From Residential Worker to Registered Manager: Dan’s journey in Children’s Social Care

Daniel, Head of Home

Ten years ago, I stepped into residential care not really knowing what to expect. Today, I’m managing my own children’s home. Looking back, it’s been a challenging, rewarding, and transformative journey — and one that’s still evolving.

Where it all began

Before joining the local authority, I worked at McIntyre and Wingrove, supporting children with additional complex needs (ACN) for around three years. It was a role that gave me a strong foundation, but it was actually a conversation at home that set my next steps in motion. My wife, who also works in social care, had recently moved into a role with the local authority and mentioned some residential vacancies coming up.

I applied, and soon after, I started as a residential worker in Aylesbury.

At the time, I came in at the lowest band because I didn’t yet have the specific experience needed. But what stood out immediately was the support. Buckinghamshire Council backed me from day one, helping me build my skills, confidence, and qualifications.

Building experience and confidence

From those early days, I worked my way up to a senior role, then broadened my experience through secondments. I spent a year with the Family Support Service, followed by time in the Mental Health Support Team (MHST) with CAMHS.

Each step gave me a different perspective — more responsibility, new challenges, and a deeper understanding of the impact we can have on young people’s lives.

Eventually, I returned to residential care as an Assistant Head of Home. Not long after, I stepped into my current role: managing my own home for the first time as a registered manager.

That moment — signing off as the person responsible — really brought home how far I’d come.

Progression and opportunity

Over the past decade, I’ve worked across five or six different homes, learning from great managers and diverse teams along the way. I’ve also completed my Level 5 qualification, which has enabled me to take on a management role.

What’s been key is the opportunity to grow — not just upwards, but sideways. Moving between services helped me build a well-rounded skill set and kept my career fresh and engaging.

And the opportunities are only increasing.

When I first joined, there was just one children’s home within the council. Now there are six operational homes, with plans to expand to 18 across locations including Aylesbury, High Wycombe, Chesham, Amersham, and Leighton Buzzard.

Why growth matters

This growth isn’t just about numbers — it’s about outcomes.

Many young people are placed out of county, sometimes travelling hours to attend their original schools. By developing more local homes, we can bring them closer to their communities, support their sense of identity, and make family contact much easier.

It’s better for the young people — and ultimately more sustainable for the council.

At the same time, this expansion is creating real career pathways. Where opportunities were once limited, there’s now a clear ladder for progression. The introduction of in-house apprenticeships means staff can move from Level 4 through to Level 5, and even Level 7 qualifications.

If you’re motivated, the support is there.

Training, development, and support

One thing that’s always stood out to me is the level of investment in staff. From core training like Team Teach and first aid, to mental health champion roles and formal qualifications, there’s a strong emphasis on development.

Some colleagues have even gone on to complete social work apprenticeships, supported through residential pathways.

Just as important is the day-to-day support. This is a demanding job — you’re working with young people who have experienced trauma and may struggle to regulate their emotions.

But we don’t approach behaviour as something to punish. We work within a therapeutic, mentalisation-based model, understanding that behaviour is a form of communication.

And when things do escalate, the support is there. Regular team meetings, monthly supervisions, and reflective learning circles all create space to process and grow. After serious incidents, staff are given time to step back and debrief properly before completing reports.

It’s about care, for both the young people and the team.

The power of relationships

Despite the challenges, what stays with you are the relationships.

Young people may have difficult moments — there might be shouting, swearing, or frustration — but what’s important is what comes after. Often, they come back to repair things in their own way: an apology, a conversation, or simply asking to spend time together again.

That’s when you know the relationship is real.

Why representation matters

Diversity is something I care deeply about. At Lawrence Lodge, we’re proud to have a diverse staff team that reflects the young people we support.

Representation matters. It helps young people feel understood, seen, and able to connect. It also strengthens our team — we learn from each other’s cultures, experiences, and perspectives every day.

Looking ahead

When I first started, I had no experience in residential care. Those first few days were intense — but I’ve never looked back.

Even now, I’m thinking about what’s next. I regularly talk about my development in supervision, and I have a clear pathway for progression. I know what qualifications I’ll need and the direction I want to go.

Starting as a residential worker and progressing into management has been a journey I’m incredibly proud of — and one that’s far from over.

Ready to make a difference? Explore our current vacancies and apply today: jobs.buckinghamshire.gov.uk