NATIONAL SKILLS ACADEMY FOR SOCIAL CARE

NATIONAL SKILLS ACADEMY FOR SOCIAL CAREREGISTERED MANAGER RESEARCH SUMMARY REPORT – APRIL 2012

CONTENTS

RESEARCH INTRODUCTION Research objectives and approach Research process Sampling and profile of respondents

SUMMARY OF FINDINGS

DETAILED RESULTS Current working patterns Interest and current activity around training/CPD Current / desired contact with other Registered Managers Recognition and interest in accreditation / membership body

RESEARCH INTRODUCTION

RESEARCH OBJECTIVES & APPROACH

Research objectives To pinpoint the common issues that impact

Registered Managers’ ability to provide quality care To determine the current activity and future interest

in training and Continuous Professional Development To better understand the current and desired level

and nature of contact between Registered Managers To identify where Registered Managers look for

professional support and advice at present To better understand the support that Registered

Managers would find most valuable in the future To understand Registered Managers’ views on

accreditation and future focus for Social Care sector

Research approach Online survey sent to 12,551 Registered Managers Fieldwork conducted 13th to 24th April 2012 Response rate of 9% (1,154)

RESEARCH PROCESS

@

1,154

195

958

282

204174

466

656

228266

760

290

103

474

255

420

568

351

170 188141

183143200

400

600

800

1,000

1,200

Num

ber o

f Res

pond

ents

Gender Time as RM Region Organisation Org size Salary Training spend

Ove

rall (

N=11

54)

Mal

e (N

=195

)

Fem

ale (N

=958

)

3 ye

ars

or le

ss (N

=282

)

4 to

6 y

ears

(N=2

04)

7 to

9 y

ears

(N=1

74)

10 y

ears

+ (N

=466

)

Sout

h (N

=656

)

Mid

lands

(N=2

28)

North

(N=2

66)

Priva

te se

ctor (

N=76

0)

Not-f

or-p

rofit

secto

r (N=

290)

Publ

ic se

ctor

/ ot

her (

N=10

3)

Unde

r 50

(N=4

74)

50 to

499

(N=2

55)

500

or m

ore

(N=4

20)

Less

than

£30

k (N=

568)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

SAMPLE OVERVIEWThe survey was completed by 1,154 UK based Registered Managers, including a broad range of organisation sizes (small, medium and large) and types (public, private and non-for-profit)

SAMPLING AND PROFILE OF RESPONDENTS

The average age of

respondents was 49 years old

49% of Managers have

NVQ 4-5 as their highest level

of educational achievement

83% of respondents were female The average length of time

working in the Social Care sector

for respondents

was 17.6 years

49% of Managers achieved

their role through internal promotion

9 years is the average length of time

respondents have served as a Registered Manager

66% of respondents

work in the private sector

32% of Managers hold an

additional Registered Nurse license

41% of respondents work in

organisations with less than 50 people

SUMMARY OF FINDINGS

SUMMARY OF KEY FINDINGS (1/2)

Topic area Key findings

Perceptions of the Social Care sector and Registered Managers today

Registered Managers (RM) are extremely hard-working, selfless individuals that are very committed to making a difference to individuals under their care, yet many feel stressed, frustrated and under-valued

There is clear concern amongst Managers around the negative perception of Social Care in the media, and the impact this has on both how the sector is viewed today and the future appeal of the sector e.g. as a career choice

57% of Registered Managers believe that the sector should focus on improving the public understanding around social care, whilst half of Registered Managers believe that there should be greater integration between health and social care

Current associations and barriers impacting Registered Managers’ ability to provide quality care

‘Demanding’ ‘Professional’ and ‘Administrative’ are the strongest prompted associations with the current RM job RMs do not feel appreciated or valued, with associations to these words being just 40% When unprompted, Registered Managers most strongly associate their jobs as ‘Stressful’, ‘Rewarding’ and ‘Frustrating’ ‘Time’ ,‘bureaucracy’ and ‘conflict of priorities’ are the three main barriers to Registered Managers providing quality care Many Registered Managers experience challenging relationships with local authority (LA) commissioners Registered Managers often find that the criteria set by LA’s conflicts with the needs of their clients but feel they must

comply Registered Managers also feel that a culture of paperwork and bureaucracy hampers their ability to effectively do their

jobs and meet the needs of both their staff and clients

SUMMARY OF KEY FINDINGS (2/2)

Topic area Key findings

Current and future training activity and needs

The majority of Registered Managers (96%) attend further training that is non-mandatory Registered Managers are highly committed: over a quarter (26%) attend non-mandatory training in their own time (this is

especially high in smaller organisations of less than 50 staff) and 18% of Registered Managers fund the non-mandatory training themselves

One day courses are the type of training course most valued by Registered Managers Working with commissioners is the main development area; with 59% of Registered Managers believing they need

further skills in this Soft skills (48%), leadership (45%) and budgeting/finance (42%) were the other main areas for up-skilling identified

Contact and networking with other Registered Managers

Local networking forums are currently the most popular channel to connect with other Registered Managers There is a clear appetite amongst Registered Managers to learn from each other and to share knowledge Two-thirds of Registered Managers mentioned sharing best practice and dealing with the daily pressures/challenges as

the main benefits of increased contact with other Managers Whilst 31% of those working in smaller organisations currently have no contact with other Registered Managers there is

a demand for channels to be available and a clear opportunity for the sector to support/facilitate this through the creation of website forums

Interest in accreditation/membership body

36% of Registered Managers believe that the sector should have a greater professional standing Over two-thirds of Registered Managers (68%) are enthusiastic about the creation of a membership body 56% of Registered Managers are interested in Accreditation, with some stating that it would make them feel ‘more

professional’, enabling them to be better respected both within Social Care and wider society One third of Registered Managers are interested in a Regional / National awards ceremony to better recognise success

in the sector

DETAILED RESULTS

Comments Profile

I did some volunteer work as a young person and found it interesting and felt this would be a good career for me Female, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

To provide care and support for a young man with autism, in his own home. The young man is known to me within my family. Female, 50 and over, Under 50, Private sector, Less than £20,000 per year

Used to be a Manager in retail and had a spate of redundancies late 80s early 90s. Originally got into care work during this time as it was acvailable work. I found I had an aptitude for it, and enjoyed the work imensely and progressed my career very quicly after that, drawing on the manegerial, communication and teamwork skills Id transfered from my previouse roles.Male, 30 to 49, 500 or more, Public sector / other, £20,000 - £30,000 per year

Worked as a district nurse and found that residential care for the elderly was of a low standard and wanted to be able to offer something betterFemale, 50 and over, 50 to 499, Private sector, £20,000 - £30,000 per year

My lived with my grandma and cared for her as she got older and felt i needed to do this type of work as i have the compassion to help people in needFemale, 50 and over, 50 to 499, Private sector, Less than £20,000 per year

I wanted the opportunity to develop services and not be held back by the endless meetings I encountered in the public sector. Female, 50 and over, 50 to 499, Private sector, I would prefer not to say

I was a trained chef, but lost my career through contracting dermatitis, therefore I trained as a care assistant in 1985, care was so bad back then so I decided To train as a manager to make a difference and to nuture my team into quality service provision, my team are trained to value others by treating service users and work colleagues as individuals and with respect in which they deserveFemale, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

Enjoy caring for others and enhancing their lives so they can maintain there full potential Female, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

Wanted to work with people with a learning disabilitiy as I had previously volunteered with a group and found it rewarding Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

To make a differance in care for people with LD as historically they have been discrimanated and abused Female, 50 and over, 50 to 499, Private sector, £20,000 - £30,000 per year

Started working voluntary and realised that people with disabilities are extremely disadvantaged - i wanted to work to change that. Male, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

I wanted to work in the care industry, and contribute and make a difference to people lives. Female, Under 30, 500 or more, Private sector, £20,000 - £30,000 per year

Trained as a nurse 30 years ago and came into the sector after returning from France via an agency Female, 50 and over, 500 or more, Private sector, £30,000 - £40,000 per year

I found the idea of working with people with learning disabilities an interesting worthwhile challenge Male, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

I trained as a LD Nurse back in the 80s and have always found this interesting work. I learn something new every day Female, 50 and over, 50 to 499, Not-for-profit sector, £20,000 - £30,000 per year

Belief in ythe idea people should be able to stay living independant in their own homes if that is what they want Female, 50 and over, 50 to 499, Private sector, £20,000 - £30,000 per year

I had an intrest from a child in this feild of work and use to volunter as a red cross member Female, 30 to 49, 500 or more, Public sector / other, £20,000 - £30,000 per year

What were the main reasons you decided to work in the Social Care sector?

COMMENTS: WHY WORK IN SOCIAL CARE (1/2)Registered Managers are extremely dedicated individuals, who are determined to make a difference and committed to treating people under their care as individuals

Comments Profile

To support people with learning disabilities to have a good a quality of life as far as reasonably possible. Female, 50 and over, 50 to 499, Private sector, £20,000 - £30,000 per year

Original job fitted around child care - i could work weekends and nights and my husband would be home home form work Female, 30 to 49, Under 50, Not-for-profit sector, £30,000 - £40,000 per year

Several years ago witness very poor care given in hospitals to older people. I then decided that I could do better and this introduced me into social care in a residential settting.Female, 50 and over, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

Prefer to get to know my patients on a long term basis at care home. Better quality of care. Female, 50 and over, 500 or more, Private sector, £40,000 - £50,000 per year

Previously worked in Hospital Setting supporting Discharge Team and felt could improve discharge experience Female, 50 and over, 50 to 499, Public sector / other, £20,000 - £30,000 per year

Initially to gain base experience to go into psychiatric nursing but once I started I coudnt stop! Female, 50 and over, 50 to 499, Public sector / other, £30,000 - £40,000 per year

I watched my husband die of cancer and decided to change career, being too old to train in nursing, care was next best thing Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I love helping and supporting people with mental health issues. I am first a carer and second a manager. People first, paper work second. Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I enjoy working in the care sector as it gives me true job satisfaction to make a difference to peoples lives Female, 30 to 49, Under 50, Public sector / other, Less than £20,000 per year

To provide a small residential care home (5 adults) so it would feel like their home as opposed to the organisations. Female, 30 to 49, Under 50, Private sector, More than £50,000 per year

As a trained hairdresser I had a lot of contact with elderly clients who I had a natural empathy and mutual respect with. I decided I would love to work in a supportive role somehow and social care was the obvious route.Female, 30 to 49, Under 50, Not-for-profit sector, £20,000 - £30,000 per year

I wanted to contribute towards making a difference to people who needed support from carers like ourselves. Female, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

I love human being and being helpful to senior citizens satisfy and fulfill my personal goals and I feel rewarded Male, 30 to 49, Under 50, Private sector, I would prefer not to say

After son was in secondary schooling looking for something to do, my usual office working would not fit in with school hours. Started as a carer.Female, 50 and over, Under 50, Private sector, £40,000 - £50,000 per year

I always thought my people skills were good and thought l could help people who had problems, Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

To support people and enable them to live fulfilling lives within a residential and care home setting Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I believe that as far as possible, people have the right to remain in their own home to receive personalised services that allows them to keep in control of their own livesFemale, 50 and over, 50 to 499, Not-for-profit sector, £20,000 - £30,000 per year

Because I am a caring person and having worked for others long enough, I decided to work for myself. Female, 30 to 49, Under 50, Private sector, I would prefer not to say

When first working in social care it was to treat people as I would have liked my own famiy treated. Female, 50 and over, Under 50, Private sector, £30,000 - £40,000 per year

Following a break to have children I was encouraged to take a part time position in a care home. This was new to me and I did not know how I would feel working with older people.Female, 50 and over, 500 or more, Public sector / other, £30,000 - £40,000 per year

COMMENTS: WHY WORK IN SOCIAL CARE (2/2)They are individuals who are highly passionate about helping and supporting people in their care, enabling them to lead fulfilling lives

What were the main reasons you decided to work in the Social Care sector?

9.09.9

8.8

1.9

4.9

7.9

15.4

9.08.5

9.2 8.8 9.2 9.4 9.1 9.1 8.8

7.7

10.0 10.39.7

8.9

10.3

8.8

0.0

5.0

10.0

15.0

20.0

Num

ber o

f yea

rs


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

How long have you been working as a Registered Manager in the Social Care sector (in years)?

PROFILE: AVERAGE TIME AS REGISTERED MANAGEROn average, the respondents in the survey had been a Registered Manager in the Social Care sector for 9 years

Two-thirds of the Registered Managers that took part in the survey

work in Residential Care

7%

0%

2%

6%

17%

19%

23%

28%

31%

65%

0% 20% 40% 60% 80%

% of respondents

Other

My organisation does not work in Social Care

Service commissioning

Training provision

Day service provision

Supported living

Nursing care of older people

Domiciliary/Home care

Dementia care

Residential care

In which areas of Social Care does your organisation work?

SOCIAL CARE AREAS SERVEDCO

RESE

CON

DAR

YTE

RTIA

RY

Over two-thirds of respondents (69%) work with older people

2%

8%

45%

45%

49%

69%

0% 20% 40% 60% 80%

% of respondents

I don't know

Other 2

Other 1

People with physical disabilities

People with mental health issues

People with learning disabilities

Older people

Which client groups does your organisation work with?

CLIENT GROUPS SERVEDCO

RESE

CON

DAR

Y

Open associations with being a Registered Manager were typically

negative: ‘Stressful’, ‘Frustrated’, and ‘Undervalued’ were 3 of the 4 main

characteristics; ‘Rewarding’ is the one major positive

WORD ASSOCIATIONS WITH RM JOB

What other words do you associate with your current job as a Registered Manager?

‘Stressful’, ‘Rewarding’ and ‘Frustrated’ are the strongest unpromted associations

When given stated words, positive associations with the current job

include ‘Professional’, ‘Knowledgeable’ and ‘Customer-

focussed’

26%

40%

40%

43%

60%

67%

68%

69%

70%

73%

79%

85%

0% 20% 40% 60% 80% 100%

% of respondents

Isolated

Valued

Appreciated

Bureaucratic

Unpredictable

Pressurised

Fulfilling

Customer-focussed

Knowledgeable

Administrative

Professional

Demanding

Which of the following words do you associate with your current job as a Registered Manager?

WORDS ASSOCIATED WITH CURRENT JOBStrong positive associations amongst Registered Managers include ‘Professional’ ‘Knowledgeable’, ‘Customer-focussed’ and ‘Fulfilling’

However ‘Demanding’ was the strongest association, and a high

proportion of Registered Managers also associate the job with

‘Administrative’ and ‘Pressurised’

26%

40%

40%

43%

60%

67%

68%

69%

70%

73%

79%

85%

0% 20% 40% 60% 80% 100%

% of respondents

Isolated

Valued

Appreciated

Bureaucratic

Unpredictable

Pressurised

Fulfilling

Customer-focussed

Knowledgeable

Administrative

Professional

Demanding


WORDS ASSOCIATED WITH CURRENT JOBManagers most strongly associate their job with being ‘Demanding’ and also strongly feel it is highly ‘Administrative’

And the research indicates that only 40% of Registered Managers feel

‘Appreciated’ or ‘Valued’; perhaps worst of all a quarter feel ‘isolated’

26%

40%

40%

43%

60%

67%

68%

69%

70%

73%

79%

85%

0% 20% 40% 60% 80% 100%

% of respondents

Isolated

Valued

Appreciated

Bureaucratic

Unpredictable

Pressurised

Fulfilling

Customer-focussed

Knowledgeable

Administrative

Professional

Demanding


WORDS ASSOCIATED WITH CURRENT JOBManagers do not associate feeling ‘Appreciated’ or ‘valued’ with their jobs, whilst just over a quarter feel ‘isolated’

86%

81%

73% 71% 70%67%

70%

61%

40%

42% 42%

26%

81%

67%

73%

66%63% 64% 55%

55%

54%

32%30%

25%

0%

20%

40%

60%

80%

100%

% o

f peo

ple

that

agr

ee

Demanding Professional Administrative KnowledgeableCustomer-focussedPressurised Fulfilling Unpredictable Bureaucratic Valued Appreciated Isolated

Female Male


JOB ASSOCIATIONS - BY GENDEROverall, females have stronger positive associations with their role as a Registered Manager than males

Women typically think more positive of the sector than men

Women typically think more positive of the sector than men

85%

77%

68% 67%

74%

67%

67%

58%45%

41% 40%

29%

81%

89%

80%77%

64%

71%

64% 59%

41%

45%

37%

15%

86% 80%

74%71% 72%

68%66%

64%

38% 38%

42%

21%

0%

20%

40%

60%

80%

100%

% o

f peo

ple

that

agr

ee

Demanding Professional KnowledgeableCustomer-focussedAdministrative Fulfilling Pressurised Unpredictable Bureaucratic Valued Appreciated Isolated

Private sector Public sector / other Not-for-profit sector


JOB ASSOCIATIONS - BY ORGANISATION TYPE

Registered Managers in ‘Public sector/other’ have the strongest positive associations with their roles

Registered Managers in ‘Public sector/other’ have the strongest positive associations with their roles

83%

76%

73%

66% 65%66%

64%

56% 47%

41%

41%

29%

88%

78%

73%70%

74%

67%

73%

65%

46%

42%

42%

25%

86% 82%

73%

75%

71%69%

65%

61%

35%39% 38%

22%

0%

20%

40%

60%

80%

100%

% o

f peo

ple

that

agr

ee

Demanding Professional Administrative KnowledgeableCustomer-focussed Fulfilling Pressurised Unpredictable Bureaucratic Appreciated Valued Isolated

Under 50 50 to 499 500 or more


JOB ASSOCIATIONS - BY ORGANISATION SIZE

Registered Managers in medium sized organisations have the strongest association with ‘pressurised’

Registered Managers in medium sized organisations have the strongest association with ‘pressurised’

Just under one-third of Registered Managers also hold a Registered

Nurse license

11%

1%

4%

6%

9%

32%

45%

0% 10% 20% 30% 40% 50%

% of respondents

Other

Member of Association of MBAs

Registered Social Worker

Member of Chartered Institute of Management

Member of Institute of Leadership and Management

Registered Nurse

None

Which of the following licences do you have, in addition to being a Registered Manager?

ADDITIONAL LICENCES HELD

45%

34%

9%

6%

3% 0%

11%

48%

23%

9%

6%

7%

2%

13%

0%

10%

20%

30%

40%

50%

% o

f peo

ple

that

agr

ee

None Registered NurseMember of Institute of Leadership and ManagementMember of Chartered Institute of ManagementRegistered Social WorkerMember of Association of MBAs Other

Female Male


ADDITIONAL LICENCES HELD - BY GENDER

Just over 1/3 of Registered Managers that have a Registered Nurse license are female

Just over 1/3 of Registered Managers that have a Registered Nurse license are female

49%

26%

9%

5%

2% 0%

14%

38%

39%

11%

5%5%

1%

11%

45%

35%

8%

8%

4%

0%

8%

0%

10%

20%

30%

40%

50%

% o

f peo

ple

that

agr

ee

None Registered NurseMember of Institute of Leadership and ManagementMember of Chartered Institute of ManagementRegistered Social WorkerMember of Association of MBAs Other



ADDITIONAL LICENCES HELD - BY ORGANISATION SIZE

Larger organisations have a higher percentage of Registered Nurses

Larger organisations have a higher percentage of Registered Nurses

On average Registered Managers work 46.4 hours per week, averaging 5 hours per week more in the private

sector

46.4 46.0 46.4 46.8 45.9 46.1 46.5 46.5 46.4 46.047.7

44.242.8

47.1 46.845.3 45.5 45.9

48.446.4 46.6

47.6 47.1

0

10

20

30

40

50

Num

ber o

f hou

rs


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

How many hours per week do you usually work on average?

PROFILE: HOURS WORKED ON A WEEKLY BASIS

When asked how many hours they would like to work, the average was

36.7 hours

36.7 37.1 36.7 37.3 37.236.2 36.4 36.8 36.6 36.7 37.2

35.9 35.436.6 37.0 36.8 36.2 36.8 37.4

36.3 36.6 36.837.8

0.0

10.0

20.0

30.0

40.0

Num

ber o

f hou

rs


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

How many hours per week would you like to work?

PROFILE: PREFERENCE FOR HOURS WORKED

22%

6%

1%

49%

21%

Applied externally via a job advertisementApplied externally via a recruitment consultancyApplied externally via an internet siteInternal promotionOther

How did you become a Registered Manager in the Social Care Sector?

ENTRY ROUTE TO BECOMING A RMJust under 50% of Registered Managers entered their role through internal promotion

22%

6%

49%

21%

25%

9%

39%

25%

22%

5%

51%

21%

17%

7%

51%

23%

19%

7%

52%

19%

19%

63%

16%

28%

5%

42%

24%

22%

6%

47%

23%

22%

5%

52%

22%

23%

6%

54%

17%

21%

7%

44%

28%

27%

4%

61%

7%

21%

59%

17%

17%

4%

40%

38%

24%

6%

53%

14%

27%

7%

57%

7%

19%

3%

56%

21%

27%

8%

49%

15%

26%

10%

40%

22%

26%

6%

48%

17%

19%

4%

47%

29%

25%

44%

28%

24%

9%

38%

27%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

Applied externally via a job advertisementApplied externally via a recruitment consultancy

Applied externally via an internet site Internal promotion Other

How did you become a Registered Manager in the Social Care Sector?

PROFILE: ENTRY ROUTE TO BECOMING A REGISTERED MANAGER

Whilst ‘time’ is identified as the main barrier to providing quality care,

‘bureaucracy’ and ‘conflicting priorities’ are significant barriers too

1%

10%

6%

9%

9%

10%

21%

29%

30%

32%

47%

49%

50%

66%

0% 20% 40% 60% 80%

% of respondents

I don't know

Other

Unsure where to go to for advice

Isolation

Lack of support from employers

Inspections

Support staff

Advice is often contradictory

Fear of mistakes and their impact

Regulations

Conflict of priorities

Bureaucracy

Budget

Time

What are the main barriers that impact your day to day ability to provide quality care?

BARRIERS IMPACTING PROVISION OF QUALITY CARECO

RESE

CON

DAR

YTE

RTIA

RY

68%

47%49%

47%

31%

28%

31%

21%

9% 9% 9%

6%

10%

1%

55%

59%

52%

48%

38%

30%

24%

22%

16%

11% 10%

4%10%

0%

20%

40%

60%

80%

% o

f peo

ple

that

agr

ee

Time Bureaucracy BudgetConflict of prioritiesRegulationsAdvice is often contradictoryFear of mistakes and their impactSupport staff InspectionsLack of support from employersIsolationUnsure where to go to for adviceOther I don't know

Female Male


BARRIERS TO QUALITY CARE - BY GENDER

Males find ‘bureaucracy’ to be a significant barrier, whereas females make reference to the ‘Fear of mistakes and their impact’

Males find ‘bureaucracy’ to be a significant barrier, whereas females make reference to the ‘Fear of mistakes and their impact’

58%

49%

52%

44%38%

33%

30%

16%13%

9%

9%9%

10%1%

70%

44%

50%49%

31%

27%

33%

24%

11%8%

11%

6%

11%

73%

54%

44%

49%

26%

28%

25%

26%

7%

11%

7% 2%

10%

1%0%

20%

40%

60%

80%

% o

f peo

ple

that

agr

ee

Time Budget BureaucracyConflict of prioritiesRegulationsFear of mistakes and their impactAdvice is often contradictorySupport staff InspectionsLack of support from employersIsolationUnsure where to go to for adviceOther I don't know



BARRIERS TO QUALITY CARE - BY ORGANISATION SIZE

Smaller organisations (under 50 employees) particularly find ‘bureaucracy’ ‘regulations’ and ‘fear of mistakes and their impact’ as barriers

Smaller organisations (under 50 employees) particularly find ‘bureaucracy’ ‘regulations’ and ‘fear of mistakes and their impact’ as barriers

Comments Profile

Seeing service users enjoying themselves on trips and during activities. Female, 30 to 49, Under 50, Private sector, Less than £20,000 per year

I can influence things to make life for the people we support the best it can be Female, 50 and over, 500 or more, Public sector / other, £20,000 - £30,000 per year

Seeing the training I have put in place being transfered into care practices Female, 50 and over, Under 50, Private sector, £30,000 - £40,000 per year

Knowing that we are delivering high quality services to people with care needs Female, 50 and over, 50 to 499, Not-for-profit sector, £20,000 - £30,000 per year

Being part of a team that provides quality care and support to Individuals Female, 50 and over, 500 or more, Public sector / other, £40,000 - £50,000 per year

Helping our sevice users to become more independent and enabling their move on to a more independent lifestyle Male, 50 and over, 50 to 499, Not-for-profit sector, £20,000 - £30,000 per year

Seeing service users acheive their goals and to return to their home after a period of rehabiliation Female, 30 to 49, 500 or more, Public sector / other, £30,000 - £40,000 per year

Job satisfaction, seeing people move through the services and take control of their own lives Female, 50 and over, 50 to 499, Not-for-profit sector, £30,000 - £40,000 per year

Job satisfaction of seeing people with disabilites suppported to live the life they choose Female, 30 to 49, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

Half my time is spent hands on with the people we support rather than stuck in the office Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

Reputation from care co-ordinators (say good things about the service we provide) Male, Under 30, 500 or more, Private sector, £20,000 - £30,000 per year

Stable staff team who know the supported individuals very well therefore easy to manage them. Male, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

The experience of seeing positive change in our residents which means they move on to less supported accommodation or independent livingFemale, 50 and over, Under 50, Private sector, £30,000 - £40,000 per year

The Joy I see from the People We Support the choices they are able to make Female, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

Customer satisfaction as seen by residents and relatives who compliment and recommend our service to prospective residents. Female, 30 to 49, 500 or more, Private sector, £40,000 - £50,000 per year

I worked 65+ hours a week for about 25 years. I had an accident 2 years ago and desided to split my role. it took a while but it works well now I have an IT administrator who works 35 hours a week and my mother at 72 has come back to work and does 30 hours. I now have a life.Female, 30 to 49, Under 50, Private sector, Less than £20,000 per year

Being a new company with qualified health and social care professional managerial staff Female, 50 and over, Under 50, Private sector, I would prefer not to say

At this moment in time we are being taking over by new providers which we will be good for Miramar Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I own and manage a small homecare agency and have worked as a carer for many years and I can now provide effective quality care Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

Empowered to lead and manage away from traditional management and leadership style Male, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

There is an opportunity to be involved in re-designing and improving services. Female, 50 and over, 500 or more, Public sector / other, More than £50,000 per year

What are the three best things about your job at the moment?

COMMENTS: JOB BEST THINGSManagers particularly speak of the job satisfaction from directly experiencing the impact of their work and the influence they have as the best aspects of the job

Comments Profile

Too much bureaucracy, ending up in so much paper work and not time to do the job I am here to do Female, 50 and over, 50 to 499, Private sector, £20,000 - £30,000 per year

As a small business it is difficult to recruit to demand ina timely manner due to the reactive needs of customers, and this often results in myself having to provide front line service in addition to the management of the businessFemale, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

Long unpredictable , unsociable working hours especially with residents with challenging behaviour Female, 50 and over, Under 50, Private sector, £30,000 - £40,000 per year

Having to deal with less person motivated orgainsations stuck in their institutional mode of thinking Male, 50 and over, 500 or more, Private sector, £20,000 - £30,000 per year

Having to fight for all essential equipment required to improve the home that so needs to be brought up to specifcation to sell the beds Female, 50 and over, Under 50, Private sector, £30,000 - £40,000 per year

Not being able to recruit the best staff due to the T&Cs within the company. Not being able to complete my work due to demands of othersFemale, 50 and over, 500 or more, Not-for-profit sector, £40,000 - £50,000 per year

Dealing with some areas of the public sector who appear to have little in the way of communication or cohesion between themselves. Male, 50 and over, 500 or more, Private sector, £30,000 - £40,000 per year

Contracts and commissioning and how they conduct their investigationsreviews (sometimes feel untrusted) Male, Under 30, 500 or more, Private sector, £20,000 - £30,000 per year

Owner does not understand the stresses of running a company and being the registered manager Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

The changes within CQC and how different the inspection is from CSCI with no proper guidance Female, 50 and over, Under 50, Not-for-profit sector, £30,000 - £40,000 per year

Head offices unreasonable expectations. they do not understand our role there needs are always a priority regardless of what we have to do.Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

Families lack of understanding about dementia and how to cope with it when relating to their loved ones. Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

Middle Management leadership and management style - too traditional that may link to organisational or bureaucratic style Male, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

Frustration about not being able to provide the required care for certain referrals due to financial constraints. ( purchasers not looking at who can provide the best care possible but to go for the cheapest providers)Male, 30 to 49, Under 50, Private sector, £40,000 - £50,000 per year

Lack of appreciation by certain aspects of the media, who at present, do us no favours, very biased reporting. Female, 50 and over, 50 to 499, Private sector, £30,000 - £40,000 per year

Auditing instead of actioning I could do more if I didnt have to prove what I was doing all the time. Male, 50 and over, 500 or more, Private sector, £40,000 - £50,000 per year

Constantly changing legislationregulation and a feeling of not being able to keep upto date. Female, 30 to 49, Under 50, Not-for-profit sector, £20,000 - £30,000 per year

Lack of support from Lancashire County Council with regards to closed Preferred Provider List (PPL) Female, 30 to 49, Under 50, Private sector, Less than £20,000 per year

Uncertanty about the future of residential care within Social Care, and the impact that will have on my residents. Female, 50 and over, Under 50, Not-for-profit sector, £20,000 - £30,000 per year

Having to take on more responsibility for service users as Social Services seem to be too stretched Female, 50 and over, Under 50, Private sector, £30,000 - £40,000 per year

What are the three worst things about your job at the moment?

COMMENTS: JOB WORST THINGSManagers complain of bureaucracy, working with the CQC and a lack of appreciation by the media as some of the worst areas of their jobs

Two-thirds of Registered Managers expect to remain in the Care sector

in the next 5 years

66%

13%

20%

YesNoDon't know

Do you envisage continuing to work in the care sector in five years’ time?

FUTURE IN CARE SECTOR

66%

13%

20%

51%

24%

25%

69%

11%

19%

76%

7%

17%

68%

14%

18%

59%

17%

24%

63%

15%

21%

65%

14%

20%

64%

13%

22%

71%

11%

18%

66%

14%

20%

66%

12%

22%

70%

16%

15%

65%

12%

23%

67%

13%

20%

68%

15%

18%

66%

13%

21%

68%

14%

19%

70%

12%

18%

57%

19%

24%

67%

13%

21%

74%

8%

18%

72%

14%

14%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

Yes No Don't know

Do you envisage continuing to work in the care sector in five years’ time?

PROFILE: FUTURE IN CARE SECTOR

One-third of Registered Managers attend a training course once a

month

31%

27%

15%

5%

7%

1%

12%1%

Once a monthEvery six monthsMore than once a yearOnce a yearVery rarelyNeverOtherI don't know

How regularly do you attend training courses or other forms of learning / continuous development to support your role as a Registered Manager?

FREQUENCY OF TRAINING COURSES ATTENDED

31%

27%

15%

5%

7%

12%

27%

25%

16%

6%

9%

14%

31%

28%

15%

5%

7%

12%

33%

27%

15%

6%

14%

24%

30%

16%

5%

11%

12%

29%

27%

16%

9%

8%

9%

33%

26%

15%

5%

6%

11%

30%

29%

14%

5%

7%

12%

31%

24%

18%

5%

6%

14%

31%

26%

15%

6%

8%

9%

30%

27%

15%

6%

8%

11%

32%

29%

16%

4%7%

12%

35%

26%

13%

5%

18%

25%

27%

17%

6%

9%

13%

27%

30%

13%

4%

7%

16%

39%

26%

15%

5%5%

9%

27%

27%

16%

5%

9%

13%

37%

25%

14%

5%5%

11%

26%

34%

16%

6%5%

11%

22%

27%

14%

11%

13%

9%

26%

38%

13%

6%

13%

40%

26%

11%

3%

16%

39%

24%

17%

5%

12%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

Once a month Every six months More than once a year Once a year Very rarely Never Other I don't know

How regularly do you attend training courses or other forms of learning / continuous development to support your role as a Registered Manager?

PROFILE: FREQUENCY OF TRAINING COURSES ATTENDED

11%

1%

21%

22%

25%

56%

58%

74%

89%

0% 20% 40% 60% 80% 100%

% of respondents

Other

None

Coaching sessions

Mentoring sessions

Residential courses

Local care association events

e-Learning courses

One-day conferences or seminars

One-day courses

What types of training courses or learning / development opportunities have you attended?

TYPES OF TRAINING COURSES ATTENDEDOne day courses and one-day conferences/seminars are the most popular types of training course

87%

69%

55%

57%

22%

15%18%

1%

15%

89%

79%

65%

48%

18%

25%

22%

12%

92%

78%

52%

65%

31%

26%

26%

0% 6%0%

20%

40%

60%

80%

100%

% o

f peo

ple

that

agr

ee

One-day coursesOne-day conferences or seminarsLocal care association eventse-Learning coursesResidential coursesCoaching sessions Mentoring sessions None Other


What types of training courses or learning / development opportunities have you attended?

TYPE OF COURSES ATTENDED - BY ORGANISATION SIZE

E-Learning courses are particularly popular with large organisations and the smallest organisations

E-Learning courses are particularly popular with large organisations and the smallest organisations

41%

23%

9%

9%

6%

4%3%

4%

I don't knowMentoringCoachingOne-day coursesResidential trainingOtherFormal education and trainingOnline or e-learning

What type of training or development do you value the most?

MOST VALUED TYPE OF TRAINING COURSE

4%

9%

6%

41%

4%3%

23%

9%

3%

8%

7%

39%

4%

28%

8%

4%

9%

6%

41%

4%4%

22%

10%

5%

14%

4%

36%

29%

8%

8%

7%

43%

7%

20%

9%

4%7%

7%

44%

4%

24%

7%

5%

7%

6%

42%

5%4%

21%

11%

4%

10%

6%

41%

5%3%

25%

7%

5%

7%

6%

40%

4%4%

22%

12%

4%

9%

6%

40%

4%

21%

13%

5%

9%

5%

38%

4%3%

24%

12%

5%

9%

8%

45%

4%4%

20%

5%

9%

6%

43%

6%

29%

6%

6%

9%

4%

40%

4%3%

21%

12%

9%

5%

40%

5%5%

24%

10%

4%

9%

8%

42%

5%

25%

5%

5%

10%

5%

42%

4%4%

20%

11%

9%

6%

40%

5%

27%

8%

4%

9%

10%

38%

4%

24%

8%

5%

9%

42%

25%

12%

5%

8%

41%

4%5%

25%

11%

4%

10%

7%

38%

7%3%

22%

8%

13%

8%

35%

4%6%

24%

7%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

I don't know Mentoring Coaching One-day courses Residential training Other Formal education and training Online or e-learning

What type of training or development do you value the most?

PROFILE: MOST VALUED TYPE OF TRAINING COURSE

54% of Registered Managers believe that on-the-job training is more useful than classroom training

9% 5% 3% 9% 74%

9% 10% 7% 12% 62%

9% 16% 13% 20% 41%

9% 22% 14% 22% 33%

27% 27% 7% 18% 21%

22% 35% 7% 18% 19%

23% 34% 16% 18% 9%

0% 20% 40% 60% 80% 100%

% of respondents

I have no interest in attending extra training courses or in development opportunities

My employer does not see the benefit in me attending training courses or development opportunities

There are no training courses or development opportunities near to where I live / work

The type of specific training courses or development I need are not available

There is insufficient funding available for training or development

There is not enough time to attend training courses or allow for continuous development

I think on-the-job experience is more valuable than ‘classroom’ training

Strongly agree Somewhat agree Neutral Somewhat disagree Strongly disagree

Considering the training courses and development opportunities you have attended, do you agree or disagree with the following statements?

OPINION ON TRAINING AND DEVELOPMENT OPPSOver 50% of Registered Managers also feel that there is not enough time / insufficient funding for continuous development

Registered Managers are clearly interested in extra training courses / development opportunities

Registered Managers are clearly interested in extra training courses / development opportunities

58%59%

57%

35%

30%

21%

15%

54%

47%44%

27%

15%

12%

15%

56%

52%47%

25% 19%

14%

12%

0%

20%

40%

60%

% o

f res

pond

ents

who

agr

ee

I think on-the-jobexperience is morevaluable than‘classroom’ trainingThere is not enoughtime to attendtrainingcourses or allow forcontinuousdevelopmentThere isinsufficient fundingavailablefor trainingor developmentThe type of specifictraining coursesor development I needare not availableThere are no trainingcourses ordevelopmentopportunities near towhere I live / workMy employerdoes not seethe benefit inme attendingtraining courses ordevelopmentopportunitiesI have no interest inattendingextra trainingcourses or indevelopmentopportunities



OPINION ON TRAINING - BY ORGANISATION TYPE

61%63%

60%

34%31%

21%

15%

56%

51%54%

29%27%

19%15%

51%

55%

46%

30%

19%15%

13%

0%

20%

40%

60%

80%

% o

f res

pond

ents

who

agr

ee

There is not enoughtime to attendtrainingcourses or allow forcontinuousdevelopmentI think on-the-jobexperience is morevaluable than‘classroom’ trainingThere isinsufficient fundingavailablefor trainingor developmentThe type of specifictraining coursesor development I needare not availableThere are no trainingcourses ordevelopmentopportunities near towhere I live / workMy employerdoes not seethe benefit inme attendingtraining courses ordevelopmentopportunitiesI have no interest inattendingextra trainingcourses or indevelopmentopportunities



OPINION ON TRAINING - BY ORGANISATION SIZE

Smaller organisations lack the time and the funding to attend training and continuous development, but, also value on-the-job experience more

Smaller organisations lack the time and the funding to attend training and continuous development, but, also value on-the-job experience more

It is clear that Registered Managers are very committed to their

development

22% 38% 6% 16% 18%

34% 39% 7% 14% 5%

58% 29% 4% 4% 4%

59% 28% 4% 5% 4%

68% 23% 4%3%2%

72% 22% 3% 2%

0% 20% 40% 60% 80% 100%

% of respondents

There are too many demands on a daily basis to think about my own development

The training courses / learning and development opportunities available meet my needs

My employer is supportive of training requirements

My employer sees the benefit of investing in training courses / learning activities

I put a high value on my own professional development needs

Investment in my own professional development is essential

Strongly agree Somewhat agree Neutral Somewhat disagree Strongly disagree

Thinking about your Continuous Professional Development (CPD) needs, do you agree or disagree with the following statements?

OPINION ON CONTINUOUS PERSONAL DEVELOPMENTRegistered Managers put a high value on their development needs, and, are well supported by their employers

92%90%

85% 83% 74%

61%

94% 93%90% 89%

72%64%

95%90%

88% 90%

73%

56%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents

who

agr

ee

Investment in myown professionaldevelopmentis essentialI put a highvalue on my ownprofessionaldevelopment needsMy employeris supportiveof trainingrequirementsMy employer sees thebenefit of investingin training courses/ learning activitiesThe training courses /learning anddevelopmentopportunitiesavailablemeet my needsThere are too manydemands on a dailybasis to think aboutmy own development


Thinking about your Continuous Professional Development (CPD) needs, do you agree or disagree with the following statements?

OPINION ON CPD - BY ORGANISATION SIZEThis commitment to CPD is high across as organisation sizes

Working with commissioners is the area identified by most Registered Managers as a skill they require

further development in

4%

8%

23%

27%

33%

43%

43%

46%

61%

0% 20% 40% 60% 80%

% of respondents

I don't know

Other

Communication skills

Small business skills

Marketing

Leadership

Budgeting / finance

Soft skills, e.g. managing people, negotiating skills, assertiveness

Working with commissioners; whether in local authorities or clinical commissioning bodies

If you were looking for development in specific areas, which of the following do you believe would be most beneficial to you in your role?

SKILL DEVELOPMENT AREASCO

RESE

CON

DAR

YTE

RTIA

RY

Soft skills, budgeting/finance and leadership skills were the other main areas where Registered Managers felt they require further development

It is important to recognise the different development needs when splitting the Registered Managers by

groups

61%

42%

47%45%

32%27%

22%

9%

4%

60%

47%

41%38%

35%

27%

28%

7%

6%

0%

20%

40%

60%

80%

% o

f peo

ple

that

agr

ee

Working with commissioners; whether in local authorities or clinical commissioning bodiesLeadershipSoft skills, e.g. managing people, negotiating skills, assertivenessBudgeting / finance Marketing Small business skillsCommunication skills Other I don't know

Female Male


SKILL DEVELOPMENT AREAS - BY GENDER

Soft skills and Budgeting/Finance seen as important development areas for females

Soft skills and Budgeting/Finance seen as important development areas for females

Male and female Registered Managers differ in their specific needs

57%

44%

39%41%

31%

33%

24%

7%

6%

59%

49%

42%

45%

34%

24%24%

8%

4%

66%

46%

49%

43%

34%

23% 22%10%

3%0%

20%

40%

60%

80%

% o

f peo

ple

that

agr

ee

Working with commissioners; whether in local authorities or clinical commissioning bodiesSoft skills, e.g. managing people, negotiating skills, assertivenessBudgeting / finance Leadership Marketing Small business skillsCommunication skills Other I don't know



SKILL DEVELOPMENT AREAS - BY ORG SIZE

Working with commissioners is a development skill particularly identified by the largest organisations

Working with commissioners is a development skill particularly identified by the largest organisations

Large organisations would particularly value skills around working with commissioners, whereas smaller organisations require improved small business skills

Small business skills required by smaller organisations

Small business skills required by smaller organisations

1%

5%

8%

12%

12%

15%

19%

27%

33%

38%

42%

42%

42%

0% 10% 20% 30% 40% 50%

% of respondents

I don't know

Other

Project management

Self-awareness

Strategic planning

Coaching and development

Confidence to delegate

Ability to build relationships

Decision-making

Team working

Focus on continuously improving performance

Communication skills

Ability to manage challenges

Ability to adapt to changing circumstances

What are the MOST important skills you need to be successful in your role as a Registered Manager?

MOST IMPORTANT SKILLS IN ROLE AS AN RMCO

RESE

CON

DAR

YTE

RTIA

RY

The ability to adapt to changing circumstances, the ability to manage challenges and Communication skills are seen as the most important skills to succeed as a RM

42%44% 44%

39%

34%

26%

19%

14%

11%

12%

7%

4%

1%

40%37% 36%

33%

30%

34%

20%18%

17%

10%

12%

8%

2%0%

10%

20%

30%

40%

50%

% o

f peo

ple

that

agr

ee

Communication skillsAbility to manage challengesAbility to adapt to changing circumstancesFocus on continuously improving performanceTeam workingDecision-makingAbility to build relationshipsConfidence to delegateStrategic planningCoaching and developmentSelf-awarenessProject managementOther I don't know

Female Male


IMPORTANT SKILLS IN ROLE AS A RM - BY GENDER

Female RM’s believe the ability to manage challenges and the ability to adapt to change are the most important skills

Female RM’s believe the ability to manage challenges and the ability to adapt to change are the most important skills

Male RM’s strong believe Decision-making is an important skill

Male RM’s strong believe Decision-making is an important skill

Again the value placed on particular skills varies by gender

42%

43% 44%

38%

35% 29%

19% 14%

11% 11%

7% 5%

1%

45%

36%

36%

44%

37%

24%

19%

14%

15%13%

8%

8%

1%

43%42%

40%

34%

29%26%

21%19%

13% 13% 10%

3%

2%

0%

10%

20%

30%

40%

50%

% o

f peo

ple

that

agr

ee

Ability to adapt to changing circumstancesAbility to manage challengesCommunication skillsFocus on continuously improving performanceTeam workingDecision-makingAbility to build relationshipsConfidence to delegateCoaching and developmentStrategic planningSelf-awarenessProject managementOther I don't know



IMPORTANT SKILLS IN ROLE AS A RM - BY ORGANISATION TYPE

Public sector / other organisations put high value on continuously improving performance

Public sector / other organisations put high value on continuously improving performance

45% 41%

43%

36%

35%

28%

18%

16%

10%

13%

7% 4% 1%

39%

46%

43% 37%

32%

27%20%

16%13% 13%

8%

4% 1%

46%

38%36%

45%

29%26%

26%

11%

16%

11%7% 5%

2%0%

10%

20%

30%

40%

50%

% o

f peo

ple

that

agr

ee

Ability to manage challengesCommunication skillsAbility to adapt to changing circumstancesFocus on continuously improving performanceTeam workingDecision-makingAbility to build relationshipsConfidence to delegateStrategic planningCoaching and developmentSelf-awarenessProject managementOther I don't know

Less than £30k £30k to £40k More than £40k


IMPORTANT SKILLS IN ROLE AS A RM - BY SALARY

More senior Registered Managers put high emphasis on continuously improving performance and the ability to build relationships

More senior Registered Managers put high emphasis on continuously improving performance and the ability to build relationships

Junior Registered Managers believe team working is a key skill to be successful

Junior Registered Managers believe team working is a key skill to be successful

Half of Registered Managers attend 10 or more days of training per year

7%

25%

19%

24%

7%

17%

0 to 23 to 56 to 910 to 1415 to 1920+ days

How many days a year do you or your employer invest in training courses and your personal development?

DAYS INVESTED IN TRAINING PER ANNUM

9.9

8.9

10.1

11.0

9.4 9.29.7 9.6

10.010.4 10.6

8.48.9

10.2 10.19.4

9.8 9.89.3

6.5

8.6

11.1

14.6

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

Tota

l num

ber o

f day

s


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

How many days a year do you or your employer invest in training courses and your personal development?

PROFILE: DAYS INVESTED IN TRAINING A YEARTraining attendance is highest amongst more junior Registered Managers, and, also those in the Private sector commit more time on average to training

50% of Registered Managers commit £500 or more to training per year

8%

21%

22%

28%

22%

Under £100£100 to £299£300 to £499£500 to £999Over £1,000

What is the approximate annual financial investment that is spent on your training and development?

TRAINING SPEND PER YEAR

£529£578

£518

£603

£481 £487£522 £536 £538

£503£528 £529 £538

£503£537

£565

£486

£551£593

£129

£372

£692

£1000

£0

£200

£400

£600

£800

£1000

£1200

Leve

l of f

inan

cial in

vest

men

t (£'

s)


Ove

rall

(N=1

124)

Mal

e (N

=191

)

Fem

ale (

N=93

3)

3 ye

ars

or le

ss (

N=27

7)

4 to

6 y

ears

(N=

200)

7 to

9 y

ears

(N=

171)

10 y

ears

+ (

N=45

3)

Sout

h (N

=641

)

Mid

lands

(N=

224)

North

(N=

256)

Priva

te se

ctor

(N=7

44)

Not-f

or-p

rofit

secto

r (N

=282

)

Publ

ic se

ctor

/ ot

her

(N=9

8)

Unde

r 50

(N=4

68)

50 to

499

(N=

250)

500

or m

ore

(N=4

06)

Less

than

£30

k (N

=556

)

£30k

to £

40k

(N=3

42)

Mor

e th

an £

40k

(N=1

66)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

What is the approximate annual financial investment that is spent on your training and development?

PROFILE: TRAINING SPEND PER YEARSimilarly to training attendance, spend on training is highest amongst the newest Registered Managers (less than three years as a Registered Manager)

67%

33%

YesNo

Is this investment adequate for you to develop and deliver your responsibilities as a Registered Manager?

ADEQUACY OF TRAINING SPEND PER ANNUMTwo thirds of Registered Managers believe this training spend is adequate for them to develop and deliver their responsibilities

67%

33%

61%

39%

69%

31%

66%

34%

68%

32%

62%

38%

71%

29%

67%

33%

67%

33%

69%

31%

66%

34%

69%

31%

73%

27%

66%

34%

67%

33%

68%

32%

61%

39%

72%

28%

73%

27%

43%

57%

66%

34%

81%

19%

85%

15%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

Yes No

Is this investment adequate for you to develop and deliver your responsibilities as a Registered Manager?

PROFILE: ADEQUACY OF TRAININGOnce training spend reached over £500 per annum Registered Managers are very satisfied, but, those who have less than £300 do not feel this is adequate

Comments Profile

Enhancing CPD can come about by online reading, periodicals and information cascaded by other staff members Female, 50 and over, Under 50, Private sector, I would prefer not to say

This allows me to build on existing experience, keep up to date with changes such as CQC requirements and other legislation and local authority policies etc. As a new manager it would be different and probably not enough.Female, 50 and over, 50 to 499, Not-for-profit sector, £30,000 - £40,000 per year

I feel that i can any training i ask for as long as i am willing to plan it in a manner that allows me to complete the training within a budget.Male, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

I am continually updating, I am able to approach trustees for training funding which will develop me in my role and benifit the company Female, 50 and over, Under 50, Not-for-profit sector, £40,000 - £50,000 per year

If I want or need to do any training to improve in my role the owner is very positive and usually agrees so long as the cost comes within budgetFemale, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

I have a fairly free hand in what courses I can do but I feel what I do currently is sufficient to carry out my job Female, 50 and over, 50 to 499, Private sector, £20,000 - £30,000 per year

I enjoy a postive realationship with staff & clients and have allways had good reports from inspectors Female, 50 and over, Under 50, Private sector, I would prefer not to say

Myself and All staff are trained well above minimum requirements, and there is free training available all the time. Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I am supported in attending all mandatory training and those which will benefit me and the Home as registered manager. Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

We have an excellent training department that are only to happy to provide the training that meets the needs of the service and if they cannot meet the need they will sign post me elsewhere to access the training.Female, 50 and over, 500 or more, Public sector / other, £30,000 - £40,000 per year

Time is a factor as in dom:care getting staff at the same time to attend courses can cause problems Female, 50 and over, Under 50, Private sector, Less than £20,000 per year

I work for a local authority so I am unsure how much is spent on my training and development, but it is adequate Female, 30 to 49, 500 or more, Public sector / other, £30,000 - £40,000 per year

My employer is very supportiveof my professional development, we do need to re-negotiate time to complete this on a regular basis, but we get there.Female, 50 and over, 50 to 499, Private sector, I would prefer not to say

If i needed something in particular and could evidence the benefit then i would get more from the training budget Female, 50 and over, 50 to 499, Private sector, £30,000 - £40,000 per year

Because I have now done most of the courses in line with my job role and just need refreshering on those course which has expired. Male, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

The company I work for are always striving to invest in professional development and is very supportive. Female, 50 and over, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

I am able to identify areas that I require further development to undertake my role to a high standard. Female, 30 to 49, 500 or more, Public sector / other, £30,000 - £40,000 per year

There are a range of training courses available and my employer sees the benefit of me attending anything relevant to my role. Female, 30 to 49, 50 to 499, Public sector / other, £40,000 - £50,000 per year

I feel when relevant training or development opportunities become available my organisation is supportive with my attendance Male, 30 to 49, 500 or more, Public sector / other, £30,000 - £40,000 per year

Why do you say this?

COMMENTS: WHY TRAINING SPEND IS ADEQUATEMany Registered Managers feel supported by their employers, and, in some organisations if training can be justified then support is frequently made available

Comments Profile

I am sent on train the trainer courses to save the owner money but find i do not have the time to do both duties Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

Most of the courses are very expensive and this budget is not adequate. QCF level 5 alone cost about £1700 Female, Under 30, Under 50, Private sector, £20,000 - £30,000 per year

Time and opportunity is more of a constraint than money but much of my learning is done day to day on the job Male, 50 and over, 50 to 499, Private sector, £30,000 - £40,000 per year

There is so many changes in care sector that all managers needs to develop their knowledge and skills Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

The courses available to improve management skills are extremly expensive and necessitate a higher funding level to ensure that benefit is gained from training and development attended.Female, 30 to 49, Under 50, Private sector, £40,000 - £50,000 per year

I would like to send my staff on lots of courses but are restricted by finace and meeting staffing hours with in budget constraints Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

If I were at an earlier stage of career I would be more proactive in my continuous training and development. Female, 50 and over, 50 to 499, Not-for-profit sector, £20,000 - £30,000 per year

I tend to search for funded training for myself. I do not believe the Trustees of my home would be happy to finance any substantial amount in my training.Female, 50 and over, 50 to 499, Public sector / other, £30,000 - £40,000 per year

I need training in compliance with essential standards SPECIFIC to my registration and the service we provide Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I have no budget for training and have to meet with the propriators to request training costs for staff and explain why it is important for staff to recieve appropriate trainingFemale, 30 to 49, Under 50, Public sector / other, Less than £20,000 per year

Its important for Managers to have a continous development to feel skilled knowlegable, valued, competent Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

It is important for a registered manager to continue to develop skills and knowledge in an ever changing world or care management. Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

There are conferences held which would be beneficial to my professional development but are too expensive to be able to afford to attend them.Female, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

Living in Cornwall it is expensive to travelsubsist when many of the best Cost of traveltime to hear some of the best speakers Female, 50 and over, 50 to 499, Private sector, I would prefer not to say

Mandatory training courses are offered as well as LMC qualification however speciliasation courses such as Autism should be also offered as it requires within the service you provideMale, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

Most one day courses are almost charged at £100 per person. £400 is nowhere near adequate. This is why I use online eLearning courses Female, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

Most of the advance trainings are provided by private organisations which needs to be funded by the organisation and there is no government funding available. This is extremelly unrealistic. Same time authorities demand for updated staff trainings and stop all of the grants funds even available trainings which has been provided by the local councils.Male, 30 to 49, Under 50, Private sector, I would prefer not to say

Why do you say this?

COMMENTS: WHY TRAINING SPEND NOT ADEQUATEOther Registered Managers feel restricted by the options available due to location, time and cost constraints

Registered Managers are very committed to their own development with 96% attending non-mandatory

courses

96%

4%

YesNo

Do you ever attend training courses or development opportunities that are not mandatory?

ATTENDANCE OF NON-MANDATORY TRAINING COURSES

96%

4%

91%

9%

97%

3%

97%

3%

95%

5%

95%

5%

96%

4%

96%

4%

94%

6%

95%

5%

95%

5%

97%

3%

96%

4%

95%

5%

96%

4%

96%

4%

95%

5%

97%

3%

97%92%

8%

97% 97% 99%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

Don't know Yes No

Do you ever attend training courses or development opportunities that are not mandatory?

PROFILE: ATTENDANCE OF NON-MANDATORY TRAINING COURSES

2%

6%

18%

24%

34%

58%

68%

0% 20% 40% 60% 80%

% of respondents

My family and life restrict my training commitments

No specific reason/I don't know

My employer doesn’t value training courses / development

There are no courses or development opportunities available near to where I live / work

Lack of high quality courses / suitably high-quality development opportunities

Lack of budget

Lack of time

What are the main reasons that you do not attend non mandatory training courses / development opportunities?

REASONS FOR NOT ATTENDING N-M COURSESLack of time and lack of budget are two clear barriers

73%

68%

27% 27%

18%

60%

60%

20%10%

20%

67%

44%

50%

28%

28%

6% 6%

0%

20%

40%

60%

80%

% o

f peo

ple

that

agr

ee

Lack of time Lack of budgetLack of high quality courses / suitably high-quality development opportunitiesThere are no courses or development opportunities available near to where I live / workMy employer doesn’t value training courses / developmentNo specific reason/I don't knowMy family and life restrict my training commitments


What are the main reasons that you do not attend non mandatory training courses / development opportunities?

REASONS FOR NOT ATTENDING - BY ORG SIZELack of time and budget are particularly constraints for the smallest organisations

A high proportion (85%) of Registered Managers select their own non-

mandatory training

1%

4%

12%

24%

85%

0% 20% 40% 60% 80% 100%

% of respondents

I don't know

Other

My employer’s Training and Development staff

My employer

I do

Who selects your non-mandatory training / development?

TRAINING DECISION MAKER

86%

20%

9% 4% 1%

78%

34%

20%

7%

1%

84%

30%

15%

5%

0%0%

20%

40%

60%

80%

100%

% o

f peo

ple

that

agr

ee

I do My employer My employer’s Training and Development staff Other I don't know



TRAINING DECISION MAKER - BY ORGANISATION TYPE

89%

13%

4% 4% 1%

85%

25%

11%

4%

79%

35%

21%

5%

1%0%

20%

40%

60%

80%

100%

% o

f peo

ple

that

agr

ee

I do My employer My employer’s Training and Development staff Other I don't know



TRAINING DECISION MAKER - BY ORGANISATION SIZE

Further emphasizing their commitment to CPD, just under 20% of Registered Managers attend non-

mandatory training paid for by themselves

1%

7%

18%

27%

80%

0% 20% 40% 60% 80% 100%

% of respondents

I don't know

Other

I pay for the training myself

Government funding

My employer

Who finances your non-mandatory training / development?

FINANCING OF NON-MANDATORY TRAINING

74%

30%

23%

7%

1%

93%

15%12%

3%

89%

25%

8%7%

0%

20%

40%

60%

80%

100%

% o

f peo

ple

that

agr

ee

My employer Government funding I pay for the training myself Other I don't know



FINANCING OF NON-MANDATORY TRAINING - BY ORGANISATION TYPE

70%

30%

25%

8%

0%

85%

28%

17%

5%

87%

23%

11% 6% 1%

0%

20%

40%

60%

80%

100%

% o

f peo

ple

that

agr

ee

My employer Government funding I pay for the training myself Other I don't know



FINANCING OF NON-MANDATORY TRAINING - BY ORGANISATION SIZE

And over a quarter of Registered Managers attend non-mandatory

training in their own time

0%

3%

7%

26%

88%

0% 20% 40% 60% 80% 100%

% of respondents

I don't know

Other

I take annual or unpaid leave

In my own time (weekends and evenings)

During office hours

When do you attend these non-mandatory training courses / development opportunities?

TIME OF DAY NON-MANDATORY TRAINING IS ATTENDED

85%

29%

7% 3%0%

94%

18% 10%

1%

93%

20%

4%2%

0%

20%

40%

60%

80%

100%

% o

f peo

ple

that

agr

ee

During office hours In my own time (weekends and evenings)I take annual or unpaid leave Other I don't know



TIME OF DAY NON-MANDATORY TRAINING IS ATTENDED - BY ORGANISATION TYPE

83%

30%

8%4%

0%

91%

24%

6% 2%

92%

21%

6%

1% 0%0%

20%

40%

60%

80%

100%

% o

f peo

ple

that

agr

ee

During office hours In my own time (weekends and evenings)I take annual or unpaid leave Other I don't know



TIME OF DAY NON-MANDATORY TRAINING IS ATTENDED - BY ORGANISATION SIZE

Currently less than half of Registered Managers feel

supports in their role

15%

28%

32%

15%

10%

Very supportedSomewhat supportedNeutralSomewhat isolatedVery isolated

To what extent do you feel supported in your role as a Registered Manager?

LEVEL OF SUPPORT IN ROLE43% of Registered Managers feel supported in their roles

15%

28%

32%

15%

10%

8%

31%

35%

15%

11%

16%

27%

32%

15%

10%

21%

30%

29%

12%

9%

12%

28%

38%

15%

6%

11%

29%

28%

18%

14%

14%

25%

34%

17%

10%

15%

27%

34%

13%

11%

11%

32%

32%

19%

7%

20%

25%

28%

17%

10%

16%

23%

34%

15%

12%

13%

35%

30%

17%

5%

13%

39%

26%

13%

9%

12%

21%

37%

15%

14%

18%

29%

31%

16%

6%

17%

34%

26%

15%

7%

12%

30%

32%

16%

10%

16%

27%

32%

14%

10%

24%

19%

33%

17%

7%

7%

25%

35%

20%

14%

7%

22%

47%

15%

10%

27%

31%

25%

10%

7%

17%

22%

34%

9%

17%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

Very supported Somewhat supported Neutral Somewhat isolated Very isolated

To what extent do you feel supported in your role as a Registered Manager?

PROFILE: LEVEL OF SUPPORT IN ROLERegistered Managers in organisations of less than 50 employees feel the least supported

22%

7%

11%

12%

19%

31%

48%

0% 10% 20% 30% 40% 50%

% of respondents

Other

Social media groups

National networking events

Website forums

None

Regional networking events

Local networking forums

What type of contact do you CURRENTLY have with other Registered Managers?

CURRENT FORM OF CONTACT WITH OTHER RMSLocal and Regional networking events are currently the most popular channels to contact other Registered Managers

46%

28%

24%

9%

12%

6%

18%

54%

21%

7%

15%

15%

7%

36%

51%

41%

11%

16%

11%7%

28%

0%

20%

40%

60%

% o

f peo

ple

that

agr

ee

Local networking forumsRegional networking events None National networking events Website forums Social media groups Other



CURRENT CONTACT WITH OTHER RMS - BY ORG TYPE

Regional networking events are particular popular with the not-for-profit sector

Regional networking events are particular popular with the not-for-profit sector

39%

24%

31%

11%

8%5%

15%

56%

29%

16%

11% 12%

6%

23%

54%

39%

8%

14% 15%

9%

30%

0%

20%

40%

60%

% o

f peo

ple

that

agr

ee

Local networking forumsRegional networking events None Website forums National networking events Social media groups Other



CURRENT FORM OF CONTACT WITH OTHER RMS - BY ORGANISATION SIZE

The most isolated Registered Managers / organisations are the smallest

The most isolated Registered Managers / organisations are the smallest

There is a demand for additional channels to be supported / made

more widely available

2%

17%

19%

25%

30%

30%

37%

0% 10% 20% 30% 40%

% of respondents

Other

National networking events

Social media groups

None

Website forums

Regional networking events

Local networking forums

What ADDITIONAL channels would you like to be made available to contact other Registered Managers?

PREFERENCE FOR CHANNELS TO CONTACT RMS

Significant opportunity since only 12% currently use these

Significant opportunity since only 12% currently use these

There is clear demand for Website forums as a channel to contact other RMs

37%

29%

29%

25%

15%

19%

2%

39%35%

34%

24%

27%

20%

2%0%

10%

20%

30%

40%

% o

f peo

ple

that

agr

ee

Local networking forumsRegional networking events Website forums None National networking events Social media groups Other

Female Male


PREFERENCE FOR ADDITIONAL CHANNELS TO CONTACT RMS - BY GENDER

Website forums are particularly popular with male Registered Managers

Website forums are particularly popular with male Registered Managers

39%

29%31%

23%

21%

17%

2%

36%39%

28%

29%

17%

14%

1%

33%

27% 27%

29%

14%

19%

1%0%

10%

20%

30%

40%

% o

f peo

ple

that

agr

ee

Local networking forumsRegional networking events Website forums None Social media groups National networking events Other



PREFERENCE FOR ADDITIONAL CHANNELS TO CONTACT RMS - BY ORGANISATION TYPE

44%

28%

35%

20%

21%

15%

3%

34%

26%

28%

28%

16%

17%

3%

32%

33%

25%

29%

19%

19%

1%0%

10%

20%

30%

40%

50%

% o

f peo

ple

that

agr

ee

Local networking forumsRegional networking events Website forums None Social media groups National networking events Other



PREFERENCE FOR ADDITIONAL CHANNELS TO CONTACT RMS - BY ORGANISATION SIZE

Demand for additional Local networking forums for smaller organisations

Demand for additional Local networking forums for smaller organisations

Significant demand especially from smaller organisations – perhaps due to cost / ease of access / effectiveness of channel

Significant demand especially from smaller organisations – perhaps due to cost / ease of access / effectiveness of channel

Registered Managers are particularly enthusiastic to share experiences and

learn from their colleagues

1%

3%

25%

27%

45%

46%

57%

67%

0% 20% 40% 60% 80%

% of respondents

Other

I don't believe there are any benefits

Sharing problems and solutions to boost my confidence

Developing new and positive relationships would make the job more enjoyable

Sharing problems, helping relieve the pressures and burdens

Sharing systems and solutions to save time

To share / give support or advice

Learning from the experiences of other Registered Managers

What would be the main benefits to you of increased contact with other Registered Managers?

MAIN BENEFITS OF CONTACTING OTHER RMSCO

RESE

CON

DAR

YTE

RTIA

RY

68%

59%

46%

46%

25% 25%

2%1%

63%

46%

48%

39%33%

25%

6%

2%0%

20%

40%

60%

80%

% o

f peo

ple

that

agr

ee

Learning from the experiences of other Registered ManagersTo share / give support or adviceSharing systems and solutions to save timeSharing problems, helping relieve the pressures and burdensDeveloping new and positive relationships would make the job more enjoyableSharing problems and solutions to boost my confidenceI don't believe there are any benefits Other

Female Male


MAIN BENEFITS OF CONTACTING OTHER RMS - BY GENDER

Female RM’s see more emotional, communication led benefits; being particularly interested in learning from other RM’s experiences, sharing and offering support and sharing problems

Female RM’s see more emotional, communication led benefits; being particularly interested in learning from other RM’s experiences, sharing and offering support and sharing problems

Male RM’s see more ‘hands-on’ benefits e.g. an opportunity to share systems and solutions

Male RM’s see more ‘hands-on’ benefits e.g. an opportunity to share systems and solutions

67%

56%

44%

46%

26%

28%

3%

1%

68%62%

58%

37% 29%

21%

3%

69%

58%

49%

44%

22%

25%

3%0%0%

20%

40%

60%

80%

% o

f peo

ple

that

agr

ee

Learning from the experiences of other Registered ManagersTo share / give support or adviceSharing systems and solutions to save timeSharing problems, helping relieve the pressures and burdensSharing problems and solutions to boost my confidenceDeveloping new and positive relationships would make the job more enjoyableI don't believe there are any benefits Other



MAIN BENEFITS OF CONTACTING OTHER RMS - BY ORGANISATION TYPE

RM’s in the Public sector / other sector see a clear opportunity to improve efficiency and the sharing of solutions to save time

RM’s in the Public sector / other sector see a clear opportunity to improve efficiency and the sharing of solutions to save time

Only 40% of Registered Managers feel they are sufficiently recognised in the

Social Care sector

40%

48%

12%

YesNoDon't know

Do you believe that you, in your role as a Registered Manager, are sufficiently recognised / acknowledged within the Social Care sector?

RECOGNITION WITHIN SOCIAL CARE40% of Registered Managers feel they are sufficiently recognised in the Social Care sector

40%

48%

12%

36%

52%

12%

41%

47%

12%

42%

42%

16%

43%

45%

12%

40%

49%

11%

38%

52%

9%

39%

48%

13%

39%

51%

11%

45%

45%

10%

39%

49%

13%

41%

48%

11%

50%

41%

9%

39%

46%

16%

35%

56%

9%

45%

45%

10%

38%

48%

14%

39%

50%

11%

47%

49%

4%

31%

57%

12%

36%

55%

9%

44%

46%

10%

50%

41%

10%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

Yes No Don't know

Do you believe that you, in your role as a Registered Manager, are sufficiently recognised / acknowledged within the Social Care sector?

PROFILE: RECOGNITION WITHIN SOCIAL CARERecognition is highest in the North, amongst Public sector RMs and in the largest organisations

Almost two thirds of Registered Managers do not feel they are

sufficiently recognised outside of the Social Care sector

20%

64%

16%

YesNoDon't know

Do you believe that you, in your role as a Registered Manager, are sufficiently recognised / acknowledged outside the Social Care sector?

RECOGNITION OUTSIDE OF SOCIAL CARE

20%

64%

16%

18%

67%

16%

21%

63%

16%

19%

58%

23%

18%

63%

19%

20%

67%

13%

23%

66%

11%

20%

63%

17%

17%

65%

18%

24%

63%

13%

22%

63%

15%

16%

65%

19%

22%

63%

15%

21%

58%

20%

17%

72%

11%

21%

65%

15%

20%

62%

18%

19%

65%

17%

25%

66%

9%

19%

70%

11%

20%

66%

14%

23%

60%

17%

27%

57%

16%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

Yes No Don't know

Do you believe that you, in your role as a Registered Manager, are sufficiently recognised / acknowledged outside the Social Care sector?

PROFILE: RECOGNITION OUTSIDE OF SOCIAL CARE

Half of Registered Managers are interested in a Professional

Accreditation

50%

24%

26%

YesNoDon't know

Is a professional accreditation, e.g. becoming a Chartered Manager, something that you would be interested in pursuing?

PROFESSIONAL ACCREDITATION

50%

24%

26%

51%

29%

20%

50%

23%

28%

51%

20%

29%

50%

24%

25%

48%

24%

28%

49%

26%

24%

51%

22%

27%

49%

23%

28%

50%

29%

22%

50%

25%

26%

50%

23%

27%

53%

17%

29%

45%

28%

27%

51%

22%

28%

56%

20%

24%

46%

23%

30%

55%

21%

24%

56%

27%

17%

57%

22%

21%

52%

23%

25%

53%

28%

19%

51%

20%

29%

0%

20%

40%

60%

80%

100%

% o

f res

pond

ents


Ove

rall

(N=1

149)

Mal

e (N

=193

)

Fem

ale (

N=95

6)

3 ye

ars

or le

ss (

N=28

2)

4 to

6 y

ears

(N=

204)

7 to

9 y

ears

(N=

174)

10 y

ears

+ (

N=46

6)

Sout

h (N

=654

)

Mid

lands

(N=

227)

North

(N=

265)

Priva

te se

ctor

(N=7

56)

Not-f

or-p

rofit

secto

r (N

=290

)

Publ

ic se

ctor

/ ot

her

(N=1

03)

Unde

r 50

(N=4

74)

50 to

499

(N=

255)

500

or m

ore

(N=4

20)

Less

than

£30

k (N

=568

)

£30k

to £

40k

(N=3

51)

Mor

e th

an £

40k

(N=1

70)

Unde

r £30

0 (N

=188

)

£300

to £

499

(N=1

41)

£500

to £

999

(N=1

83)

Mor

e th

an £

999

(N=1

43)

Yes No Don't know

Is a professional accreditation, e.g. becoming a Chartered Manager, something that you would be interested in pursuing?

PROFILE: PROFESSIONAL ACCREDITATIONInterest is highest amongst more Senior Registered Managers in the largest organisations

Comments Profile

Too Much Bureaucracy already and salary available would not match qualification especially in light of Government cuts and poor shortcuts some agencies take to maintain financial stabilityMale, 50 and over, 500 or more, Private sector, I would prefer not to say

May increase the awareness of what the job is to the wider public as my job is viewed by non social care professionals in a different way Male, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

I believe that registered managers should be reconised as professionals & that care work should also move towards a professional status Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

It would be useful to have an axxreditation which recognises the skills and value of registered managers, which could be used anywhere. Male, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

Because if I have made the grade as a registered manager then if i want ot study further it should be a choice. This accreditation sounds like something that will become expected and though this sounds negative the fluid ways in which people can be registered means that there are many routes into the business. Do we need another?Female, 30 to 49, 50 to 499, Private sector, £30,000 - £40,000 per year

I do not understand how becoming a Charter Manager would change the opinions of people outside the care industry of our sector. Female, 50 and over, Under 50, Not-for-profit sector, £40,000 - £50,000 per year

Dont fully know what is involved in this. I would however like to prgress within my role and I have been a Registered Manager for 13 years and would like to further my career within my organistaionFemale, 30 to 49, 500 or more, Public sector / other, £30,000 - £40,000 per year

I feel that the registard manager does not hold the same prestige, and is not reconised as a proffesional post in other areas. Female, 30 to 49, 50 to 499, Private sector, £20,000 - £30,000 per year

Managers are practitioners in their own right providing care and support for residents and their families. They also look out for the welfare of their staff and their families, whilst at the same time looking after multi-million businesses for the employers. The job itself demands a lot of responsibility and accountability and hence it shoud be recognised as such.Female, 30 to 49, 500 or more, Private sector, £40,000 - £50,000 per year

I am very passionate about raising the profile of professionalism for all staff who work in the health and social care sector. In my opinion, it is a sector that is still rather under recognised, under valued and under paid.Female, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

It is a very responsible job and can have lasting consequences if done wrong. A professional accreditation would be acknowledgement of the scale of the responsibility required.Female, 50 and over, 50 to 499, Not-for-profit sector, £20,000 - £30,000 per year

Accreditation should be given to those who fulfill the registered manager role properly. you are doing an important job that in which your decisions could mena life or death for some people - it needs to be recognised. also it takes a special kind of person to dedicaqte themselves to this roleFemale, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

If it means going back to collegue then i dont think i would want this as i only have 5 yrs to go to retirement and my powers of learning are not what they were.Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

Please explain why you say this?

COMMENTS: ACCREDITATION COMMENT There is clear support from some Registered Managers, who see Accreditation as an opportunity to recognise Managers as professionals and acknowledge their responsibilities

Comments Profile

Being part of a professional body allows the opportunity to share practice and have method of reflective practice to judge your own baseline performance. Good to have a resource centre available to the sector and representation at corporateGovernment levels.Male, 50 and over, 500 or more, Private sector, £20,000 - £30,000 per year

I am always really keen to develop both professionally and personally, the reason for this is my absolute determination to continue to develop an excellent service for residents etc as well as continuing to foster a postive working environment. I am always willing to learn and share my experiences.Female, 50 and over, 50 to 499, Private sector, I would prefer not to say

Despite my comments elsewhere I believe that a truly professional qualification would doubtless enhance my knowledge and provide useful networking opportunites. It would also add to the standing of my profession outside of Health and Social Care.Male, 30 to 49, Under 50, Private sector, I would prefer not to say

Helps develop skills and practice in management and enables others to have confidence and trust in your capability as a manager Female, 30 to 49, 500 or more, Public sector / other, £30,000 - £40,000 per year

I do not feel that we are recognised for who we are and what we do. So This is what needs addressing NOT just creating another professional accreditation that people will still not know about or understandFemale, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

I think there is alot of focus on teachers and nurses and Registered Managers have an equally challenging job but this isnt always recognised.Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

I dont feel that i require this accreditation . MY employer recognises my abilities , also our accrditation comes from CQC inspection and accolades from our guestsFemale, 50 and over, 50 to 499, Public sector / other, £40,000 - £50,000 per year

Due to funding something that shows you have developed management skills not just valid in Health & Social Care, especially with lack of funding in this sector. I woold like to keep my options open for the futureMale, 30 to 49, 50 to 499, Private sector, £20,000 - £30,000 per year

I feel that I have the professional skills needed for my role,I am always willing to update my skills but do not think any more qualifying courses would be benificial at this stage of my career.Female, 50 and over, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

I feel that there is a risk of dumbing down service provision in a hurry to save monies for local Authorities. The role of the RM is not fully understood by social services or providers.Male, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

Because this would be a continuation of professional development, but courses of this kind can be difficult for a Deaf person because of lack of access, appreciation of the need for interpreters and funding for interpreters etcFemale, 50 and over, 50 to 499, Not-for-profit sector, £30,000 - £40,000 per year

Over the years I have gained several qualifications and have a wealth of knowledge and have experience of on the job training and experience.Female, 50 and over, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

I always aim high and improving on what I have achieved therefore to become a charted Manager would boost my ambitions of growing in this industry.Male, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

If it enable people to reconise that registered managers are just as skilled and professional as others such as nurses but in there on field then it would be worth while.Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year


COMMENTS: ACCREDITATION COMMENT Whilst others reflect on the benefits that being a member of a professional body might lead to

Comments Profile

I do not believe that this would be of any value to individuals other than a way of another goverment body benefiting from poorly paid and unrecognised committed individuals.Female, 30 to 49, Under 50, Not-for-profit sector, £20,000 - £30,000 per year

It would give the customers confidence & hopefully improve trust as well as recognise the professional qualities , commitment & hard work that is involved in the role . It would with ones nursing qualification be a credible qualification & hopefully would enhance care & employment & professional Best PracticeFemale, 50 and over, 500 or more, Not-for-profit sector, £40,000 - £50,000 per year

I want to acheive my goals within the organisation thet i am emploued, and that is to move the ladder with the support of my employer developing my skills.Female, 30 to 49, 500 or more, Private sector, £40,000 - £50,000 per year

I work well with formal training under my belt. There are still some managerial skills that I would like to develop and I feel that a formal accredited course would give me the foundation to give me more confidence in my role.Female, 30 to 49, 50 to 499, Public sector / other, £40,000 - £50,000 per year

I dont know if my working life will extend beyond five more years. So I question whether it would be worth the time and money to do so. Female, 50 and over, 50 to 499, Private sector, £30,000 - £40,000 per year

I believe the role of registered manager is at the same level, if not higher, than a registered nurse or social worker and the work we do needs to be recognised as such.Male, Under 30, 500 or more, Private sector, £20,000 - £30,000 per year

I think that professional accreditation not only provides development opportunities, but also adds credability to your position externally Female, 50 and over, 500 or more, Private sector, More than £50,000 per year

Although this is not something that I have thought of before, if it makes the position a more respected role then yes it is something of interestFemale, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

In some areas of the care sector registered managers have been promoted in some cases not suitable letting down the proffession Female, 30 to 49, Under 50, Not-for-profit sector, £20,000 - £30,000 per year

I feel that Registered Manager should be recognised as a Professional role in the same way as teachers or social workers are, as specific qualifications are required and there is a recognised legal process to go through to become registered.Female, 30 to 49, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

It represents a level of training, skills and knowledge that reassures the public that you have the correct attributes to do the job. Female, 30 to 49, 50 to 499, Not-for-profit sector, £20,000 - £30,000 per year

Social care is often viewed as baby sitting. I have spent many many years developing my skills and knowldeg but sosiety can still view me as a carer The salary & recognition of a social care manager does not reflect the responsibility and the value a good manager to bring to peoples livesFemale, 30 to 49, 500 or more, Public sector / other, £20,000 - £30,000 per year

We are not viewed by some people as being professional - as we work closely with the healthcare sector we are looked upon as amateur by comparison - we also have no recognition of our management skills and this may make these more transferableFemale, 30 to 49, Under 50, Private sector, £30,000 - £40,000 per year

I feel this is a demanding role and there is alot of personal accountable on the manager if something goes wrong, i feel a more recognised role would be appropriateFemale, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year


COMMENTS: ACCREDITATION COMMENT It is important to recognise that some Registered Managers would need to have the benefits and value of such an Accreditation made clear to them

Comments Profile

I have less than two years to retirement. Besides that I think that it is more important to be connected to, and available for, staff and service users so I can keep abreast of situations, personalities and developments.Male, 50 and over, 50 to 499, Private sector, £30,000 - £40,000 per year

The role demands professional courage & high level decision making - but remains largely unrecognised by the Commissioning teams within Social CareFemale, 50 and over, 500 or more, Public sector / other, £40,000 - £50,000 per year

I do not have time to take on professional development. I do not think changing your title will make outside organisations appreciate my knowledge and expertiseFemale, 50 and over, 50 to 499, Not-for-profit sector, £20,000 - £30,000 per year

I believe the role has a greater importance than it is given credit for and a professional accreditation would possibly improve the professional standingFemale, 50 and over, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

Despite ther esponsibiloties of the role there is a lack of understanding of what it entitles and a sense from other professionals in the social workhealth sectors that we are not as able or qualified as themFemale, 30 to 49, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

This might raise the profile of the role and help to improve the way in which the industry is perceived and valued by the public Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

Depends on the level of workcommitment required to achieve this, as my job role currently leaves me with no spare time inside office hours.Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

I feel that it is important for my role to constantly adapting and to have constant upgrading of my qualifications through accreditation would help boost my confidence and enable other to recongnise my achievments and respect my skillsFemale, 50 and over, Under 50, Not-for-profit sector, £20,000 - £30,000 per year

It seems that the job title carries more weight rather than just Registered Manager. Being Chartered Manager seems like you belong to an Association of some sort eg. Chartered AccountantsFemale, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

Because the attitude of local authorities would still be that they hold the position of superiority and service users just want to know we are doing a great job, they dont care if I am a chartered manager or not !Female, 50 and over, 50 to 499, Private sector, I would prefer not to say

I am happy with my Diploma in Management Studies (post-grad) qualification. This is sufficient recognition by CQC to fulfil my role as Registered Manager and sufficient for my current role.Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I have MSc, M.B.A, NVQ4 trainings and once CQC inspector wrote in the annual inspection report that I need management skills I was offended as i have been judged some ones personal opinion after 7 years university education in Medical science and a year in Master of Business administration, Therefore, I strongly believe there must be a professional accreditation for care home managersMale, 30 to 49, Under 50, Private sector, I would prefer not to say

It would depend on the route for this but it appears in society that a qualification like this is more highly thought of and it may increase the promotion of social care and the general publics opinions of people within the management roleFemale, 50 and over, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

Being a registered care manager is not always about being a manager. My role extends to far more than this, and being able to work at ground level with staff is a mustFemale, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year


COMMENTS: ACCREDITATION COMMENT There is a belief that an Accreditation would lead to better recognition within the Social Care sector

Comments Profile

Just something else to add to the pressures - want is needed is acknowledgement by the sector and those we deal with that our opinions count - genuine consultation not just because they have to - we are often the only voice for some of our residents and as a nurse I passionately believe that I am my patients advocate, even if it is just to get a chiropodist to cut their nails!Female, 30 to 49, 50 to 499, Private sector, £30,000 - £40,000 per year

I have a very responsible job and do it the best. Having the extra knowledge to become a accredited Chartered Manager would provide me with extra confidence and respect.Female, 30 to 49, 500 or more, Private sector, £20,000 - £30,000 per year

I am not sure I would have the time to fit this in, although I would be interested in finding out. I am still not sure it would be recognised. Female, 50 and over, Under 50, Private sector, Less than £20,000 per year

I feel that the level of commitment, knowledge and dedication required of us is worthy of regognition. In addition we need people in health and social care , (particularly other professionals) to understand our role more and engage with us in helping to provide integrated and quality care, particularly for the elderly remaining in their own homes.Female, 50 and over, Under 50, Public sector / other, £30,000 - £40,000 per year

I am a life long learner. I am self motivating but any kind of learning, training, knowledge motivates me further and improves my practice. I happily sharecascade any knowledge I gain.Female, 50 and over, 50 to 499, Public sector / other, £30,000 - £40,000 per year

Becuse my role is to keep the clients safe and assist their daily living skills and maintainimprove their quality of life not to enhance my statusFemale, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

There are few if any advantages of having a professional accreditation. Its almost like being a Corgi plumber - it does not make you a good tradesman.Female, 50 and over, Under 50, Private sector, Less than £20,000 per year

I have worked in the care sector for over 40 years, and as a manager for over 25 years, but managers of care homes are not really recognised for the skills and work they do outside this sector, nor are the pay and benefits even closely related to managers to managers in other industries, despite the hard work and effort that is put into running a care home well.Male, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

It is another mechanism to ensure all people recruited as registered managers are appropriate appointments and suitable for the job. Female, 30 to 49, 500 or more, Public sector / other, £30,000 - £40,000 per year

Most of us have studied hard to achieve qualifications but its others who do not recognise our level of qualification so a specific accreditaion could be useful in commanding respect from othersFemale, 50 and over, 50 to 499, Private sector, £30,000 - £40,000 per year

I have a lot of qualifications and expereince. This should be recognised. I should not be classed the same as a Manager who is new in post and does not have relevant experiencequalificationsFemale, 50 and over, Under 50, Private sector, £30,000 - £40,000 per year

Possibly but the constant negative press regarding social care makes it something one is sometimes embarrassed to be part of. You are guilty always!! Of something! ?Abuse? Exploitation? Doesnt matter what qualifications you have or what skills you offer, or what quality of home you run. There will always be a majority of people who believe you couldnt possibly work in the best interests of the service users.Female, 50 and over, 50 to 499, Private sector, I would prefer not to say


COMMENTS: ACCREDITATION COMMENT Other Registered Managers believe an Accreditation would help recognise the study, qualifications, experience and knowledge they have

Two-thirds of Registered Managers believe that the sector should create

a Membership body

13%

7%

30%

56%

68%

0% 20% 40% 60% 80%

% of respondents

I don't know

Other

Regional and National award schemes

Accreditation

Membership body for Registered Managers

What should the sector do MORE of to ensure that Registered Managers feel appreciated?

AREA FOR SECTOR TO FOCUS ON MORE

67%

53%

26%

9%

13%

67%

55%

33%

7%

13%

69%

60%

32%

5%

12%

0%

20%

40%

60%

80%

% o

f peo

ple

that

agr

ee

Membership body for Registered Managers Accreditation Regional and National award schemes Other I don't know


What should the sector do MORE of to ensure that Registered Managers feel appreciated?

AREA FOR SECTOR TO FOCUS ON MORE - BY ORG SIZEInterest in a Membership body for Registered Managers and Accreditation is consistent across all organisation sizes

A better public understanding of Social Care and improved integration between health and social care are two areas that could transform the

sector

1%

3%

12%

21%

29%

36%

48%

57%

70%

0% 20% 40% 60% 80%

% of respondents

I don't know

Other

Better leadership

Higher profile

More integration between social care and other sectors, e.g. housing, welfare systems etc.

Greater professional standing

More integration between health and social care

Better public understanding of social care

Better funding

What, in your view, are the key factors that could transform the Social Care sector?

KEY FACTORS TO TRANSFORM SOCIAL CAREAside from better funding, which is clearly an area important to most Registered Managers, 36% of Registered Managers believe a Greater professional standing could transform Social care

72%

58%

49%

35%

26% 18%

12% 3%2%

57%

50%

54%

38%

32% 29%

16%

2% 2%

70%

56%

46%

36%35%

26%

13%

2%0%0%

20%

40%

60%

80%

% o

f peo

ple

that

agr

ee

Better fundingBetter public understanding of social careMore integration between health and social careGreater professional standingMore integration between social care and other sectors, e.g. housing, welfare systems etc.Higher profile Better leadership Other I don't know



KEY FACTORS TO TRANSFORM SOCIAL CARE - BY ORGANISATION TYPE

Registered Managers in Public sector / other organisations particularly feel strongly about the integration of health and social care to transform the sector

Registered Managers in Public sector / other organisations particularly feel strongly about the integration of health and social care to transform the sector

75%

57%

47%

32% 28%

18%13%

3%2%

67%

58%

48%

38%

25%

24%

13% 5%

1%

66%

57%49%

38%32%

23%

12%

2% 1%0%

20%

40%

60%

80%

% o

f peo

ple

that

agr

ee

Better fundingBetter public understanding of social careMore integration between health and social careGreater professional standingMore integration between social care and other sectors, e.g. housing, welfare systems etc.Higher profile Better leadership Other I don't know



KEY FACTORS TO TRANSFORM SOCIAL CARE - BY ORGANISATION SIZE

Consistent views across all organisation sizes, with smaller organisations being slightly more focused on better funding and less so on the profile / professional standing of the Social Care sector

Consistent views across all organisation sizes, with smaller organisations being slightly more focused on better funding and less so on the profile / professional standing of the Social Care sector

THANK YOU

APPENDICESFinal comments from survey respondents

Comments Profile

At this present time I just feel that the work of Registered Managers is undervalued and this is why so many of the Managers I speak to are leaving their jobs, this actually goes through many other areas of Health and Social Care as well. The continual changing of the Inspection regulations does not help either us or the general public deciding on good or bad homes and there is no consistency in the judging of homes and also there are too many personal opinions. A stable system needs to be sought that also back not on residents and their families, the staff and the Management so we are all singing off the same song sheet, adding in Social Services Reviews and inspections from other governing bodies the whole system at present is falling apart especially in view of the unrealistic funding. In years to come if it isnt changed we will definitely not have enough Managers registering, staff to run the homes or even enough homes. Added to this the care in the community is not working in the main either and we will be in a very dire situation in a very short space of time.Female, 50 and over, 50 to 499, Private sector, £20,000 - £30,000 per year

Hi. I am not currently a registered manager but have been and now working in a policy and practice advisory role to other registered managers, so feel i know the area well.Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

Very intresting survey Female, 50 and over, Under 50, Private sector, Less than £20,000 per year

Not until society wants services of quality for its vulnerable individuals will the status and standing of the service and those employed within gain proper recognition. Currently the focus is lowest possible price - buried in mounds of pointless regulation and paper work. Lets get back to serving the customers.Male, 50 and over, Under 50, Private sector, Less than £20,000 per year

Thank you for the oppertunity to fill in this survey. I found it a good oppertunity to reflect on issues regarding the sector and CPD. I am more than happy to be involved in any further, or follow up work with regard to this.Male, 30 to 49, 500 or more, Public sector / other, £20,000 - £30,000 per year

As i am not registered as manager yet i am still finding my way but there is very little help out there for people like myself unless your employeer has a company who are consultants they will keep you right.Female, 50 and over, 50 to 499, Private sector, Less than £20,000 per year

I feel it is important that we focus on good practice and get the message out there that being in care is a good place to be and stop the media portraying social care as a cinderella serviceFemale, 50 and over, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

Our main issue is our staffing to support us to do by doing what they are trained to do. We spend so much time and money on staff training, supervion and meeting and yet hardly change in their attitude. We were benefiting from foreign workers in our home, unfortunately they are going back due to immigration regulation. We are absolutely desparate for changing our staff attitude and commitment to our home. Managers do suffer immenslely as a result of not having good quality staff.Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

If you have any further comments or feedback, please use the box below.

COMMENTS: FINAL COMMENTS

Comments Profile

Its good to know that at last the pressures and lack of understanding of the Registered Managers role is finally being acknowledged or at least looked into. Over the last 10-15yrs I have seen a decline in the quality of Registered Managers in terms of standards and knowledge base and this has led to poor service delivery for many residents in care homes. I believe the lack of support and the constant changing of regulations has meant that good quality Care Home Managers who really care and have a passion for caring no longer want to continue working in the care sector. I myself have debated if I wish to continue working in the care sector. We take a great deal of negative comments on the chin but it gets to the point where you wonder if you if it is all worth it..........These comments come from one that is passionate about delivering high quality care and is driven by ensuring residents are treated with respect and as individuals.Female, 50 and over, Under 50, Private sector, £30,000 - £40,000 per year

I found this survey very interesting, look forward to the feedback. Female, 30 to 49, Under 50, Private sector, £30,000 - £40,000 per year

I strive to be the best I can but feel that we are only ever noticed when something goes wrong !!! We are not recognised for all the excellent work that many of us do often in difficult situations whilst also under a lot of pressure. Final comment - how can we be expected to complete our roles to the high levels that are expected when other organisations do not bother to communicate with us and update us eg SS. Thank youFemale, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

I hope this survey will prove useful to Registered Managers. It has been a useful reflective tool. I hope I win an ipad! Female, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

Perhaps care costs should be capped and charged at a national rate in order the public can choose what providers they go to. That way those that perform best will benefit.Female, 50 and over, Under 50, Private sector, £30,000 - £40,000 per year

Social care inthe independent sector will never be transformed until somthing is done about the proprietors, they are the ones who hold the purse strings They also have the ultimate responsibilty when the crap hits the fan, but they will then blame it on the managers!!!!!!Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

It has been interesting participating in this survey, it has made me value the opportunities that I as a registered manager have, which perhaps not all managers have.Female, 50 and over, 50 to 499, Private sector, I would prefer not to say

Government has got to something about finances. Out of the pittance we are paid hourly, we have to pay wages, part of their HRMC, uniforms, training, all office expenses and still make a profit. Ridiculous.Female, 50 and over, 50 to 499, Public sector / other, £20,000 - £30,000 per year

I am a newly registered Manager of a new dom care business which is in the early stages of being set up therefore I cant fully answer some of the questionsFemale, 30 to 49, Under 50, Private sector, £30,000 - £40,000 per year

Thank you for requesting this survey. Female, 50 and over, 500 or more, Private sector, £40,000 - £50,000 per year

In my experiance I feel that the way the NHS has developed In particular the lack of professionalism from many Health care professionals coupled with the complexities of health & the cost of health & social care this has placed a high burden on social care providers without proper funding & the skill set of health care workers in the sector is below what it should be its therefore seen in my opinion as a poor substitute or poor alternative for care to a large section of the population that have no value or are percieved to have no value. This predudice & low overall opinion will take decades to eradicate .Female, 50 and over, 500 or more, Not-for-profit sector, £40,000 - £50,000 per year



Comments Profile

More Support should be provided to Managers as they have the ability to implement the changes required to improve and grow business and make a difference to people purchasing the service.Female, 30 to 49, 500 or more, Private sector, £20,000 - £30,000 per year

I think quality of care would improve if we paid a higher rate of pay to our staff. Female, 30 to 49, 50 to 499, Not-for-profit sector, I would prefer not to say

I feel very lucky to work for the organisation I am working for who are well known and have a good reputation in the area. I have been with them 9 years now and although have only been a registered manager for the last 2 years (although this is shared with 2 other colleagues) I feel privallaged and feel supported within, however I dont feel people realise or understand what the role actuall entailsFemale, 50 and over, 50 to 499, Not-for-profit sector, £20,000 - £30,000 per year

Being a Registered Manager is a responsible job and at the end of the day if something goes wrong, its up to the Registered Manager to put things right. I have had a lot of training and many years experience and sometimes it would be nice to be acknowledged that we do a good job and have to work hard to qualify to do the job in the first place.Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

Very clear survey: quick and easy to complete. Male, 30 to 49, 50 to 499, Private sector, £40,000 - £50,000 per year

Any information from the National Skills Acadamy would be very welcome. I am currently doing my undergraduate dissertation on the links between trainingeducation and care provision - so it is an area in which I am very interested. Thank you.Female, 30 to 49, 50 to 499, Private sector, £20,000 - £30,000 per year

I am the assistant director of a fairly new care provider, i wanted to undertake the survey as i have been a registered manager, and wanted to encourage my managers to complete this formFemale, 30 to 49, 50 to 499, Public sector / other, More than £50,000 per year

Thank you for using my information as part of your research. Female, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

I feel that the constant re juggling of CQC make the registered managers job difficult, I like the inspection process but they vary so much between inspectors they become worthless, I can come out same as a manager that does little work or is committed to the service.Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

Just wish it to be noted that Care managers and their staff are under appreciated, over regulated (often by people who have little or no understanding of Caring and Mental Health ). Morale of people I know is low and talented and caring people are being driven out.Male, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

There is such good work being done every day in the socail care sector and most of this is hidden. The public only get to hear the stories of neglect or system failure which is not a true representation of the larger picture. It is a very demanding job but the successes we experience is the essence of this industry and the reason why I continue to work within it.Female, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

The implications of incorrect decisions within the role are immense, the stresss are immense. This is a very different arena than it has ever been, and not one I want to remain employed in with the current support networks available. They are insufficient.Female, 50 and over, 500 or more, Not-for-profit sector, £40,000 - £50,000 per year



Comments Profile

The old style inspections where the inspector considered themselves to be advisory and supportive and NOT adversarial unless absolutely necessary, made for a much less stressful environment. It also meant that good practise in one home could be passed on for the benefit of all. The art of buildiong a relationship is one that all good managers have, why has this been squeezed out of inspectors?Male, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

My main work at the moment lies in managing the anxiety of staff members in the face of budgets being cut and services being cut . We are often portrayed as being concerned for our own welfare :my staff are really upset about the lack of opportunities for the people we work with and the lack nvestment in prevention and in very vulnerable peopleFemale, 50 and over, 500 or more, Public sector / other, £30,000 - £40,000 per year

I felt that this survey gave me a lot of food for thought, questions asked were a prompt to consider future development for my staff as well as myselfFemale, 50 and over, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

Please not send me unsolicited marketting information or share my details with others without my permission Male, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I think I am in a rather unique position as I own my own home, registered for 3 residents and I have many years of experience as a ward manager and only employ three part time staff.Female, 50 and over, Under 50, Private sector, Less than £20,000 per year

It would be sort of interesting if the government and inspection units stopped having new standards, looked properly at the care given and stop using care homes as a tick box. Teach staff in hospitals about dementia. Feed our residents when they are in hospital, and give the elderly the care and understanding when suffering from dementia with a great sense of humour. They would be surprised at what comes back.Female, 50 and over, Under 50, Private sector, £40,000 - £50,000 per year

Always happy to complete surveys if it betters care standards Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

These are very worrying times, we have worked very hard over the last 28 years to achieve high standards of care and budget cuts are devalueing our work. How can we compete with agencies who are paying minimum wage or not much more? Its a disgrace, and the LAs, Primary Care Trusts and Government are in collusion because of costsbudgets.Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

Some of this was hard to complete as I am self employed, running a small residential home alongside my husband within our own home. We only employ 3 relief staff so carry out all the management and care roles ourselves. It is therefore hard to fit training in even though we do feel it is important.Female, 50 and over, Under 50, Private sector, Less than £20,000 per year

I am an owner manager so its a bit different for me as I am also the employer. I have used the remit of my job role to create an agency that is based on customer service and carer input. I retrain my staff to focus totally on the clients needs and in return I support them in any area they wish to develop I also pay above average and work as a carer myself to enhance the team ethic.Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I own and manage my small 8 bedded care home, for people with mental health issues. Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I beleive more support needed in workplace for registered managers on a one to one basis. People who can visit each home and give practical support where needed. By people who have the time to keep up to date with the everchanging laws and regulations.Female, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year



Comments Profile

Thank you its nice to know our opinions matter Female, 30 to 49, Under 50, Private sector, I would prefer not to say

One of my greatest frustrations is the media portrayal of care homes being terrible places, especially in comparison to NHS services. In fact, I believe we provide far higher standards of care than most NHS services. This portrayal makes the move to a care home far more traumatic for people and thier families than is necessary. I am a great advocate for care homes.Female, 30 to 49, 50 to 499, Private sector, £30,000 - £40,000 per year

Social care,has never enjoyed the same recognition and support that healthcare has in this country. Carers are undervalued and unappreciated by the government and general public and unfortunately funding is sadly inadequate, which will always have an impact on the quality of care given. I fear that as the nation ages we have left it too late to inspire and motivate young people to view social care as a valuable and respected career.Female, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

Most of the issues that lead to negative press result from a serious lack of funding. It is not possible to provide a quality care residential service for £2.08 per hour. This underfunding results in either: poor care financial exploitation of the self funding client or the relatives of the state funded one, or everyone due to insufficent or poor calibre staff, and to providers sometimes working far too many hours themselves to save on wages, beyond safety. Other shortcuts will be made if the home cannot attract private funders or families to subsidise the state. Cornwalls new rate for April 2012 is £390 for residential, and £399 for residential dementia. This gives £0.06p per hour for challenging needs andor behaviours. You try!!Female, 50 and over, 50 to 499, Private sector, I would prefer not to say

I feel a lot of managers would benefit from a system with less jargon, creating more easy to read and easy to explain system of compliance, as Mangers we understand the system but how does this help your workforce.Male, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I should add that i am poss in an unuaual postition where i work, i hear a lot of negatives from other managrs i speak too but i can honestly say my employer supports me totally , i can talk to them at any time for advice or just to discuss some thing, they know that i aim to do my best & to achieve that i need their supportFemale, 50 and over, 50 to 499, Private sector, £20,000 - £30,000 per year

This was a very interesting survey and some of the questions raised issues that I hadnt previously thought of. Female, 30 to 49, 500 or more, Public sector / other, £30,000 - £40,000 per year

Please link in with ACM run by John Burton ashis organisation is broadly doing similar things! Female, 50 and over, Under 50, Private sector, Less than £20,000 per year

Transferring from the NHS to the private sector, I can now see that when I worked in the NHS we did not appreciate the role of the Registered Nurse Managers from a care home setting. This is a shame as we are all trying to provide the same outcomes.Female, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

Refreshing and relevant questions Male, 30 to 49, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

One of the most demorolising parts of being a Registered Manager of any one of the many Care Homes providing excellent care is the constant battle against the negative perception of living in a Care Home.Female, 50 and over, 50 to 499, Private sector, £30,000 - £40,000 per year



Comments Profile

I have filled this questionaire to the best of my ability however i feel i am in a privelged position in terms of the high level of support i get for the owners of the home but know that others do not get the same support and i know i am probally a minority. Being a single owned home makes it more personalised and we are able to build upon good relationships and trust.Female, 30 to 49, 50 to 499, Private sector, £40,000 - £50,000 per year

The sector has made amazing strides in the right dierection. since my early days of residents all being toileted in queues outside a single toilet, with the door open, and all being told what they WILL eat and everyones meds all being popped onto a single tray. person centered planning and individual lives have given people back their identity and dignity and respect.. thank god.Female, 30 to 49, Under 50, Private sector, £20,000 - £30,000 per year

Found this survey useful hope it achieves results Female, 50 and over, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year

Skills for care have the power to influence public recognition about the complexity of our role in a very positive way e.g. the public image of a hospice is vastly different from a Nursing home but often the work is similar or dementia care should be understood as a speciality not a cindrella service etcFemale, 50 and over, 50 to 499, Private sector, More than £50,000 per year

I have been a new manager in health and social care sector for six months I have my fit persons interview next week. Female, 50 and over, 500 or more, Not-for-profit sector, £20,000 - £30,000 per year

I am really interested in the results of this and look forward to reading them. Thanks Female, 50 and over, 500 or more, Public sector / other, £40,000 - £50,000 per year

The main concerns I have at work stem from over regulation and additional pressures from the local authority who develop unrealistic expectations within their contracts whilst reducing funding for the learning disability sector.Female, 30 to 49, 50 to 499, Private sector, £20,000 - £30,000 per year

I think it is about time someone has decided to even look at the job of registered managers and see the pressures, constraints and barriers we face to ensure we manage a team of professional carersnurses to provide the best possible outcomes for the service users.Male, 30 to 49, Under 50, Private sector, £40,000 - £50,000 per year

I hope that all other registered managers respond to the survey - I really dont know what difference the survey will make due to the concept of social care in relation to public opinion - national and local funding. Regulatory body requirements.Female, 30 to 49, Under 50, Not-for-profit sector, £20,000 - £30,000 per year

Many managers & Proprietors do not invite others into their home as they feel that they are in competition for the same group of residents.Twenty years ago the Proprietors in Derbyshire would meet socially onece a month & pop in to the business for a coffee without anyone feeling threatened or trying to seduce your staff away to their care home!Female, 50 and over, Under 50, Private sector, £20,000 - £30,000 per year

I wish this survey would make a difference rather than another bottom feeder justfying their job.succesive gov has stolen elderly persons money it is not anything other than theft and such persons who sanctioned this theft should be accountable and responsible in law and face prosecution and jail as we do!!!!!! No excuses!!! Common theft by v untalented ministers of gov is at bottom of this crisis in careFemale, 50 and over, Under 50, Private sector, Less than £20,000 per year

The biggest headache for registered managers is the local authority. Unelected officers who have no idea what it is like working at the coal face.Male, 50 and over, 50 to 499, Private sector, £20,000 - £30,000 per year

Questions really intresting and did draw attention to areas that i may not have considered my self! Female, 30 to 49, 500 or more, Not-for-profit sector, £30,000 - £40,000 per year



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NATIONAL SKILLS ACADEMY FOR SOCIAL CARE