Morley Manor Residential Home

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.At our last assessment we rated this key question Inadequate. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The management team and staff demonstrated a commitment to person-centred care and improving outcomes for people. Staff described a supportive and open culture, and our conversations confirmed the service values were at the heart of their role. Staff were involved in regular team meetings and described strong teamwork. Comments included, “Morale and teamwork is very good. Everybody pulls together.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager had the skills and commitment to support the service. There was a focus on genuine, positive outcomes for people, the development of staff and the quality of the service. The registered manager was approachable and visible, and we received very positive feedback about their role and impact on improvements at the service. Comments included, “[Registered manager] is open to suggestions and is very supportive. We can go to [registered manager] with anything. The service has really improved.”

The provider was active in the service and available to staff and people. They had recently dedicated time to have one to one meetings with staff to give them the opportunity to share their views. The provider spoke passionately about providing good support and care for people.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider had a whistleblowing policy in place, which included clear guidance to support staff to ‘speak up.’ Staff understood the processes to follow, should they have any concerns. Leaders ensured people knew and were able to exercise their rights.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider employed a diverse staff team. Human resource policies were in place to ensure staff understood their rights as an employee.

The provider had clear responsibilities, roles, systems of accountability and improving governance arrangements. They used these to manage and deliver good quality, sustainable care, treatment and support.

Audits and checks were in place to monitor the quality and safety of the service. The service had recently transferred to an electronic care planning system, and the registered manager had worked with people and the staff team to review and upload people’s care plans. The provider had commissioned the support of an external consultant to strengthen governance processes and oversight. Where recent audits had highlighted some shortfalls, action had been taken and details for any outstanding actions highlighted on a service improvement plan. The registered manager welcomed the increased oversight. The more detailed audits had only recently been implemented and required time to ensure they were effective in monitoring the quality and safety of the service. The provider had recently recruited a deputy manager to further support the role of the registered manager.

Call bell audits were not robust in assessing a clear picture of staff response times. We discussed this with the provider, and they told us they were working with the supplier of the call system to install additional software which would support improved checks.

The provider had policies in place, which were regularly reviewed.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider collaborated with the local authority who commissioned care and health and social care providers. The registered manager demonstrated they valued and welcomed partnership working. We received good feedback from stakeholders about the registered manager and staff. Comments included, “There is more compassion due to [name of manager’s] leadership, and their example and willingness to look at things differently.”

We also saw evidence of other strong community links, including places of worship, schools and a child-minding group. The registered manager was part of a local managers care group forum, which provided opportunities for support and networking.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

There was a culture of learning and improvement. Staff in all roles expressed a pride in working for the service and in the care and support they provided. We received positive feedback from a range of sources about the improvements at the service. The provider and the registered manager spoke passionately about future developments. These included electronic medication processes and further environmental improvements, including a summer house in the garden.