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The facility manager in inpatient care, also known as home management, holds a key position. Especially for the economic success of a care facility. What are the requirements for the position? And what does the operator have to offer the operational manager so that he or she can fulfill the tasks and requirements well? With the house talks, we present a practical tool that helps the EL to successfully manage the facility.

  • 1. position & requirements of the facility manager
  • 2. what makes a (good) facility manager?
  • 3. what does the EL need: onboarding, compensation, development?
  • 4. practical tip: tackling issues with in-house meetings

1. position & requirements of the facility manager

Not all facility managers are the same: the structure of the function and the management constellation can vary greatly from one organization to the next. Often the facility management acts in a so-called “sandwich position” between the nursing service management and the management. Particularly at smaller facilities and depending on the structure of the personnel guidelines customary in the country, the position of the EL can also be created in personnel union with the nursing service management. There are also facilities in which a “managing facility director” also performs some or even all of the management duties. In this case, they also bear commercial responsibility. The tasks of the EL are therefore strongly related to the design of the position. The clear definition of the interfaces and demarcation of roles towards PDL and management is important for successful work in the operational management position. The facility management, depending on the individual position and role description,

  • manages the home from a professional, personnel and economic point of view
  • bears responsibility for home contracts, resident admissions, employment contracts, etc.
  • manages economically on the basis of targets and controlling evaluations
  • leads the employees, both specialists and managers, and is responsible for their retention and development
  • ensures cooperation with partners and service providers
  • represents the institution internally and externally
  • is responsible for the strategic and conceptual development of the services offered
  • ensures and checks the quality of care and support, together with QM and PDL.

The size of the facility or the provider has an impact on the tasks of the EL: At large providers, commercial and strategic issues are usually controlled centrally, so that controlling, for example, does not take place directly at the facility. However, the EL must be able to understand controlling evaluations in all constellations and derive the right measures from them.

2 What makes a (good) facility manager?

According to the Home Personnel Ordinance§ 2, the position of a facility manager entails formal requirements: “(1) A person who manages a home must for this purpose personally and professionally suitable. His or her personality, education and professional background must guarantee that the respective home is managed appropriately and economically in accordance with the interests and needs of its residents.” According to § 2, a person is professionally qualified as a facility manager or home manager if he or she has

  • can provide evidence of training as a specialist in the health or social services sector or in a commercial profession or in public administration with a state-recognized qualification and
  • has acquired the further knowledge and skills required for the management of the home through at least two years of full-time work in a home or in a comparable institution. […]

Formally, then, a nursing background is not a requirement for EL. However, more and more providers are choosing to do so. This has advantages: The facility management can then usually mediate well between nursing and commercial needs or, for example, design the development of service offerings in a well-founded manner. However, practice also shows that the ‘nursing glasses’ can restrict the necessary economic perspective of the EL. Sometimes, facility managers with nursing experience intervene too strongly in nursing issues, and thus in areas of the PDL. In this way, they can no longer fully perform the actual tasks of the EL. If, on the other hand, the EL has no nursing knowledge, e.g., if he or she has a purely commercial education, decisions may be made that are problematic from a nursing perspective. Friction points with the PDL or the employees are not uncommon here. Especially when difficult reorganization or restructuring processes are necessary, the focus on those in need of care must not be lost. It can make sense to clearly separate the responsibilities of the PDL and the EL: Each person works in his or her own area of competence. However, this makes good cooperation at the interface all the more important – with a strong PDL (read more about what makes a good PDL here). The parties involved should be able to sound out nursing and economic needs in a relationship of trust. Example: If the PDL sees a need for temporary staffing, the EL must be able to trust that it is necessary in terms of professional staffing controlling. Even if it has an unfavorable economic impact. In constellations in which the EL works as a PDL in addition to the staff, nursing training and corresponding further training are again a must. → Our recommendation: In this question, those responsible need a clear view of the prerequisites and needs of a specific facility (right down to the employees). On this basis, it is possible to weigh up which professional orientation of the operational manager is best suited to the facility. Economic thinking and a good knowledge of how nursing care is financed are prerequisites for the successful work of facility management – and for the economic success of the facility. Important practical tasks and issues in everyday life are also:

  • Working with monthly reports/business analyses (BWA), analyzing balance sheets: What are fixed assets in my facility, what are current assets, how is this influenced by the respective fiscal year?
  • Being able to scale and evaluate information from central controlling; forming causal relationships between data and processes on site and controlling and taking measures on this basis
  • Nursing rate negotiations: When does it make sense to negotiate new payment rates; how do I analyze what for this purpose? Which parameters should be prepared and how?
  • Occupancy control and classification management: How do I control occupancy (economically)? Which signs show me that I have to take countermeasures so that, for example, revenues do not collapse, and how do I choose the measures?

In addition to these economic aspects, there is an important competence in practice that is often underestimated: ‘partnership assertiveness’. The EL maintains a reliable partnership relationship and creates transparency. It is their job to get all parties involved, i.e. lower management, staff and residents, on board, even with difficult issues. This can be a challenge, especially in the case of necessary, even uncomfortable restructuring processes.

3 What does EL need: onboarding, compensation, development?

For successful work, it is not only the facility management that needs to be equipped. The institution must also create the right framework conditions. If these are in place, it also helps to attract and retain good facility managers over the long term.

  • New managers need good, systematic onboarding. Often, temporary support on the job can on the job by an experienced contact person can often help, especially when junior managers are new to the company. This ensures that the new facility management can handle day-to-day business and meet important deadlines in addition to onboarding.
  • The facility management needs sufficient access to management-relevant data for economic control. Only concrete and targeted figures and instructions from controlling can be used for optimization in the operational business.
  • The framework of objectives and priorities of the operator for the facility must be clearly communicated to the EL so that he or she can shape his or her management in line with these.
  • Attractive compensation commensurate with the position is one of the important framework conditions, along with other attractiveness factors. You can find out more about the question “What does a facility manager earn?” in the contec Compensation Study 2019.
  • In order to be able to meet the professional challenges, regular further training and corresponding offers on the part of the provider are essential.

4 Practical tip: Tackling issues with in-house meetings

The format of regular in-house meetings is a simple and effective tool that has proven its worth in practice. Use this conversation framework to empower facility leaders in a practical way. Junior staff can benefit, but so can veteran leaders facing new challenges.

  • What. At its core, it’s about operationalizing important topics and issues so the EL can address them practically. Once important issues requiring action are defined, the difficulty lies primarily in getting into action. The in-house discussions go into depth, but are always solution-oriented: Measures and instruments are agreed together – bindingly. The talks are intended to simplify operational management for the home’s management, as a door opener or start-up aid.
  • How? The discussions take place regularly between the facility management and the management. The frequency depends on the issues at hand: monthly meetings are often a good idea, but bi-weekly meetings are more appropriate in acute crises. They are not to be equated with the usual jour-fixe meetings, in which reports are given and the EL is then left alone to deal with the challenges. Nor is the idea to present the work as well as possible. Rather, the idea is to get down to the operational level, look at a challenge together, at eye level, and clarify the path to the goal.
  • Why? House conversations can be used to find a ‘tackle’ at the working level. They can help the facility manager feel more connected to and lead along the management’s vision of goals. If the EL lacks experience for certain issues, she can fill up her knowledge in the house talks and thus develop herself. In doing so, management can best practices shared from other facilities. If issues are not addressed due to lack of time in day-to-day operations, the conversations can help reduce the time needed to solve problems. In this setting, it is easier for operational managers to ask questions. From the management side, the discussion framework offers the chance to find out what assistance, knowledge, prerequisites, etc., the EL needs from the executing agency in order to do its job well.

The PDCA cycle with the four phases Plan-Do-Check-Act can serve as a methodical support for the in-house discussions: The topics that the interlocutors can look at in the house talk are manifold. An economic imbalance can be a topic (z. For example, how and with what can I take countermeasures if controlling figures fail to meet target XY?). Other examples are the challenging acquisition of skilled workers or external communication, especially in the case of crisis issues. A problem can be worked on over the course of several meetings. The goal is to work continuously on issues and achieve improvements. Text: Susanne Rösler/Linda Englisch Cover photo: Karolina Grabowska/Pexels


Senior pedagogical specialist, educator, supervisor of female employees


Responsible, pedagogical and organizational management of the facility on behalf of and in agreement with the responsible body. Supervisor of the other staff, representative of the facility profile in public


1. cooperation with the responsible body

  • Regular meetings, written submissions, mutual information (verbal/written) serve to agree on competencies and to coordinate decisions.
  • The sponsor and the management talk to each other about personnel, legal regulations with regard to safety, order, hygiene and financial changes.
  • The sponsor is informed about all events.
  • Structural defects and repairs are reported immediately.

2. pedagogical performance competences

  • The management, together with the team members, is responsible for the overall concept. The planning and implementation of the educational work is based on the type of sponsorship, the situation of the facility and the educational plan. The content of the concept is developed, tested, reviewed from time to time, reflected upon and further developed.
  • Education, upbringing and care are the three pillars of the work in the kindergarten according to the Child and Youth Welfare Act. They must be reflected in a child-centered and balanced way in the planning and daily routine. The needs of children and parents affect the framework conditions and vice versa. Here, a high degree of co-responsibility lies in the professional knowledge of the management and the team.

3. staff management

  • Selection of personnel and interviews
  • Induction of new employees
  • Delegation of tasks and their monitoring
  • Coordination of the pedagogical work to the employees
  • Quality assurance e.g. team development, qualification interviews
  • Care and directional information work
  • Support of the pedagogical work
  • Professional advice and guidance according to needs
  • Correction and verbal admonition in case of official negligence

4. operational management

  • Admission and selection of children
  • Participation in the drawing up of contracts with parents
  • Staff selection and recruitment procedures
  • Preparation of duty rosters, implementation of duty regulations
  • Delegation with all consequences
  • Coordination of the individual areas of responsibility
  • Vacation and training planning
  • Organization of sick leave replacement
  • Arrangement and compensation of overtime
  • Security of the house and garden
  • Administration and office organization

5. cooperation with parents

  • Registration interviews, consultation hours
  • Maintaining contact with parents and promoting contact between parents
  • Parent events in cooperation with the team
  • Information for parents
  • Discussions with parents
  • Information and referral to specialized and counseling services

6. cooperation with authorities and associations 7. networking and cooperation with other institutions Special powers The management has the right of domicile and the right to issue directives on behalf of the provider. The right and duty to inform are essential components of this function. The permanent deputy of the management, expressly appointed by the responsible body, represents the management in all matters in the absence of the latter. Educational institution Academy for Economic and Social Management F+U Rhein-Main-Neckar gGmbH Contact Kurfürsten-Anlage 64-68 69115 Heidelberg, Germany Contact Aysel Kilic Phone: 06221 / 70 50 – 170 Type of teaching Full-time Part-time Duration: Part-time: approx. 18 months Full-time: approx. 9 months Cost: 5,570 euros Installment payment possible Degree: Facility manager according to the LPersVO Baden-Württemberg Participation requirements

  • State-approved nurse for the elderly, health care and nursing staff, health care and children’s nurses, curative education nurses according to the LPflG, training as a specialist in health care and social services, in a commercial profession or in public administration.
  • We will be happy to advise you on other qualifications.

Funding opportunities Educational leave in Baden-Württemberg Description The advanced training is aimed at specialists and managers who want to take over the management of an inpatient care facility (nursing home, day care facility for the disabled). The course comprises 950 theory hours and is based on the ordinance of the Ministry of Social Affairs of Baden-Württemberg on personnel requirements for inpatient facilities (State Personnel Ordinance – LPersVO of 07.12.2015) and complies with the Federal Nursing Home Act. Certified nursing professionals can acquire the certificate “Responsible nursing professional according to §71 SGB XI” (management of an outpatient nursing service) as well as the certificate “Project manager*in in social and health care” in the in-service course. The facility management (home management) bears the decisive responsibility for quality assurance in accordance with the legal requirements as well as for the economic success of inpatient nursing and care facilities. Facility managers of nursing homes, senior residences, day care facilities and facilities for the disabled therefore need a sound knowledge of law, quality management, care organization and personnel management. Knowledge of strategic and operational management, project management, marketing and public relations, home economics, the German Nursing Care Accounting Ordinance (Pflegebuchführungsverordnung – PBV), cost accounting and controlling is also a prerequisite for the successful management of inpatient care facilities today. These competencies are taught in the course. Click here for more information. Learning objectives The aim of the continuing education course is to impart all the competencies that will enable you to competently fill the role of managing inpatient facilities for people with care and support needs as well as for people with disabilities.

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For privacy reasons, the map view will not be loaded from Google servers until you actively choose to do so. Further information 10773 Educational institution Academy for Economic and Social Management F+U Rhein-Main-Neckar gGmbH Contact Kurfürsten-Anlage 64-68 69115 Heidelberg, Germany General Information

Portrait company / sponsor

© Fotowerk – Portrait Location Our modern seminar center in the F+U Campus directly at the main train station in Heidelberg is easily accessible from all directions. The bright rooms offer a pleasant learning atmosphere and are equipped with modern teaching media. We provide coffee free of charge. In our kitchenette there is also a kettle, microwave and refrigerator available for our participants. Further locations of the R+U Our other locations include the Fachschulzentrum in Heidelberg as well as the Institut für Bildung + Management im Gesundheitswesen and the Fachschulzentrum in Darmstadt. Description The F+U Academy for Business and Social Management is part of the F+U Group, one of the largest educational institutions in Germany. As a leading provider of continuing education and training in nursing, we have been offering career and development opportunities for nursing professionals centrally located in Heidelberg for over 25 years. Our team of experienced lecturers are specialists from the field. They impart their know-how in a practical and entertaining manner. The high level of satisfaction among our participants is reflected time and again in our customer surveys. We offer interested parties trial seminar days to convince themselves of our quality. Our friendly team will be happy to advise you on the right training course for you. The modular structure of many of our training courses makes it possible to gradually build up additional qualifications. Cooperation We cooperate with numerous hospitals, inpatient care facilities and nursing services. Their vacancies are displayed on our info board and we post them on Facebook. In this way, we can always provide our participants with suitable job offers. Special features With our F+U nursing forums, we regularly address current nursing topics and provide information about practical solutions. You can find more information in our specialist forums.

Further educational offers

  • Our further education and training offers
  • Full-time Part-time Nursing Service ManagementFull-time Part-time Home Manager Part-time Part-time Part-time Ward Manager Part-time Part-time Gerontological Psychiatry Part-time Part-time Part-time Quality Management Representative Part-time Part-time Part-time Palliative Care Part-time Part-time Part-time Pain Management Part-time Part-time Part-time Responsible Nursing Specialist Full-time Part-time Social and Health Care Specialist Part-time Part-time Part-time Part-time Practice Manager
Your request will be sent directly to the provider you have selected by e-mail. The German Care Portal acts here only as a party to the processing. The processing after sending by our portal is the sole responsibility of the provider. * Mandatory fields This field is mandatory. This field is mandatory. Please enter a valid e-mail address. This field is mandatory. Yes, I have read and accept the privacy policy. This field is mandatory.

The home management is responsible for the orderly running of all processes in a facility. She assigns staff, oversees finances, serves as a point of contact on various issues from the team and residents, and works diligently to ensure that management goals are met.

Facts about home management

To work as a home manager, you need an education in a social profession, or a degree in social pedagogy or a nursing branch. It is possible to start directly as a home manager via a course of study, but it is also possible to start via training and the accumulation of professional experience.

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Building blocks of a home management job description

Guide to job descriptions If you want to hire a suitable home manager, there are a few things to consider for the job description. Education provides the skills to perform this job, but you should still be specific about each job description to find the perfect candidate. Job description Home management m/f/d

1. areas of responsibility and functions

A home manager can be employed in many different areas. Basically, she is responsible for various administrative activities, but also the management of the team and compliance with corporate principles are part of this job description. The main areas of responsibility of a home manager are:

  • Caring for the residents of the home
  • Compliance with all quality regulations on the part of management and applicable law
  • Supervision
  • Documentation of all nursing work
  • Recognition of weak points and problems
  • Assignment of employees to shifts and according to suitability
  • Creation and maintenance of a pleasant working atmosphere

The main tasks in detail

Activity Description
Care of the residents of the home This is the active care and supervision of the residents of a facility. This is performed in accordance with applicable law and the requirements of the facility.
Compliance with all quality regulations on the part of management and applicable law. The management of the home is guided in all its work by the applicable law and the quality requirements of the management. All work is measured against these requirements.
Duty of supervision The home management has the duty of supervision. It monitors all care measures and intervenes when necessary. It documents the entire work and assigns the employees accordingly or stands aside in an advisory capacity.
Documentation of all nursing work In order to optimize work processes, the nursing work is also documented and evaluated.
Recognition of weak points and problems The management keeps track of all areas and fields of activity in the home to ensure smooth operations.
Assignment of staff to shifts and according to suitability. Assigns staff wisely; rosters and occupancy schedules are established and vacations must be approved so that sufficient staff are always present.
Creating and maintaining a pleasant working atmosphere To ensure a pleasant working atmosphere among the staff, the home’s management is always the first point of contact for problems and suggestions for improvement.

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2. goals of the task areas

The work of home management has many objectives. Among the most important objectives are:

  • Providing the best possible care to residents
  • Smooth daily routine
  • Assurance of qualified nursing care
  • Transparent reproduction and recording of care measures
  • Integration of the facility into the environment and the community

3. fields of application of the home management

The home management can work on different positions within a facility due to the comprehensive training. She adapts to daily tasks and reacts spontaneously but conscientiously. Positions include:

  • Supervision
  • Administration
  • Documentation
  • Team leader
  • Personnel support

4. professional and personal requirements

A trained home manager must possess numerous skills and knowledge in order to be able to carry out his or her profession appropriately. However, especially in the personal area, there are additional characteristics that must be present. Personal skills are:

  • Ability to work under pressure
  • Organizational talent
  • Reliability
  • Ability to relate to people
  • ability to communicate
  • social thinking
  • economic thinking

Professional competencies are:

  • Training in a nursing profession
  • Studies in a nursing profession
  • Knowledge in administration
  • Knowledge in personnel management
  • Knowledge in social work

Sample job description for a home manager

Job description

For our senior care facility in Munich we, Healthy&Old gGmbH, are looking for a qualified home management m/f/d to lead the team and the facility in a qualitative and conscientious way. Our residents appreciate our facility because we are always friendly, open and professional. To maintain and expand this standard, we have constantly expanded our team in recent years to ensure the highest level of care intensity. Now we are looking for you, because we need reinforcement in the management of the Munich South facility again. What we expect from you:

  • Training or studies in nursing
  • Ability to work under pressure
  • Organizational talent
  • Reliability
  • Ability to relate to people
  • ability to communicate
  • social thinking
  • economic thinking

What you can expect from us

  • a responsible job in an appealing environment
  • interesting and varied work
  • a salary according to the collective agreement with numerous bonuses
  • a permanent employment contract
  • a great and motivated team
  • special payments such as Christmas and vacation bonuses

Is nursing your life? Do you consider yourself immune to stress and strain, but love a challenge? Then don’t hesitate any longer and send us your informative documents. We need your curriculum vitae, your certificates and references relating to your work history. We look forward to hearing from you.

References & Sources

  1. Federal Employment Agency: Adult home manager

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