Guidance

'Registered manager' role category

Updated 9 April 2025

Applies to England

This role category is focused on regulatory and legal requirements, running the service. It describes a group of similar roles. In different places, these roles may be called different things and/or have different role titles.

What people do in their work   

This section outlines the kind of responsibilities someone within this role category is likely to undertake as part of their role.

This role category supports people who need care and support to be able to live their lives. It could be across a variety of settings, delivering care and support:

• in people’s own homes
• in a residential setting
• through supported independent living

At this level you may still provide direct care and support but it will likely be focused on ensuring the service meets all its regulatory and legal requirements. This includes providing safe and effective person-centred care and support.

You will be responsible for ensuring your staff are effectively trained to deliver high-quality care while ensuring they are supported, recognised and valued.

You’ll be responsible for the day-to-day running of your service, making informed strategic decisions about how it operates.

Legal and regulatory status of the registered manager 

The management roles and structures in place across adult social care will vary according to the size and type of organisation. The role of registered manager comes with specific requirements set out in the Health and Social Care Act 2008 (Regulated Activities) and Care Quality Commission (CQC) guidance.

These state the expectations that registered managers must meet for their service to comply with CQC standards.

As a registered manager, you must:

• be of good character
• be able to properly perform tasks intrinsic to your role
• have the necessary qualifications, competence, skills and experience to manage the regulated activity
• have supplied documents that confirm your suitability

Difference between the registered manager and deputy manager role categories 

There are several differences between registered managers and deputy managers: 

• the registered manager’s role in regulation and statute as set out above
• all registered managers must have or be working towards a Level 5 Diploma in Leadership and Management (or equivalent)
• the registered manager’s primary focus is on organisation management, including statutory duties, leadership and external-facing responsibilities, including engaging with families and other professionals
• depending on the size of the organisation, roles in the deputy manager role category will often have a more explicit focus on people management and the day-to-day delivery of care
• the role category of registered manager remains flexible. For example, in many smaller organisations, the registered manager will be responsible for all aspects of the service

Values

Values are the foundation underpinning the behaviours: 

• kind, compassionate and empathetic
• honest, trustworthy and reliable
• respect
• courageous and principled
• see the whole person
• flexible, open and learning
• proud and positive

You can read more about the values in the ‘overview’ document on the Care workforce pathway landing page - see the section on ‘Universal sector values’.

The behaviours people must show (must do)

Behaviours are the way that values are demonstrated in practice. This section outlines the behaviours required to work within this role category. These are the things people might be doing in their job.

Behaviours for the registered manager role category have been developed in line with the above values and aligned with the Messenger Managers Code of Conduct (draft version). This is expected to be published in July 2025.

​Kind, compassionate and empathetic

You must lead with compassion, modelling and championing a culture of care, empathy, openness and inclusivity in your service .

Honest, trustworthy and reliable 

You must:

• demonstrate and set high standards of personal and professional behaviour, role modelling these attributes to the staff you lead
• establish boundaries between personal and professional responsibilities, leading others in your service to do the same
• acknowledge and take responsibility when a mistake is made, learn from the incident and actively work to ensure that the same mistake is not made again in the future

Respect   

You must:

• personally promote equality and diversity and ensures your staff are sensitive to people’s culture, age, gender, religion, race, sexual orientation and disability
• encourage and enable both staff and people drawing on support to be involved in decision-making, respecting and incorporating their views on how support should be provided
• treat everyone with dignity, sensitivity and respect using a convincing and authentic leadership style

Courageous and principled  

You must:

• promote and champion a culture of advocacy for the rights of people you support, ensuring people are provided with opportunities for a good quality of life through positive risk taking
• challenge yourself to try new things, supporting others to do the same

See the whole person  

You must:

• act as a leader in delivering person-centred support; you must lead a culture of co-production in your service, recognising the significance and value of the lived experience of the people drawing on care and support
• devote yourself to ensuring the contentment, health and wellbeing of the people drawing on care and support by putting them at the heart of what you do

Flexible, open and learning  

You must:

• act in a flexible, creative, innovative and proactive way when problem solving, taking account of best practice
• promote an open environment that encourages and values feedback and learning from incidents, taking responsibility for ensuring it is incorporated into practice
• champion, and lead others in the use of, reflective practice to help drive service and personal improvement

Proud and positive  

You must:

• take pride in your role in adult social care, empowering your staff to also take pride in the work they do, celebrating achievements and success
• role model a calm, measured and positive approach when managing complex or difficult situations

Working together  

You must act proactively to develop positive and collaborative relationships with your staff, external stakeholders and people who draw on care and support.

Professionalism

You must:

• act in an ethical and professional manner, role modelling evidence-based best practice and values
• take personal responsibility for the effective and safe running of the service at all times
• recognise the need for continual professional development to remain up to date and able to understand and follow appropriate regulations and practice updates or innovations

Knowledge and skills people should have  

Knowledge refers to what someone needs to understand to undertake the responsibilities of the role.

Skills are the ability to apply that knowledge in practice.  

This section outlines the knowledge and skills someone working in this role category should know and the things they should be able to do in their job.

Minimum knowledge and skills in this role category

You should have the baseline knowledge and skills from a previous role category. These could be:

• supervisor or leader
• practice leader
• deputy manager

If you are bringing baseline knowledge and skills from a supervisor, leader or practice leader role, you will need to rapidly develop your knowledge and skills to bring these in line with requirements for the deputy manager role category.

Internal registered manager induction 

This induction will be specific to each organisation.  

Development of knowledge

You should develop your knowledge in line with the manager induction standards​:

• leading and managing in adult social care
• supporting and developing teams
• regulation and governance
• effective communication
• working with partners
• leading a person-centred service
• safeguarding and mental capacity
• making decisions
• managing resources
• learning and innovating
• personal development and wellbeing

Progression 

You can move your practice to Level 5 competency through the Level 5 Diploma in Leadership and Management in Adult Care or through an apprenticeship - see the ‘Knowledge and skills breakdown for this role category’ section below for more detail.  

As a registered manager, you should complete training relevant to the needs of the people using your services and the environment your work in - for example, homecare, residential or supported living. This might include through relevant Level 5 optional units, or other qualifications, learning programmes and training available in the sector.

You should keep your knowledge and skills up to date through continual professional development. This might include:

• innovations to practice
• statutory and mandatory updates
• changes to legislation that might impact your setting or practice

You can also continue your development by moving your practice to Level 6 or Level 7 standard (optional).  

Digital skills

As part of registered manager knowledge and skills development, you should also develop both level 1 (digital skills for all) and, where suitable for the setting or role, level 2 (go further) skills from the Adult Social Care Digital Skills Framework.

Knowledge and skills breakdown for this role category

Understanding leadership and management in adult care 

You should:

• understand  leadership and management theories and styles
• understand leadership and management in adult care

Governance and regulatory processes in adult care​  

You should:

• understand legislation and statutory guidance that underpins adult care provision
• understand internal governance arrangements within your own organisation
• understand systems and requirements for the regulation of adult care services [note 1]
• understand the inspection process in adult social care [note 1]
• understand the inspection process in your own service [note 1]

Note 1: the highlighted knowledge and skills elements would not be required of those managers who do not need to be registered with CQC. 

Decision-making in leadership and management within adult care​  

You should:

• understand effective decision-making
• be able to demonstrate effective decision-making

Understanding business and resource management for adult care​  

You should:

• understand the principles of effective resource management
• understand the principles of effective human resources (HR) management
• understand market provision in adult social care
• understand integrated approaches in health and social care

Team leadership in adult care​  

You should:

• be able to provide leadership for a team
• be able to manage teamwork

Leading team learning and professional development in adult care​  

You should:

• understand the principles of learning and professional development in adult care
• be able to lead learning and professional development practices

Professional supervision in adult care​  

You should:

• understand the purpose and practice of professional supervision in adult care settings
• be able to provide regular professional supervision

Safeguarding in adult care​  

You should:

• understand requirements for safeguarding in adult care
• be able to lead the implementation of practices, policies and procedures to support safeguarding in adult care

Understanding mental capacity and restrictive practice in adult care​  

You should:

• understand mental capacity and consent
• understand the use and impact of restrictive practices
• understand what is meant by the term ‘least restrictive practice’
• understand how to use person-centred planning and strengths-based approaches to deliver least restrictive practice

Leading and managing partnerships in adult care​  

You should:

• understand the context of relationships and partnership working
• be able to lead effective relationships with individuals, carers and families
• be able to manage working relationships with colleagues in your own setting to achieve positive outcomes for individuals
• be able to work in partnerships with professionals and other agencies

Leading practice to manage comments and complaints​  

You should:

• understand the management of comments and complaints
• be able to lead your practice in listening and responding to comments and complaints

Leading the vision of an adult care setting or service​ 

You should:

• understand how to develop a vision for the service
• be able to lead commitment and implementation of the vision and future direction of the service

Continuous improvement within adult care​  

You should:

• understand continuous quality improvement in adult social care
• be able to lead continuous improvement in practice
• be able to lead a culture that supports innovation and change to improve outcomes for individuals
• understand how to implement effective change

Effective communication in leadership and management in adult care

You should:

• know how to use communication skills to achieve positive interactions
• know how to manage and resolve conflict
• be able to communicate effectively with others
• be able to develop communication practices that promote positive outcomes

Managing the effective handling of information in adult care​  

You should:

• understand effective information management
• be able to implement systems for effective information management

Leading person-centred practice​  

You should:

• understand person-centred, outcomes-based practice
• understand the value of person-centred practice in partnership working to enable individuals to achieve their desired outcomes
• be able to lead your practice to facilitate positive outcomes for individuals through person-centred practice
• understand the role of relationships in promoting health and wellbeing
• be able to lead your practice in recognising individuals’ relationships
• understand positive risk-taking in the context of supporting individuals
• be able to lead the implementation of practices, policies and procedures to manage risk and positive risk-taking

Leading a service that promotes health and wellbeing in adult care​  

You should:

• be able to lead a culture that promotes individuals’ wellbeing and independence in all aspects of day-to-day practice
• understand the importance of promoting individuals’ health and wellbeing
• be able to lead your practice in promoting individuals’ health and wellbeing

Leading and promoting equality, diversity, inclusion and human rights in adult care​ 

You should:

• understand equality, diversity, inclusion and human rights
• be able to lead a culture that promotes, values and celebrates equality, diversity, inclusion and human rights

Leading and managing health and safety in adult care​  

You should:

• understand health and safety requirements in adult social care
• be able to lead the implementation of health and safety requirements in adult social care
• understand effective risk management
• be able to lead the implementation of policies, procedures and practices to effectively manage risk

Professional development for leaders and managers in adult care​

You should:

• be able to demonstrate commitment to your own development
• be able to demonstrate a commitment to self-awareness
• be able to manage your own workload effectively

Personal wellbeing for leaders and managers in adult care services  

You should:

• understand your own wellbeing
• understand the importance of maintaining and improving your own wellbeing
• know how to maintain and improve your own wellbeing
• know how to manage your own stress and anxiety

Development of other knowledge and skills 

Understand how to mentor others [note 2]  

You should:

• understand the role that a registered manager has in relation to mentoring others
• understand the purpose of mentoring in adult care and the differences it has from coaching
• be able to develop a mentoring relationship with the mentee
• work in partnership with the mentee to set targets and review progress towards those targets
• work in partnership with the mentee to review progress towards targets and, when completed, set new ones
• mentor others in the delivery of adult social care

Understand how to coach others [note 2]

You should:

• understand the role that a registered manager has in relation to coaching others
• understand the purpose of coaching in adult care and the differences it has from mentoring
• be able to develop a coaching relationship with the person receiving coaching
• work in partnership with the person being coached to set targets and review progress towards those targets
• work in partnership with the person being coached to review progress towards targets and, when completed, set new ones
• coach others in the delivery of adult social care

Understand how to apply learning [note 2] 

You should:

• be able to apply basic counselling skills to support your team
• be able to apply mental health first aid
• be able to train the trainer (through completing ‘train the trainer’ learning)
• be able to assess learning (through completing assessor training)
• complete Oliver McGowan Mandatory Training on Learning Disability and Autism Tier 1 (if not done so already). Tier 2 can be undertaken in settings providing direct care to individuals with autism or a learning disability

Note 2: these learning outcomes have been carried forward from the supervisor or leader role categories. People working in the registered manager role category should also have these knowledge and skills.

Business skills 

You should:

• understand how to market a care setting in the context of a business
• understand how to grow and develop the business
• understand client acquisition and its importance for the business
• understand budget management
• be able to manage the rotas effectively
• understand how to communicate with future customers
• understand how to build relationships with commissioners
• be able to use data for advocacy
• be able to interpret reports

Leadership or soft skills 

You should:

• understand how to role model good practice
• show and practise emotional intelligence
• be adaptable and creative in management
• build trust in your setting, both between staff and with the people who draw on care and support and their loved ones
• be able to negotiate and persuade
• be able to apply critical thinking to your practice and setting
• understand how to manage your time management effectively
• understand how to manage difficult conversations both internally and externally
• understand how to have professional conversations both internally and externally, having confidence in yourself within these situations

Human resources (HR) management knowledge and skills 

Consider HR training courses relevant to your role.

Understanding HR practices  

You should:

• understand the role of HR management
• understand how HR management influences the business activities of an organisation

Understanding employment legislation  

You should:

• understand the requirements of employment law
• understand the role of employment contracts

Understanding employment rights and obligations  

You should understand the employer and employee expectations, including the employer and employee statutory rights and responsibilities.

Understanding the management of employees’ performance  

You should understand the management of underperformance in the workplace.

Principles of employee motivation, commitment and engagement  

You should:

• understand performance management
• understand reward and recognition
• understand how to carry out a performance review

Understanding recruitment and selection  

You should:

• understand the factors that affect an organisation’s talent planning, recruitment and selection policy
• understand recruitment and selection methods for the resourcing of talent
• understand how to manage the recruitment and selection interviewing process for a job role
• understand succession planning and its importance

Understanding onboarding and induction  

You should:

• understand the onboarding and induction process
• understand how to support the training and development process of individuals

Clinical skills  

You should:

• understand what clinical skills you and your staff need in your setting to deliver safe and effective care
• be able to compile a development plan for you and your staff to gain the requisite knowledge and skills necessary to deliver clinical care
• understand how to monitor and review the development of your staff to ensure they provide safe and effective clinical care moving forward and that knowledge and skills do not lapse
• understand what oversight of clinical care is appropriate and who should provide this oversight
• be able to engage with clinical oversight organisations or professionals to ensure that clinical level care is provided safely

Understanding of deprivation of liberty safeguards   

You should:

• understand what is meant by the term ‘deprivation of liberty safeguards’ (DoLS)
• understand why some people who draw on care and support may need to be deprived of their liberty
• understand what is meant by the term ‘best interest’
• be able to contribute to DoLS assessments
• be able to safely implement the restrictions agreed within a DoLS authorisation
• understand in what circumstances a DoLS authorisation might need to be reviewed
• understand who to contact to request a review of a DoLS authorisation

Understanding sources of funding and how to access them  

You should:

• understand how the care and support your service provides is funded
• understand when funding for a package of care might need to change
• be able to contribute to funding assessments

English and maths 

You should have functional skills in both English and maths.

Suggested learning opportunities 

Qualifications:  

• Level 5 Diploma in Leadership and Management in Adult Care​
• Level 5 Award in Understanding Digital Leadership in Adult Social Care
• Registered managers can also look to continue their development moving their practice to a Level 6 or Level 7 standard (optional).

Learning programmes:​ 

• Lead to Succeed​
• Well Led

eLearning:​ 

• Introductory Modules for Managers​
• Being prepared for CQC inspection​
• Improving your CQC rating​
• Delivering outstanding care​
• Leading Change Improving Care​
• updated continuing professional development (CPD) modules (Understanding Workplace Culture, Understanding Performance management and Understanding Self-Management)

Role category persona

Mira 

After spending the last 8 years working in a residential home, Mira has just been promoted to the role of registered manager. She has grown and developed throughout these 8 years, from being completely new to adult social care, to an experienced care worker and then team leader. During this time she has seen her knowledge and skills grow.

To formalise her learning, she has completed both a Care Certificate qualification and a Level 3 Diploma in Adult Care. During the last 8 years she has also tried to develop her skills within specialist areas.

She has supported a variety of people with a variety of care needs in areas such as dementia, end of life care and autism. She has the skills and knowledge to reflect this. Mira has also worked briefly as a deputy manager, supporting the registered manager within a care home.

Mira has recently been interviewed and appointed to a registered manager position within a new residential home in the organisation. As a CQC registered home, Mira knows that she will need to apply to be registered with CQC and have a ‘fit and proper person’ CQC interview.

When Mira hears the outcome of this application, confirming that she is registered to provide regulated activities, she can now start her role fully as a registered manager. In her role, Mira knows that she will have the ultimate responsibility for her new care home, for her new staff team and for the happiness and safety of the people drawing on care and support in the new home. 

When Mira starts her first day she has an induction with the interim registered manager. This induction includes an introduction to her new staff and the premises. There is also an update on the people and their care and support needs, who have already moved into the home to receive care and support.

Mira makes sure as part of her induction to introduce herself and to get to know the people better. Mira’s organisation also has an internal manager induction programme. Over the next 2 months she attends the induction programme sessions. This supports her to develop her knowledge in a variety of areas including leadership, business management and the legislation she will be operating under.    

Mira has an initial supervision with her area manager. As well as other topics covered, she agrees the further development that she will need to do and how this will be achieved. They discuss the manager induction standards where Mira has previously worked towards these standards in her role as a deputy manager.

As part of the internal induction programme they agree an expectation that she will meet all of these knowledge standards within 3 months. They also discuss the Level 5 Diploma in Leadership and Management in Adult Care.

Mira agrees that this qualification will help her develop further and bring her knowledge and skills in line with Level 5 competency. Her manager agrees to arrange for Mira to start the qualification with a quality assured training provider.   

Mira also recognises that she needs to develop her knowledge and skills outside of the qualification. She does some research for herself and finds the Well Led learning programme. After reviewing the available information on the programme, she speaks to her manager who agrees to make arrangements for her to enrol.

She reviews the digital skills framework to ensure that she has the appropriate knowledge in how to lead others in using digital technology. She also reviews the support plans of the people drawing on care and support, compiling a development plan for her and her team so that they can best support the people living in her residential home.

This development plan includes formal qualifications and learning programmes. It also includes informal training like shadowing and training from district nursing, for her and her staff. As she grows in the role, she continues to develop her leadership and other ancillary skills like business management, human resourcing and clinical skills.   

Years later, Mira is a knowledgeable and experienced registered manager. She has seen her setting and staff grow and develop, with the residential home recently awarded an ‘outstanding’ rating by CQC.

Mira is interested in how she can continue to develop. She considers the option of using her Level 5 qualification to progress to degree level learning through a variety of options including a degree apprenticeship.

She reflects on this and decides to progress with this, with her area manager making the arrangements for her to enrol on a suitable qualification. Throughout her role as a registered manager, Mira recognises the importance of putting people at the heart of care, ensuring that the people she and her team support in her home are given opportunities to live life to the fullest.