills as necessary. service/team. in own particular service /team. Applies Equal Opportunities principles to practice within Ensures the service/team respects diversity in all aspects Promotes respect for own service/team. of service delivery. diversity with internal and external customers Competency Entry Level (3) Desired Level (4) Exceptional Level (5) Recovery Orientated Practice Consistently applies recovery Is able to apply recovery Maintains up to date principles and values in planning and developing services. principles and values in all aspects of work, with groups and individuals throughout comprehensive knowledge of user-led initiatives and applies this to all aspects of Page 14 of 18

15 Actively promotes recovery across the wider organisation and with external agencies. the organisation Integrates recovery principles and values into all aspects of organisation and service development. organisation and service development. Competency Entry Level (1) Desired Level (2) Exceptional Level (3) Strategic Thinking and Analytical Reasoning. Understands own service/team s aims and targets, organisational aims and targets and plans and Makes decisions, sets priorities or develops goals based on future potential and benefit. Consistently takes a wide, long-term view of challenges, risks and opportunities and develops prioritises own work to compliment and contribute to these. Analyses problems and situations and finds long-term solutions and benefits that key strategies to respond to them. Develops and maintains a In straightforward situations can analyse the issues and propose constructive options. improve service/team s outcomes. A lateral thinker, able to vision for the department to provide direction for services and teams, and contributes to a shared Breaks down problems and situations into manageable rotate a complex issue mentally and consider wide ranging options to address complex issues and risks. vision for the organisation Understands, clarifies and makes appropriate use of Page 15 of 18

16 steps, prioritises tasks and uses tried and tested ideas, concepts and solutions to manage these. Makes sense of disparate information, sees patterns and trends. diverse information. Crystallises the key ideas, issues or observations from complex data. Competency Entry Level (2) Desired Level (3) Exceptional Level (4) Change Management Is able to implement new strategies with guidance. Understands the nature of change and its impact on Able to envision the changes required to achieve a given Is able to accept change and view it as an exciting opportunity. individuals; continually develops both general and specific plans for the proactive management of people result and to develop approaches to implement them. Facilitates team in a manner through change to create a sense of ownership. through change. At a departmental level evaluates and challenges Is a change leader who inspires others to share a vision of the future with real commitment to it. current ways of doing things, developing new services/processes taking proper account of costs, On an organisational level evaluates and challenges current ways of doing things, benefits, buy-in and impact. Able to manage change projects through development developing new services/processes taking proper account of costs, benefits, buy-in and impact. Page 16 of 18

17 and implementation to evaluation and feedback. Plans own and report projects and tasks, establishing clear long-term priorities to ensure that department and organisation objectives are met, and regularly reviews progress against targets. Brings in project work on time and budget. Establishes clear long-term plans for self and others. Anticipates change and plans and organises resources effectively to deliver key objectives. Identifies major risks to plans and has carefully thought through contingency plans in place. Competency Entry Level (1) Desired Level (2) Exceptional Level (3) Finance and Business Awareness Has basic understanding of financial measures of performance as they apply to Uses financial measures to undertake analysis of department highlighting Applies the results of financial analysis (e.g. benchmarking) to develop their department. strengths and weaknesses. own activities and areas of responsibility. Is familiar with products and services in own sphere. Has knowledge of competitors, what they do Knows where department s Strives to provide value for money in every transaction. and what services they offer. Understands, profitability, cash flow and key principles of strengths and opportunities lie and seeks to exploit them. Page 17 of 18

18 cost benefit analysis. Effectively manages own budget, monitoring and controlling the use of resources. Page 18 of 18