The Care Coordinator role is an office based, supervisory role.
Within a domiciliary care setting, the Care Coordinator manages the care staff rosters and any problems that the staff experience on the day that would prohibit them from delivering care. This role also ensures that correct paper work is completed and stored in line with Care Quality commission.
A Care Coordinator can also be specialised in an area of care within a care home, local authority or other organisation. As a specialist in a type of care, you may be responsible for training staff, developing policies and procedures and implementing projects.
The entry requirements for a Care Coordinator role depend on whether the role is a specialist care coordinator or a care coordinator. For both roles, you will likely need experience of working in adult social care. A specialist care coordinator may also need a qualification or expertise in the area they work in for example the Level 3 Certificate in Dementia Care. Certificates can be Level 3, 4 or 5.
You will also need the experience or capabilities to manage a team.
Training and qualifications
If you would like to become a specialist care coordinator, there are many courses and training opportunities to progress your knowledge, understanding and expertise in a specific type of care.
If you would like to progress to a care coordinator at a larger scale, for example in the local authority, or other management roles - it may be useful to develop your leadership or management skills further with training or qualifications.
Care Coordinators work in a variety of settings with different levels of responsibility and coordination. As a Care Coordinator, you can progress from managing a domiciliary care team right through to co-coordinating an entire service or multiple services at a county wide level.
Care coordinators require strong leadership, managerial and organisational skills which are good experience if you would like to move into other management roles.
This information has been adapted from the detailed information available on the Skills for Care website about the Specialist Care Coordinator role. If you are interested in becoming a Care Coordinator, click here to learn more about it.
Team Leaders have a supervisory role, responsible for managing a team of care workers in a particular service.
The role of a Team Leader varies with the type of service provided, however, the role will often involve taking responsibility and managing a team of care workers including their inductions, supervisions, team meetings and appraisals. Teams Leaders are also often responsible for developing care plans ensuring all policies and procedures are adhered to.
For most team leader roles, experience of working in Adult Social Care within a direct care role is very important to progress to a Team Leader position. Depending on the setting, some roles may require further qualifications for example being a Team Leader in a nursing home may require a nursing qualification.
Training and qualifications
Similarly to when you begin a direct care role, you will receive an induction at the start of your Team Leader role which will include all of the important training you will need as well as leadership training or qualifications if required.
Whilst in your role, you may want to take your management skills further, for this, it would be useful to gain qualifications in leadership such as the Certificate in Team Leading or a level 3, 4 or 5 qualification.
As a team leader, you could continue to develop your management skills and gain qualifications to progress to higher positions of leadership within the service or within the local authority, for example, see Commissioning Manager.
You may also choose to specialise in an area of expertise such as dementia, You could then train or assess people in this area.
This information has been adapted from the detailed information available on the Skills for Care website about the Team Leader role. If you are interested in becoming a Team Leader, click here to learn more about it.
Social Care Managers
All Care providers across the sector are required to have a registered manager responsible for care delivery. In order for a manager to become a registered manager, proof of competency and a level of knowledge is required. The position of Registered Manager is a front-line leadership role. They are responsible for all aspects of the day-to-day operations, including recruiting and managing staff teams, managing budgets and ensuring that the quality of the services provided meets national care standards issued by Care Quality Commission (CQC) - the independent regulator of health and social care in England.
Registered managers are required in these services:
- elderly care homes or nursing homes
- supported housing (combines housing with support services for vulnerable people - both
- adults and young adults)
- Domiciliary care agency
- Residential homes for people with disabilities.
One of the most important entry requirements for a Registered Manager is experience working within social care, many of the direct care roles and team leader roles can give you the experience you need to progress to a Registered Manager level.
However, many employers will also ask for a Level 5 Diploma in Leadership in Health and Social Care which is a qualification you can complete once you have reached a management role.
This information has been adapted from the detailed information available on the Skills for Care website about the Manager role. If you are interested in becoming a Team Leader, click here to learn more about it.
Commissioning Managers are generally based within the Local Authority or Health Service. They have many responsibilities, such as:
- Assessing and prioritising the needs of the local population
- Planning and purchasing services
- Managing and monitoring the services contracted
- Ensuring commissioned services are efficient, effective and safe with the best value possible
- Engagement with both the service providers and the service users
- Allocating funding
- Respond to concerns and complaints of the general public about the quality of care and practise
This is a position of high responsibility and accountability. Commissioning Managers will generally have a high level of expertise and experience in Adult Social Care, in particular experience as a Commissioner.
If you are currently working in Adult Social Care and you are experienced and passionate about improving care at a strategic, commissioning level, you may consider gaining some experience as a Commissioning Officer which could lead to a Commissioning Manager role in the future.
The Director of Adults and Wellbeing at Herefordshire Council provides strategic leadership of many functions across care, community and wellbeing. The Director leads the transformation, commissioning and delivery of services for Herefordshire residents to live safe, healthy and independent lives, reducing health inequalities and improving outcomes. Essential to this role is leadership.
As a director, the overall important focus is to 'make a difference' through strategic decisions and leadership.
This is a very intense role with a high level of responsibility which requires significant experience in Adult Social Care and management, combined with specific personal qualities for leadership which can be developed over a successful career in Adult Social Care.
There is no set route to the Director of Adults and Wellbeing role, however, the current Director was initially a Social Worker, gaining experience of Adult Social Care Operations before, moving into management and finally directorship.
If you aspire to be a Director at Herefordshire Council, consider developing these vital attributes which will be key to your success:
- strong character, capable of balancing a robust approach to meeting council objectives with the ability to sustain positive working relationships both internally and with external partners, whilst maintaining a high level of personal credibility
- ability to bring new ideas ‘to the table’, combined with a passion to drive through changes to service delivery that deliver positive and sustainable outcomes
- adaptability and flexibility to operate as a key member of a small leadership team
- ability and drive to think, operate and influence at strategic levels whilst being flexible to engage in operational matters to ensure effective delivery and quality.