The Registered Manager is responsible for the effective day-to-day management, quality and oversight of supported living packages within Plymouth, Devon and Cornwall. The role ensures that the service meets CQC, safeguarding, legislative and contractual requirements while promoting high-quality autism-informed practice. LEADERSHIP STANDARD The Registered Manager must lead by example: visible in services, calm under pressure, emotionally intelligent, respectful in challenge and consistent in following actions through. A role model to the Care Managers and Seniors within the service. PEOPLE WE SUPPORT Operational ownership of services and individual outcomes. • Develop a detailed understanding and relationship with each person supported, including needs, strengths, wishes, communication, routines, risks, goals and desired outcomes. • Ensure support follows current care plans, risk assessments and agreed outcomes and remains appropriate as needs change. • Maintain meaningful contact with people supported and monitor quality through visits, observations, conversations, records and audits. • Ensure actions arising from audits, incidents, complaints, safeguarding or management reviews are completed within agreed timescales. • To ensure the service and its processes are fully compliant with the Mental Capacity Act and that the people we support are empowered to make choices where able and where not best interest decisions are made on their behalf involving all those necessary. VISIBLE LEADERSHIP Set the tone through behaviour, presence and standards. • Be visible and approachable within services rather than managing solely from an office. • Model the standard of person-centred support, professionalism and communication expected from staff. • Treat people with dignity, warmth, patience and respect and challenge practice that does not reflect the person’s rights or support plan. • Create a culture where staff can raise concerns, acknowledge mistakes, ask questions and learn. • Recognise good practice and address poor practice promptly, fairly and professionally. • Remain calm and professional in difficult or high-pressure situations. AUTISM-INFORMED PRACTICE Keep the person, not the diagnosis, at the centre of support. • Promote individualised, strengths-based support that maximises choice, control and independence. • Ensure reasonable adjustments reflect each person’s communication, sensory profile, routines, preferences and sources of distress. • Encourage staff to understand the meaning and function behind behaviour rather than using judgemental or generic approaches. • Promote proactive support that reduces distress and avoids unnecessary restrictions; any restrictive practice must be lawful, documented, reviewed and least restrictive. • Promote dignity, privacy, human rights, meaningful relationships, community inclusion and positive risk-taking. • Apply the principles of Right Support, Right Care, Right Culture in everyday practice PEOPLE MANAGEMENT Develop staff through clear expectations, supervision and feedback. • Liaise effectively with the HR Manager to manage the performance of the staff team, ensuring professional conduct and accountability are to the expected standard. • To work in consultation with the HR Manager to identify and recruit high quality support staff and maintain high retention ratios. • Complete regular one-to-one supervisions annual appraisals and performance reviews in line with policy. • Ensure direct observations of practice are completed, providing constructive feedback, coaching and support. EMOTIONAL INTELLIGENCE Lead people effectively, especially when conversations are difficult. • Understand how personal communication and behaviour affect others and remain reflective and self-aware. • Listen before reaching conclusions and recognise when a person or staff member may be anxious, overwhelmed or distressed. • Adapt communication while maintaining appropriate professional boundaries. • Give constructive feedback, manage conflict and handle sensitive conversations confidently and respectfully. • Maintain confidentiality, discretion and composure under challenge or pressure. • Recognise when advice or senior support is needed and seek it appropriately. CQC & QUALITY ASSURANCE Translate regulatory expectations into reliable everyday practice. • To work in consultation with the Governance Consultant to assure the quality of service provision, promote high quality and continuous improvement of services; ensuring any quality assurance measures are implemented, highlighting and escalating issues to the Operations Manager should concerns arise. • Ensure staff practice reflects the CQC Fundamental Standards and relevant legal requirements. • Complete assigned quality audits and monitor care plans, risk assessments, medication records, daily records and service documentation. • Ensure records are factual, respectful, current, accurate and sufficiently detailed to evidence good support. • Monitor improvement actions, support inspection readiness and report repeated concerns, trends or significant risks. • Promote learning from incidents, complaints, feedback, audits and safeguarding concerns. SAFEGUARDING & RISK Protect people while respecting rights, choice and independence. • Promote a strong safeguarding culture and ensure staff recognise abuse, neglect, exploitation and discrimination. • Respond immediately and appropriately to safeguarding concerns and escalate in line with policy and statutory requirements. • Maintain professional curiosity and challenge unexplained changes, patterns or concerns. • Ensure risk assessments are relevant, proportionate and reviewed, balancing safety with rights and positive risk-taking. • Support staff to apply the Mental Capacity Act, decision-specific capacity and least-restrictive practice. • Ensure accidents, incidents and near misses are reported correctly and learning is embedded. RECORDS & DETAIL Use accurate records to protect continuity, safety and quality. • Review care and support documentation regularly and ensure it remains personalised and up to date. • Identify discrepancies between written plans and actual practice and take corrective action. • Ensure changes in health, behaviour, wellbeing, communication or risk are recorded and escalated. • Check staff notes demonstrate both the support provided and the person’s experience and outcomes. • Use respectful, factual and person-centred terminology and avoid generic or task-focused recording. • Complete management records, reports and actions accurately and within required timescales. COMMUNICATION Build trusted, professional relationships around the person. • Develop respectful relationships with people receiving support and communicate in ways that work for them. • Liaise professionally with families and representatives while respecting confidentiality, consent and the rights of the individual. • Work effectively with social workers, commissioners, health professionals, advocates and multidisciplinary teams. • Respond professionally and within policy timelines to concerns and complaints and manage sensitive conversations appropriately. • Keep relevant managers informed of significant changes, risks or concerns. • Ensure important information is shared appropriately during handovers and service transitions. OPERATIONAL MANAGEMENT Keep staffing and service delivery organised, responsive and safe. • Maintain oversight of staffing within allocated packages and work with colleagues to support continuity and appropriate deployment. • Monitor staffing against assessed needs and commissioned support and escalate gaps or emerging workforce issues promptly. • Support effective rota management within agreed processes and minimise unnecessary overtime or agency use where this sits within the role. • Respond appropriately to unexpected operational issues and manage competing priorities without losing sight of safety or quality. • Attend management and service meetings, contribute to organisational improvement and follow agreed actions through. • Travel regularly between allocated services across Plymouth, Devon and/or Cornwall