NATIONAL SKILLS ACADEMY FOR SOCIAL CARE
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Transcript of 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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Which of the following words do you associate with your current job as a Registered Manager?
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
Which of the following words do you associate with your current job as a Registered Manager?
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
Which of the following words do you associate with your current job as a Registered Manager?
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
Which of the following words do you associate with your current job as a Registered Manager?
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
Which of the following words do you associate with your current job as a Registered Manager?
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
Which of the following licences do you have, in addition to being a Registered Manager?
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
Under 50 50 to 499 500 or more
Which of the following licences do you have, in addition to being a Registered Manager?
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
What are the main barriers that impact your day to day ability to provide quality care?
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
Under 50 50 to 499 500 or more
What are the main barriers that impact your day to day ability to provide quality care?
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Under 50 50 to 499 500 or more
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Private sector Public sector / other Not-for-profit sector
Considering the training courses and development opportunities you have attended, do you agree or disagree with the following statements?
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
Under 50 50 to 499 500 or more
Considering the training courses and development opportunities you have attended, do you agree or disagree with the following statements?
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
Under 50 50 to 499 500 or more
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
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 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
Under 50 50 to 499 500 or more
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 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
What are the MOST important skills you need to be successful in your role as a Registered Manager?
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
Private sector Public sector / other Not-for-profit sector
What are the MOST important skills you need to be successful in your role as a Registered Manager?
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
What are the MOST important skills you need to be successful in your role as a Registered Manager?
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
Gender Time as RM Region Organisation Org size Salary Training spend
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)
Gender Time as RM Region Organisation Org size Salary Training spend
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Under 50 50 to 499 500 or more
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
Private sector Public sector / other Not-for-profit sector
Who selects your non-mandatory training / development?
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
Under 50 50 to 499 500 or more
Who selects your non-mandatory training / development?
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
Private sector Public sector / other Not-for-profit sector
Who finances your non-mandatory training / development?
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
Under 50 50 to 499 500 or more
Who finances your non-mandatory training / development?
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
Private sector Public sector / other Not-for-profit sector
When do you attend these non-mandatory training courses / development opportunities?
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
Under 50 50 to 499 500 or more
When do you attend these non-mandatory training courses / development opportunities?
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Private sector Public sector / other Not-for-profit sector
What type of contact do you CURRENTLY have with other Registered Managers?
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
Under 50 50 to 499 500 or more
What type of contact do you CURRENTLY have with other Registered Managers?
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
What ADDITIONAL channels would you like to be made available to contact other Registered Managers?
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
Private sector Public sector / other Not-for-profit sector
What ADDITIONAL channels would you like to be made available to contact other Registered Managers?
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
Under 50 50 to 499 500 or more
What ADDITIONAL channels would you like to be made available to contact other Registered Managers?
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
What would be the main benefits to you of increased contact with other Registered Managers?
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
Private sector Public sector / other Not-for-profit sector
What would be the main benefits to you of increased contact with other Registered Managers?
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
Gender Time as RM Region Organisation Org size Salary Training spend
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
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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
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40k
(N=3
51)
Mor
e th
an £
40k
(N=1
70)
Unde
r £30
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=188
)
£300
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499
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41)
£500
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83)
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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
Please explain why you say this?
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
Please explain why you say this?
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
Please explain why you say this?
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
Please explain why you say this?
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
Under 50 50 to 499 500 or more
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
Private sector Public sector / other Not-for-profit sector
What, in your view, are the key factors that could transform the Social Care sector?
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
Under 50 50 to 499 500 or more
What, in your view, are the key factors that could transform the Social Care sector?
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
If you have any further comments or feedback, please use the box below.
COMMENTS: FINAL COMMENTS
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
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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
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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
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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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