2. What are the three main challenges of multi-site
management and their strategies to overcome them
Multisite manager is responsible for the operational performance of all services in
their region ensuring compliance with all statutory and contractual requirements.
Classification of the services:
• Personality disorder
• Mental Health
• Learning disabilities
• Challenging behaviour
• Autism and Asperger syndrome
3. Main three challenges
• Ensure all services are CQC compliant
• Strong emphasis of time management (learn to
prioritise which service requires more input)
• Ensure services adheres to company internal and
external demands
4. CQC compliance
• Services to adhere to Care Standard Act 2008/KLOE standards
• Completely accountable for the site operation
• Provide effective communication at all levels
• To undertake ongoing internal audits to improve performance
• Ensure services has a strong business plan where growth ,innovation and
leadership are acted upon
5. CQC compliance
• Be professionally equipped with :
• Knowledge and understanding on how the whole business flows, the services,
the customers, the operation, the people and the technology. Understanding of
various issue can made them deal better with various support group to improve
the process and operation’s productivity and efficiency to the next level,
understand problem-solving from operational point of view and able to discuss
intellectually with third parties for various operation issue and being participative.
6. CQC compliance
• To operate in dynamic health care environments and be able to adapt to the changes
• To ensure services meet and adhere to the new CQC strategies but also remain competitive
• To maintain the service uniqueness while strengthen the company brand
• To ensure customer(service users,family,carers) needs requirements, technology, government rules
and regulation, product life cycle, financial market, economy and politics and the services are able to
meet the demands
• As customers are the most important variables in the business, manager should understand them and
react to fulfil what they expect constantly. Customers now are more demanding with better
knowledge on service, quality requirement and pricing. Therefore, in order to compete with others,
managers should position their services better with distinctive values against others in the market.
• Have better SWOT and PESTLE analysis and enable service to innovate.
• Be proactive in approach and offer autonomy
7. Work in partnership with CQC
• Ensure strong relationship with CQC inspectors
• Use social media for active engagement with CQC eg new guidances,new
regulations,new CQC inspection reports CQC expectation
• Engage in social media participation via CQC and DOH (use twitter,LinkedIn)
8. 2.Strong emphasis of time management
• Learn how to manage internal and organisational monkeys
• Learn how to prioritise
• Have strong analysis and knowledge of the service
• Learn when to visit the services
• How to support
• How often
• Use troubleshooting expertise to evaluate service and agree expertise required (agreed
level of support and engagement)
• Have active communication with managers and staff
9. 3.Meet internal and external demands
• Liaise close with all organisation colleagues in co production projects
• Have awareness of internal and external strategies of services
• Work against business plan and ensure all targets are met as planned
• Attend trainings and meetings within the area to raise presence of the service
• Report any operational niche to Operational Director as necessary
• Be involved in RD of all services
10. How to overcome challenges
• Focus on communication
• Engage in MBO
• Undertake SWOT for each services and learn to use weaknesses as improvement
strategies
• Work on each services to understand the operation of the service and how it
managed
11. How to overcome barriers
Focus on communication
• "Communication is the key to collaboration with your offices, coworkers, and
clients,"
• Engage in co hosting eg services to share good working practices
• Engage in competition between services
• Foster a culture of open door policy where employees and service users are
engaged in running /management of service
12. Focus on communication
• Make each physical site responsible for a specific type of work, rather then assign random tasks
associated with a central project.
• When doable, have the CEO or management members personally visit each remote site on a
scheduled basis, every month, for instance.
• Establish weekly phone-based staff meetings individually with each remote group so that each
physical location will get time with top management.
• If possible, get your whole group together once a month for staff meetings, brainstorming and team
building.
13. Demands
• Establish how services adheres to internal and external demands eg quality
monitoring
• Commissioning meetings
• New legislations
• R&D
• Be financial viable
• Be proactive as a leader and innovate
14. Budgets
• Monthly financial scrutiny of the budgets
• Negative and positive variances reports
• Liaise with all site managers to ensure services make savings as per
organisational targets
• Ensure new RD and how to attract new contracts
15. What you get in return
A good staff:
• • listens to you;
• • values what you say;
• • has your best interests at heart;
• • helps you learn how to change;
• • challenges negative thoughts;
• • reinforces positive thoughts;
• • checks you are getting what you want from them;
17. Benefits of effective leadership
• team can practice new skills which are needed on daily basis .
• There is the benefit of feedback and insight to the team.
• The team can model better working relationships.
• Services will learn how to be managed from within and excel at their
performance
• Make a difference
18. Be the one who makes the difference
• Engage the services, if you’re doing most of the talking, something’s wrong
• Get the group grounded, centered
• Watch for non-verbal communication( or for to much communication)
• Comfort is not the goal
• Empower strong culture management
• Use Kotter strategies PDSA
• Innovate using existing management tools
19. Challenging managers/teams
• The Dominator
• The Hider
• The Bully
• The Know-it-all
• The Junior Therapist
• The Super-Grouper
• The Cry-Baby
• The Rescuer
• The Outlaw
20. Improving communication across services
• Recognize differences
• Build Self-Awareness and competiveness
• Introduce stars of the month
• Use reward scheme
• Offer autonomy
• Provide negative feedback with the opportunity for self growth
