Staff Wellbeing & Practice Manager

The Staff Wellbeing & Practice Development Manager is Rossie’s organisational lead for physical intervention, restraint reduction, de-escalation, post-incident reflection and learning, and associated staff welfare and debrief arrangements.

The postholder will provide professional leadership, oversight and assurance for the design, development, implementation, delivery, evaluation and continuous improvement of Rossie’s Physical Intervention Model. The role will ensure that approaches to prevention, de-escalation and physical intervention are safe, proportionate, rights-respecting, trauma-informed and consistently understood and applied across the organisation.

The postholder will lead the development of the model’s theoretical framework, practical skills, training resources, instructor development, employee assessment and evaluation arrangements. They will ensure that training translates into practice and contributes directly to reducing restrictive practice and improving outcomes for young people.

The postholder will maintain oversight of incidents involving physical intervention and restrictive practice, including analysis of the incident database and, where appropriate, CCTV, debrief information, reflection and learning outcomes and training information. Findings will identify trends, emerging risks, variations in practice, training needs and opportunities for individual, team and organisational improvement.

Main Tasks

• Lead and maintain Rossie’s Physical Intervention Model, including prevention, de-escalation, restraint reduction, physical skills and post-incident learning.

• Design, develop, deliver, assess and evaluate all theoretical and practical training associated with the model.

• Provide oversight and quality assurance of PI instructors, training delivery, staff competence and consistency of practice.

• Lead Rossie’s restraint-reduction approach and use incident learning to strengthen preventative and relational practice.

• Review and analyse the incident database and relevant supporting evidence to identify trends, risks, practice issues and organisational learning.

• Coordinate and quality assure staff welfare, debrief, reflection and learning arrangements following incidents.

• Provide professional challenge, advice and assurance to operational managers and senior leadership.

Activites 

1. Physical Intervention Model and Professional Leadership

• Act as Rossie’s organisational professional lead and custodian for its Physical Intervention Model.

• Lead the design, development, documentation, implementation, evaluation and continuous improvement of the model.

• Ensure that physical intervention is situated within a wider framework of preventative, relational, trauma-informed and rights-respecting practice.

• Develop and maintain relevant strategy, policy, procedures, practice guidance, training materials, assessment processes and systems.

• Maintain current professional knowledge of developments in physical intervention, restrictive practice, restraint reduction and de-escalation, and assess their relevance to Rossie.

• Provide professional advice and assurance to managers and senior leadership.

• Maintain appropriate links with relevant national groups and professional networks, including SPRAG and RRPN.

2. Restraint Reduction, Prevention and De-escalation

• Lead Rossie’s organisational approach to restraint reduction and promote prevention, relationships, communication, co-regulation and de-escalation as the first response to distress.
• Analyse the circumstances and patterns associated with restrictive interventions and identify opportunities for preventative action and practice improvement.
• Work with care, education, clinical, operational and L&D colleagues to translate learning into changes to individual approaches, team practice, training, environmental factors or organisational systems.
• Identify recurring themes or areas of concern, make evidence-informed recommendations and evaluate whether actions have achieved the intended impact.

3. Training Design, Delivery and Evaluation

• Lead the design, development, delivery and evaluation of Rossie’s physical intervention, restraint-reduction and de-escalation training.
• Develop an integrated curriculum covering theory, prevention, de-escalation, decision-making, practical physical skills, professional accountability and post-incident responsibilities.
• Set learning outcomes, competency standards, assessment requirements, refresher arrangements and evaluation methodology.
• Deliver theoretical and practical training and assessment directly where appropriate.
• Ensure training accommodates different learning needs while maintaining consistent safety and competency standards.
• Use incident data, staff feedback, observed practice, debrief outcomes and evaluation evidence to improve training content and methods.
• Develop targeted or bespoke learning interventions where individual, team or service needs are identified.

4. Instructor Development and Quality Assurance

• Provide professional oversight and quality assurance of all persons authorised to deliver or support Rossie’s Physical Intervention Model.
• Ensure instructors maintain theoretical knowledge, practical competence, professional judgement and consistent delivery standards.
• Implement arrangements for observation, feedback, coaching, continuing professional development and reassessment.
• Identify and address inconsistency, practice drift, poor delivery or unsafe training practice and ensure remedial action is completed

5. Incident Review, Data Analysis and Organisational Assurance

• Maintain systematic oversight of information relating to physical intervention, restraint, violence and aggression, de-escalation and other relevant restrictive practices.
• Regularly interrogate Rossie’s incident database to identify patterns, trends, recurring themes, emerging risks and variations in practice at individual, team, service and organisational levels.
• Where appropriate, triangulate incident data with CCTV, debrief records, reflection and learning outcomes, training records and other relevant evidence.
• Identify effective practice, training requirements, possible practice drift and matters requiring further scrutiny, escalation or organisational action.
• Produce regular analytical reports for management and senior leadership setting out themes, risks, learning, recommendations, agreed actions and evidence of impact.
• Maintain oversight of actions arising from incident review and escalate significant concerns or delays through the appropriate governance arrangements.

6. Post-Incident Reflection, Learning and Staff Welfare

• Lead and coordinate Rossie’s approach to formal reflection and learning following incidents.
• Ensure significant incidents are considered for individual, team, service and organisational learning.
• Facilitate reflection and learning sessions where appropriate and support managers and designated colleagues to undertake effective processes.
• Translate learning into recommendations for practice, coaching, reassessment, refresher training, guidance or organisational improvement.
• Lead the coordination and quality assurance of staff welfare and debrief arrangements following significant incidents.
• Maintain a clear distinction between immediate staff welfare support, practice reflection and organisational learning.
• Ensure debriefs are timely, appropriately recorded and followed through, with relevant welfare, practice or training matters escalated.
• Review relevant CCTV footage where appropriate to support incident understanding, quality assurance and learning.

7. Professional Challenge and Practice Improvement

• Observe and evaluate practice where appropriate to determine whether training and organisational expectations are being applied.
• Provide constructive professional challenge where practice is inconsistent with Rossie’s model, policy, training or professional standards.
• Escalate concerns regarding unsafe, inappropriate, inconsistent or potentially unnecessary restrictive practice.
• Recommend and monitor remedial action, including coaching, observation, refresher training, competency reassessment, revised guidance or wider organisational improvement.

8. Collaborative Working 

• Work closely with Service Head of Care, operational managers, L&D colleagues and other relevant professionals to maintain an integrated organisational approach.

• Build appropriate external relationships to identify emerging good practice, benchmark Rossie’s approach and support collaborative learning.

• Represent Rossie professionally at relevant forums and contribute to external learning where appropriate.