Post Specification
Date
Post Title
Role Profile
Final Grade
16 June 2016
Service Brokerage Manager
OS12
12
To be read in conjunction with your role profile
Service Area
PG
6471
Organisational
Support
(brief description)
The Brokerage function is a key part of the operational delivery of adult social care. The role of
the teams is to provide excellent customer services to a wide range of stakeholders including
customers, practitioners and providers to ensure an individual’s care and support needs are met
in the most appropriate way; identify gaps in provision to enable future commissioning activity;
and support the overall quality of assessment and support planning to ensure consistent practice
across the County.
Purpose of this post
To manage the development and effective implementation of the service brokerage function
across the County ensuring consistent practice of brokers and supervisors, quality service
planning that is focused on continual improvement and supporting timely access to care and
support services for customers and providers.
Key job specific accountabilities (max 5)
1. To have detailed knowledge and understanding of the future vision for service that is
aligned to the directorates operating model, understanding the critical dependencies and
ensuring the work of supervisors and brokers is directed to deliver the vision within the
agreed timescales.
2. To assess the quality of reviews and recommendations of supervisors and develop
appropriate strategies and operational guidance documents for implementation within the
service and to make recommendations and proactively contribute to the development of
the directorate to deliver an excellent customer experience.
3. To ensure that customer and service provider needs are met to a high standard, taking into
consideration planned or unexpected changes in service demands and addressing
concerns and complaints in a timely manner and in line with Council Policy and
Procedures.
4. To lead on the development of effective processes for the collection and presentation of
intelligence on service needs, trends and identify gaps in provision to inform future
commissioning priorities; carry out effective recruitment, supervision, development,
performance support and other people management functions to ensure service brokers
Cumbria County Council
realise their potential.
5. To lead on the development of relationships with a range of partners and stakeholders
including customers, other Council departments, Health, VCS and providers to ensure the
function is understood and operates efficiently and effectively alongside other operational
function.
Please note annual targets will be discussed during the appraisal process
Key facts and figures of the post
Budget
responsibilities
Staff management
responsibilities
Other

No budget responsibility

Line management of service brokerage supervisor and service broker posts in
designated offices
Required to visit customers at home and work from other office locations to meet
business requirements

Cumbria County Council
Post Specific - Qualifications, knowledge, experience and expertise








A Level, BTEC National Certificate or NVQ 4 in a relevant subject or demonstrable equivalent
experience.
Good knowledge of the principles of personalisation and promoting independence
A detailed knowledge of the Care Act 2014 and ability to develop the service to ensure the
appropriate application of the principles.
Ability to demonstrate appropriate interpersonal skills to form professional relationships with a
range of stakeholders and the ability to adapt communication styles to suit the situation and
audience.
Demonstrable experience of managing people to improve performance through supervision
and coaching.
Experience and knowledge of change management and service improvement
Knowledge and understanding of the commissioning cycle and an ability to handle, analyse
and interpret complex information accurately and with attention to detail
Working knowledge of IT applications and administrative systems and developing effective
and efficient processes.
Job working circumstances
Emotional
demands
Physical
demands
Working
conditions

Moderate (e.g. managing staff and challenging stakeholder relationships)

Minimal

Minimal
Other Factors

None
(only include if additional JWCs apply)