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My journey to becoming an award-winning registered manager and co-chair of a 不良研究所 local network for managers

Kam Gill, Registered Manager, Walfinch Oxfordshire, shares her story about becoming an award-winning registered manager and how she plans to fulfil her new role as co-chair of a 不良研究所 local network for managers.

My path to becoming a registered manager has been a unique and rewarding journey. It all began with my graduation as a dental technician. After completing my education, I took a break to get married and raise my children. When I returned to the dental field, I found that things had changed significantly, and I realised it was no longer a job that would make me happy.

Around this time, my brother Amrit, who runs a domiciliary care business, needed help with a specific client. A Punjabi-speaking woman needed assistance to go to the gurdwara twice a week and with cleaning her home. I stepped in to help, providing care twice a week. The experience was incredibly fulfilling; seeing the smile on her face made it all worthwhile and I felt like this was something I could do long term.

As time went on, Amrit needed assistance with recruitment and asked if I could help for about six months. This short-term opportunity soon expanded into a deeper involvement in the day-to-day operations of the business, and I began coordinating care and gradually took on more responsibilities.

Recognising my growing passion and potential in this field, Amrit suggested that I pursue my Level 5 Diploma in Leadership for Health and Social Care, something that I thought could really help me in my budding social care career.

After completing the qualification, I decided to take a significant step forward. In 2016, I established my own branch of the business, beginning of a new chapter in my professional life. Looking back, my journey has been unconventional, but each step has led me to where I am today. I'm proud of the path I've taken and excited for the future as a registered manager, committed to making a positive impact in the lives of those we support.

Winning a local Registered Manager Award, being a finalist for the Palliative Care awards and receiving a Highly Commended accolade for a Frontline Leader Award

Winning an award and being a finalist and receiving a highly commended accolade elsewhere is incredibly humbling and meaningful to me. This recognition helps me to realise how much those we support, and the care community, value the hard work and dedication of our entire team. It means a great deal to be acknowledged by peers and experts in the field, and it validates the efforts we put into providing the highest quality care we can.

The Dementia Care Registered Manager Award is particularly special because it highlights our commitment to improving the lives of individuals living with an incredibly challenging condition. Being a finalist for the Palliative Care Awards also emphasises the importance of the sensitive and crucial support we provide to those at the end of life, ensuring dignity and comfort during such a critical time.

I believe there are several things that we did that led to these awards. First, we have spent time carefully selecting our team and listening to their needs and what makes them happy. Second, we provide robust and extensive training to staff supporting people in various situations, such as those living with dementia. Finally, we have adapted electronic systems to streamline our operations, allowing for monitoring and adjustments to care plans as needed. All of this is part of what makes us an exceptional provider.

Eddy McDowall, CEO at Oxfordshire Association of Care Providers had this to say about Kam:

Becoming co-chair of 不良研究所’s Oxfordshire Registered Manager Network

I’m delighted to take on the co-chair role for my local network, representing another step in my growth within the sector. Being actively involved in a professional network is immensely and personally fulfilling and I strongly encourage other managers to get involved in their local network, as it not only supports personal and professional development, but it also contributes to the broader goal of improving the quality of care across our sector.

By participating in 不良研究所’s local networks, managers can collectively advocate for the needs and concerns of the care sector. This unified voice can influence policy and decision-making at higher levels, ensuring that the interests of both care providers and those we support are represented and addressed. Engaging with other managers through local networks also opens up numerous networking opportunities.

As co-chair, I am committed to encouraging others to improve, share, and champion the registered manager role. I wanted to share a little about what I hope to do for the network in the future:

• Continue supporting a welcoming and inclusive atmosphere within the network where managers feel comfortable sharing their experiences, challenges, and successes.
• Promoting open communication and collaboration, we can learn from one another and collectively find innovative solutions to common issues.
• Regularly share best practices and success stories. By showcasing examples of excellence in care, we can inspire and motivate others to adopt similar approaches in their own settings.
• Establish a mentorship programme within the network to provide guidance, support, and encouragement. This peer-to-peer support system can help managers navigate challenges and grow in their roles.

My top tips for registered managers

I wanted to take this opportunity to share some tips for other registered managers, whether you’ve been in post for a long time, or are a new or aspiring manager, as there were several things I’ve taken from others to help me become successful in my role.

• Prioritise tasks: Use tools like to-do lists and digital calendars to keep track of daily tasks and long-term goals. Prioritise tasks based on urgency and importance.
• Document everything: Keep detailed records of interactions, incidents, and care plans.
• Open channels: Maintain open lines of communication with your team, clients, and their families. Regular check-ins and team meetings can foster a culture of transparency and trust.
• Training programmes: Provide ongoing training and development opportunities for your staff. This keeps them updated with the latest care techniques and regulatory requirements.
• Digital tools: Utilise digital tools and software for care management, scheduling, and communication. This increases efficiency and reduces administrative burdens.
• Individualised care plans: Develop personalised care plans that cater to the unique needs and preferences of each client. Involve clients and their families in the planning process.
• Regular reviews: Regularly review and update care plans to ensure they remain relevant and effective.
• Build relationships: Develop strong relationships with local health services, community organisations, and other stakeholders. This can enhance the support network for your clients.
• Community involvement: Encourage staff and clients to participate in community events and activities. This fosters a sense of belonging and social engagement.
• Proactive approach: Address issues proactively rather than reactively. Encourage a culture where staff feel comfortable reporting problems and suggesting solutions.
• Take breaks: Ensure you take regular breaks and time off to avoid burnout. Your well-being is crucial to effectively managing the team and providing high-quality care. I have seen how this really helps clear the mind and properly rest. It could be a long weekend a few times a year. I have recently started going away after years of not taking a regular break.

I hope my story has been informative and helpful for those who have read it. I’m excited for the future of our sector and to be helping other registered managers progress in their roles through the 不良研究所 Registered Manager Network.

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