Valerie Manor

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 Outstanding. 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.

Leaders and staff at Valerie Manor were working towards a shared direction, although this was at an early and transitional stage due to a recent change in management. Staff understood that the manager was new in post, and they recognised that the manager was trying to establish their leadership approach and introduce improvements. Some staff told us they felt able to approach them and be listened to. One staff member explained that the manager had worked with senior staff to develop a plan and had shared this with the wider team, demonstrating an intent to involve staff in shaping the direction of the service. One professional said, “I have been in email communication with the manager who clearly wants to get it right for her patients.”

However, staff experiences highlighted frequent changes in leadership had impacted consistency and morale. The service had experienced frequent changes in leadership, with six managers in the past six years, which staff told us had affected consistency, morale and confidence. Staff told us that each new manager introduced changes quickly, which could feel overwhelming and contributed to uncertainty about priorities. One staff member said, “Each new manager brings in something new and it comes quickly at you.” Some staff reflected that the service had previously been very family‑orientated and that recent changes felt more traditional or task‑focused, with some concern that areas such as staffing levels, equipment and systems required more immediate attention than environmental redevelopment. This showed that while a strategic direction was being developed, not all staff felt that priorities were aligned with the pressures they experienced in their roles.

Despite these challenges, staff consistently spoke positively about their, and the managers, commitment to the home and to each other. Many described Valerie Manor as feeling like a home and said they enjoyed coming to work. They highlighted strong peer support within the team, which provided stability during periods of change. This supportive team culture helped ensure people continued to receive good care, even when some staff morale was low. One staff member said, “It's been chaotic for us carers. Someone else comes in and you have to go by the way they work. Luckily the team has stayed the same for a while. It’s given us our support we rely on each other for support.”

Staff morale was described as mixed, with some expressing frustration about outdated equipment and communication systems and feeling insufficiently supported by the owner and provider. These concerns indicated that, while leaders were determined to improve the service, there was further work needed to strengthen engagement, rebuild confidence and ensure staff felt valued and supported. Encouragingly, staff recognised that the manager was knowledgeable and motivated, and many felt that improvements were achievable given time, stability and appropriate support.

Leaders had the skills, experience and commitment needed to manage the service and promote safe, effective care. The manager was supported by a stable core staff team and demonstrated knowledge of people’s needs and risks. Professionals spoke positively about the manager’s engagement and responsiveness, describing them as motivated and focused on achieving good outcomes for people.

Staff described feeling unsettled by repeated changes in management approaches and rapid introduction of new systems. However, staff recognised that the current manager was relatively new in post and gave examples of them being approachable, open to feedback and willing to listen. Some staff felt involved in discussions about future direction after the manager worked with senior staff to develop an improvement plan and shared this more widely. One staff member said, “Its early days, (the manager) has got the knowledge and is determined. It'll be good just will take some time.”

People’s and relatives’ experiences of leadership were mixed. Some relatives were unfamiliar with the current manager due to recent changes; however, others described the manager as visible, friendly and contributing to improvements in safety, organisation and order within the home. This indicated that leadership presence and trust were beginning to develop but were not yet fully embedded.

Despite these challenges, staff consistently described a strong sense of compassion and mutual support within the team. Many spoke positively about working relationships and described Valerie Manor as “Feeling like a home.” Leaders were aware of areas where further improvement was required, particularly around staffing levels, equipment and communication systems, and acknowledged the pressure these issues placed on staff. This demonstrated insight into workforce experience and a willingness to address concerns, although further time and stability were needed to fully embed an inclusive and confident leadership culture.

Leaders encouraged an open service and office where staff could raise any issues about care and their roles.

Systems and processes were in place to enable people, staff and visitors to provide feedback about their experiences, and raise concerns anonymously if they wished. Information and guidance for staff on how to whistle blow were available should they need them. Processes were in place for staff to relay their views on the home.

The leadership team were clear and proactive on the approach to staff inclusion and equality, acknowledging with a workforce of staff who came from diverse backgrounds. Staff had received Equality and Diversity Training as part of their training within the service.

The provider ensured that protected characteristics of staff were considered as part of this approach. Staff were afforded flexible working arrangements to accommodate personal needs such as attendance at religious festivals and child commitments.

Staff were encouraged to develop and opportunities for development within the home were provided. Policies and procedures reflected relevant legislation and underpinned recruitment processes that ensured equal opportunities for all applicants. One staff member said, “When they were applying for another senior it was open to everyone. Everyone could apply everyone had that equal opportunity.”

There were clear and effective governance, management and accountability arrangements.

The provider had effective systems in place to manage the current and future performance. Quality assurance checks and audits were conducted to assess the quality of support being provided. Accidents and incidents were reviewed, while checks were consistently undertaken to review care plans, environmental compliance and health and safety for example. Leaders acted on information about risk and outcomes, and shared this with others when appropriate, such as clinical professionals and partners.

Regulatory responsibilities were understood by leaders and there were robust arrangements for the availability, integrity and confidentiality of data, records and data management systems.

Leaders implemented relevant or mandatory quality frameworks, recognised standards, best practices or equivalents to improve equity in experience and outcomes for people using services and tackle known inequalities. For example, the home was awarded the quality hallmark award for sustaining high quality care for people nearing the end of their lives.

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 service worked collaboratively with external professionals, including GPs, physiotherapist, tissue viability nurses, community matrons and the local hospice to support health outcomes and ensure coordinated care. Staff worked with local schools and fairs to enhance partnership working within the local communities.

Appropriate referrals for specialist and health support were made for people, where relevant and needed. Feedback from professionals was positive about staff approach and the good experiences and outcomes people received. One partner told us, “I find the staff good and helpful.” Another said, “I found the nursing team and the management to be very aware of both of these patients needs and advocated for them well.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

Clear systems were in place to identify, review and learn from incidents, and staff and leaders routinely discussed these together. This supported shared learning, accountability and a sustained focus on improving the quality and safety of care.

The provider had taken proactive steps to improve the environment and décor of the home, particularly to enhance access to and use of communal areas. In addition, further investment had been made in care planning and monitoring systems, which strengthened oversight of people’s care and enabled more effective monitoring of outcomes. Although staff raised concerns about the reliability of electronic recording due to poor internet connectivity, leaders were aware of this risk and were actively working to improve this.

Staff demonstrated a clear understanding of the need for ongoing improvement and were able to reflect on what was working well and what still required attention. They spoke positively about changes introduced by the new manager and provider, while also identifying priority areas for further development, including staffing capacity and equipment upgrades. This showed a reflective and improvement focused culture. One staff member told us, “There’s always room for improvement; you keep going.”