Manford Deluxe Care Limited

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 Requires Improvement. 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 75 (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.

The services mission was to provide high-quality person-centred care and compassionate care that promotes dignity, independence and wellbeing in every individual we support. Service objectives were monitored through audits. People, staff and relatives were positive about the service. Staff told us the culture within the service was positive and they were supported when needed. A relative told us, “Yes, very responsive and friendly. Manford Deluxe is the best one we had; they are very supportive.”

Staff had a good understanding of the ethos of the service and were clear about their responsibilities. They understood their roles and told us they were supported by the management team. A staff member told us, “Culture is good, I like working for them. They are very supportive. They treat us equally.”

The management team operated an ‘open door’ policy where people, relatives and staff could speak to them at any time to ensure there was an open culture where concerns can be raised and acted upon. A staff member told us, “Management do listen and they are very open. They listen to everybody.”

Records showed the service had received a number of compliments for services provided to people. A compliment included, ‘We have received very good support and care for [person] throughout the year. We are happy with the way the company responds to care needs in general and especially under emergency situations. Team at Manford work well together to provide a good package of care to its client.’

The provider had inclusive leaders at all levels who understood the context in which they delivered care and support.

The management team knew people well and was committed in ensuring people received safe and effective care. This was done through seeking feedback from people, relatives and staff. Spot checks were also carried out to ensure staff delivered high quality care.

Staff meetings were held regularly by the management team. The agenda included discussion on care and support provided, spot checks, staffing and staff support.

Staff were positive about the registered manager. A staff member told us, “[Registered manager] is a good manager and very supportive and helps me when I need it.”

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

The service had a whistleblowing policy that included details on how to raise concerns both internally and externally, which allowed staff freedom to speak up.

A whistle blower is a person who exposes any kind of information or activity that is deemed illegal, unethical, or not correct within an organisation. Records showed and staff confirmed they had undertaken training to support their knowledge and understanding of how to keep people safe.

Staff knew how to use the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed to. A staff member told us, “If I see abuse, I can report this to my line manager and explain everything. I can report abuse to council and CQC if they don’t take any action.”

The provider valued diversity in their workforce.

Staff had been trained in equality and diversity and an equality and diversity policy was in place. Systems were in place for flexible working arrangements as shift plans showed staff were able to work flexibly. Staff did not have any concerns about a lack of support and were very positive about the service and the management team valuing diversity.

Staff told us they felt valued, supported, and respected by the management team. A staff member told us, “I like working for them, they are flexible.”

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

During our last comprehensive inspection, we found good governance systems were not in place to ensure people received safe and effective care. During this assessment, we found improvements had been made.

The provider implemented systems to monitor and improve service quality. This included a schedule of regular audits focused on reviewing care plans, making certain they were current and accurately represented each person’s needs and preferences. Checks were conducted regarding the management and administration of medicines.

The audits were completed by the registered manager, deputy manager and nurse lead. This meant management had oversight of the running of the service. Spot checks were also carried out to check staff competency when supporting people.

Staff were positive about the management of the service. A staff member told us, “I have no concerns, everything is going well, I am happy to work for them.”

The provider maintained an oversight of care visits, ensuring they occurred at the scheduled times and in line with established care plans, thereby supporting consistent and dependable service provision.

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 registered manager and staff told us they worked in partnership with health and social care professionals to ensure people were in the best of health at all times.

Records showed the service worked in partnership with health and social care professionals to ensure people received safe and effective support.

The provider focused on continuous learning and improvement across the organisation.

Systems were in place for learning and improvement. Improvements had been made since our last assessment with concerns relating to medicine management, pre-assessment processes and good governance being addressed and the breaches of regulation had been met.

The service had systems in place for learning and improvements with feedback being sought from people, relative and staff. The service also carried out regular audits to ensure there was a culture of continuous improvement.