Section 8

Manager-Specific Operations

This section covers all responsibilities, procedures and expectations specific to the management team at Eddie's Doggy Daycare. Managers are the operational backbone of the business and are accountable for the safe, compliant and effective running of their site on a day-to-day basis.

Section Purpose

The policies and procedures in this section apply to the Site Managers — People, Culture & Commercial Manager (the Owner) and Operations & Welfare Standards Manager (Jodee). They define the scope of managerial authority, the standards expected, and the processes for handling the more complex aspects of people management, compliance and customer relations.

8.1 Manager Responsibilities

1. Core Responsibilities

Area	Key Responsibilities
Site Operations	Ensure the site opens and closes safely and on time; oversee all daily operations; ensure SOPs are followed consistently
Dog Welfare	Ensure all dogs receive appropriate care, supervision and enrichment; monitor welfare continuously; escalate concerns
Staff Management	Lead, support and supervise the team; conduct 1:1s; address performance; manage rotas and absence
Health & Safety	Implement H&S policy at site level; conduct weekly inspections; investigate incidents; maintain first aid and fire safety
Compliance	Ensure licensing conditions are met at all times; maintain inspection-ready documentation; complete monthly compliance reviews
Customer Relations	Handle customer queries, complaints and feedback professionally; maintain positive relationships
Record Keeping	Ensure all daily, weekly and monthly records are completed accurately and stored correctly
Communication	Brief staff daily; cascade important information; report to Owner regularly

2. Decision Authority Matrix

----------	-----	-------	----------------
Site closure (weather/safety)	✅	✅	Notify after
Dog exclusion (behaviour)	✅	✅	Notify after
Staff rota changes	✅	✅	❌
Informal performance feedback	✅	✅	❌
Formal disciplinary action	Initiate	Initiate	✅ Approval
Equipment purchase (under £100)	✅	✅	❌
Equipment purchase (over £100)	❌	❌	✅
Policy changes	❌	❌	✅
Recruitment decisions	Recommend	Recommend	✅

3. Manager Focus Areas

Manager	Primary Focus	Secondary Focus
Jodee	Operations & Organisation — site operations, daily organisation, resource coordination, operational standards, workflow management	Welfare support, general operations

Shared Capability

Both managers are trained and competent to manage all aspects of operations. The focus areas above represent primary accountability, not exclusive responsibility. Either manager may be required to cover the full scope of management duties.

4. Reporting & Communication

Activity	Frequency	To Whom
Daily operational update	Daily	Owner (if required)
Weekly site summary	Weekly	Owner
Monthly compliance review	Monthly	Owner
Incident reports	Immediately	Owner
Staff performance concerns	As they arise	Owner (for formal action)

8.2 Manager SOPs

1. Daily Manager SOPs

Time	SOP	Description
Opening	Site safety sign-off	Complete and sign the daily safety checklist before dogs arrive
Opening	Staff briefing	Conduct morning briefing covering staffing, groups, dogs to monitor, duties
During day	Welfare oversight	Walk all areas minimum twice daily; observe staff handling and group dynamics
During day	Customer communication	Respond to customer queries, handle any complaints or concerns
During day	Incident management	Lead response to any incident; complete documentation; notify Owner if serious
Closing	End-of-day review	Review daily logs, incident reports, welfare notes; ensure all records complete
Closing	Site security sign-off	Final walkthrough; confirm all dogs departed, site locked, alarms set

2. Weekly Manager SOPs

Day	SOP	Description
Monday	Weekly planning	Review bookings, staffing, any scheduled maintenance or visits
Wednesday	Mid-week check	Review training records, chase outstanding sign-offs
Friday	Weekly summary	Compile weekly report; note any incidents, concerns, actions for following week
Any day	Site inspection	Conduct formal weekly H&S site inspection using checklist

3. Monthly Manager SOPs

SOP	Description	Deadline
Compliance review	Complete monthly compliance review (Section 2A) covering all operational areas	Last working day
Training review	Check training matrix; identify gaps or upcoming renewals	By 15th
Certificate check	Review certificate and licence tracker; action any upcoming renewals	By 15th
1:1 meetings	Conduct informal 1:1 with each staff member	Throughout month
Equipment check	Review equipment service schedule; arrange any overdue servicing	By 15th
First aid audit	Check first aid kit stock levels and expiry dates	By 15th

4. Quarterly & Annual Manager SOPs

SOP	Frequency	Description
Risk assessment review	Quarterly	Review all risk assessments; update as required
Fire drill	6-monthly	Organise and conduct fire drill; document results
Staff appraisals	Annual	Conduct formal appraisal with each team member
Policy review	Annual	Review all policies and procedures; recommend updates to Owner
Inspection preparation	Before any visit	Prepare documentation folder; conduct site audit

Documentation Standard

All manager SOPs must be evidenced through completed checklists, reports or records. If a task is not documented, it will be considered not completed for compliance and audit purposes.

8.3 Handling Complaints

1. Types of Complaints

Category	Examples
Welfare	Dog injury, perceived neglect, handling concerns, inadequate supervision
Service	Late collection/drop-off, missed booking, poor communication
Staff conduct	Rudeness, unprofessional behaviour, perceived dishonesty
Facilities	Cleanliness, hygiene, equipment condition
Billing	Overcharging, disputed fees, refund requests

Welfare Complaints

Any complaint alleging harm, neglect or mistreatment of a dog must be escalated to the Owner immediately, regardless of the manager's initial assessment. These complaints require formal investigation and written response.

2. Complaint Handling Procedure

Step	Action	Timescale	Owner
1	Receive — Listen actively, acknowledge the concern, thank the customer for raising it	Immediate	Receiving manager
2	Record — Log the complaint on the Complaint Record Form with full details	Same day	Receiving manager
3	Acknowledge — Confirm receipt of the complaint to the customer in writing (email)	Within 24 hours	Investigating manager
4	Investigate — Gather facts, speak to relevant staff, review CCTV if applicable, examine records	Within 3 working days	Investigating manager
5	Respond — Provide a written response to the customer explaining findings, actions taken, and any resolution offered	Within 5 working days	Investigating manager
6	Escalate — If the customer remains dissatisfied, escalate to the Owner for final review	Within 7 working days	Owner
7	Close — File the complaint record with all documentation; update lessons learned log	Within 10 working days	Investigating manager

3. Communication Standards

When handling complaints:

Remain calm, professional and empathetic at all times
Avoid becoming defensive or dismissive
Do not admit liability or make promises you cannot keep
Focus on understanding the customer's concern and finding a fair resolution
Keep the customer informed of progress throughout the investigation
Apologise for any genuine failing without reservation

4. Remedies & Resolution

Type of Resolution	When Appropriate
Verbal apology	Minor service issue; customer satisfied with acknowledgement
Written apology	Formal complaint; welfare concern; repeated issue
Service credit	Service failure (late collection, missed booking)
Partial refund	Significant service shortfall
Full refund	Serious failure; dog injured due to negligence
Process change	Systemic issue identified; prevent recurrence

5. Record Keeping

Record	Retention
Complaint Record Form	3 years
Investigation notes	3 years
Customer correspondence	3 years
CCTV footage (if relevant)	Duration of investigation + 6 months
Lessons learned log	Permanent

8.4 Disciplinary Process

1. Informal Stage

Before invoking the formal disciplinary process, managers should first attempt to resolve concerns informally:

Have a private, supportive conversation with the staff member
Clearly explain the concern and the expected standard
Agree on any support, training or adjustments needed
Set a reasonable timeframe for improvement
Make a brief written note for the manager's file

Supportive Approach

The informal stage is not a disciplinary action. It is a supportive conversation aimed at helping the staff member understand expectations and improve. Most performance issues should be resolved at this stage.

2. Formal Disciplinary Stages

If informal resolution is unsuccessful, or if the matter is too serious for informal handling, the formal process applies:

Stage	Action	Outcome if Not Resolved
Stage 1 — Verbal Warning	Formal meeting with manager; concern explained; improvement plan agreed; recorded in writing	Progresses to Stage 2
Stage 2 — First Written Warning	Formal letter issued; clear expectations and timeframe; right to be accompanied	Progresses to Stage 3
Stage 3 — Final Written Warning	Final formal letter; clear consequences of further failure; right to be accompanied	Progresses to dismissal
Stage 4 — Dismissal	Decision to dismiss; formal meeting; right to be accompanied; written confirmation with right of appeal	Employment ends

Warning Duration

Warning Type	Active Period
Verbal warning	6 months
First written warning	12 months
Final written warning	18 months

After the active period, spent warnings remain on file but are disregarded for future disciplinary purposes.

3. Gross Misconduct

Certain offences are so serious that they may result in summary dismissal (dismissal without notice) following investigation. Examples include but are not limited to:

Offence	Category
Deliberate harm or cruelty to a dog	Gross misconduct
Theft, fraud or dishonesty	Gross misconduct
Violence, threats or intimidation	Gross misconduct
Being under the influence of alcohol or drugs at work	Gross misconduct
Serious breach of Health & Safety policy endangering life	Gross misconduct
Deliberate falsification of records	Gross misconduct
Serious breach of confidentiality or data protection	Gross misconduct
Bringing the company into serious disrepute	Gross misconduct

Suspension

In cases of alleged gross misconduct, the staff member may be suspended on full pay pending investigation. Suspension is not a disciplinary sanction — it is a neutral act to allow a fair investigation to take place.

4. Right to Be Accompanied

At all formal disciplinary meetings (Stage 2 onwards), the staff member has the right to be accompanied by a colleague or a trade union representative. The companion may:

Address the hearing on the staff member's behalf
Confer with the staff member during the meeting
Ask questions on their behalf

The companion may not answer questions on behalf of the staff member.

5. Right of Appeal

The staff member has the right to appeal any formal disciplinary decision. Appeals must be submitted in writing to the Owner within 5 working days of receiving the decision. The appeal will be heard by a person who was not involved in the original decision where possible.

6. Record Keeping

Record	Retention
Informal notes	2 years
Verbal warning record	2 years
Written warnings	6 years after leaving
Dismissal documentation	6 years after leaving
Appeal documentation	6 years after leaving

8.5 Staff Absence & Performance

1. Absence Management

2.1 Monitoring Absence

Managers must monitor absence patterns and identify concerns early:

Trigger	Action
3 separate absences in a rolling 12-month period	Informal absence review meeting
Any pattern absence (e.g., frequent Mondays/Fridays)	Informal discussion to understand circumstances
Extended absence (7+ consecutive days)	Formal return-to-work meeting; GP fit note required
Extended absence (4+ consecutive weeks)	Welfare check-in; occupational health referral if appropriate

2.2 Return-to-Work Conversations

Every absence — regardless of length — must be followed by a return-to-work conversation. This is an informal, supportive discussion covering:

Reason for absence
Whether the staff member is fit to return to full duties
Whether any support, adjustments or phased return is needed
Whether there is a pattern that needs to be addressed
Whether referral to a GP or occupational health is appropriate

2.3 Absence Management Process

If absence levels remain a concern despite informal support:

Stage	Action
Stage 1	Informal meeting — express concern, offer support, set expectations
Stage 2	Formal absence review — issue improvement notice with targets
Stage 3	Final review — consider capability dismissal if no improvement

Important

Any dismissal on grounds of capability (including long-term sickness) must be approved by the Owner and follow a fair process including medical evidence, reasonable adjustments and the right of appeal.

2. Performance Management

3.1 Day-to-Day Performance

Managers should address performance issues promptly through:

Immediate, constructive feedback (specific, factual, solution-focused)
Brief informal conversations when patterns emerge
Coaching and additional support where skill gaps are identified

3.2 Performance Improvement Process

When informal feedback has not resolved the concern:

Step	Action	Timescale
1	Informal meeting — Clearly explain the gap between expected and actual performance; agree support plan	Immediate
2	Improvement plan — Set SMART objectives with clear timescales and review dates	2-4 weeks
3	Review meeting — Assess progress; acknowledge improvement or escalate if insufficient	End of improvement period
4	Formal process — If no improvement, refer to disciplinary procedure (Section 8.4)	As required

3.3 Common Performance Issues

Issue	Approach
Inconsistent dog handling	Observe, retrain, assess competency
Poor timekeeping	Informal discussion first; record keeping; escalate if persistent
Failure to follow SOPs	Retrain on specific SOP; monitor compliance; escalate if wilful
Poor communication	Coaching, clear expectations, feedback
Attitude/conduct	Private conversation; understand causes; clear expectations

3. Documentation

Record	Retention
Return-to-work conversation notes	2 years
Absence records	6 years after leaving
Informal performance notes	2 years
Performance improvement plans	6 years after leaving
Formal capability records	6 years after leaving

8.6 Certificate & Licence Tracking

Documents to Track

Insurance Policies

Document	Typical Term	Lead Time for Renewal
Public Liability Insurance	Annual	30 days
Employers Liability Insurance	Annual	30 days
Vehicle Insurance	Annual	30 days
Building/Contents Insurance	Annual	30 days

Statutory Certificates

Document	Frequency	Lead Time
Animal Activity Licence	1-3 years	60 days
EICR (Electrical Installation)	5 years	30 days
PAT Testing	Annual	14 days
Fire Risk Assessment	Annual review	14 days
Fire Alarm Servicing	6-monthly	14 days
Fire Extinguisher Service	Annual	14 days
Emergency Lighting Test	Annual	14 days
Gas Safety Certificate (if applicable)	Annual	30 days

Staff Certifications

Certificate	Frequency	Lead Time
First Aid at Work	3 years	30 days
Canine First Aid	As specified	30 days
DBS Checks	3 years	60 days
Driving Licence Checks	Annual	14 days

Tracking System

Use the Certificate Expiry Tracker form to log all documents
Set calendar reminders for renewal lead times
Review tracker monthly on Admin Day
File renewal confirmations immediately

Escalation

Any document expiring within 14 days without renewal action must be escalated to Owner/Director immediately
Operating with expired mandatory documents may result in enforcement action or licence suspension

8.7 Equipment Service Management

Equipment Servicing Schedule

Vehicles

Service	Frequency	Provider
Full Service	As per manufacturer (typically annual)	Authorised garage
MOT	Annual (vehicles over 3 years)	MOT test centre
Tyre Inspection	Monthly	Staff check / tyre specialist
Van Cleaning (deep)	Weekly	Internal

Fire Safety Equipment

Equipment	Service Frequency	Provider
Fire Extinguishers	Annual	Fire safety contractor
Fire Alarm System	6-monthly	Fire alarm contractor
Emergency Lighting	Annual	Electrician

Electrical Equipment

Equipment	Service Frequency	Provider
PAT Testing	Annual	PAT testing contractor
Fixed Wiring (EICR)	5 years	Electrician

HVAC / Ventilation

Equipment	Service Frequency	Provider
Heating System	Annual	Heating engineer
Air Conditioning	Annual	HVAC contractor
Extraction Fans	6-monthly	Electrician / internal

Recording Servicing

Use the Equipment Service Log form to record:

Equipment name and location
Service date and provider
Work completed
Next service due date
Cost

Breakdown Reporting

If equipment breaks down:

Log the issue in the maintenance log
Arrange repair through approved contractor
Implement temporary measures if needed
Update equipment service log when resolved

8.8 Compliance Audit Preparation

Common Inspection Areas

Licensing Authority (Animal Activity Licence)

Licence displayed correctly
Staff competency records
Dog records (vaccination, behaviour, attendance)
Cleaning and hygiene standards
Welfare provisions (water, enrichment, rest areas)
Emergency procedures documentation
Condition of premises and fencing

Fire Service

Fire risk assessment current and available
Fire exits clear and marked
Fire extinguishers serviced and accessible
Fire alarm tested and recorded
Fire drill records
Emergency lighting tested

Environmental Health

COSHH documentation
Cleaning schedules
Waste disposal records
Food storage (if applicable)

HSE

Risk assessments
Accident book and incident records
Staff training records
PPE provision and use

Pre-Inspection Checklist

Before any scheduled inspection:

[ ] Review relevant documentation is complete and current
[ ] Walk the site for visual hazards
[ ] Check all safety equipment is in place
[ ] Ensure staff are briefed on procedures
[ ] Have key contact numbers available
[ ] Ensure COSHH folder is accessible
[ ] Confirm fire safety records are up to date

Documentation Folder

Maintain an inspection-ready folder containing:

Current Animal Activity Licence
Insurance certificates
Fire risk assessment
COSHH folder
Staff training matrix
Recent incident reports
Risk assessments
Cleaning schedules

During Inspection

Designate a manager to accompany the inspector
Answer questions honestly and factually
Take notes of any observations or requirements
Request clarification if requirements are unclear
Thank the inspector and request written feedback

Post-Inspection

Review any actions required
Create action plan with deadlines
Assign responsibilities for corrective actions
File inspection report and response
Update procedures if necessary

7. Master Index & Version Control 9. Admin & Record Keeping