Manley Court Care 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.

People were receiving a service that was well led.

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 manager had clear values which were shared with the staff. They told us their aim was to provide the staff team with management continuity and enable them to progress within their roles. They wanted to run a service where people were well cared for, and staff felt the service would be a happy place for their own family members to live. They wanted to embed this culture within the service. A staff member told us, people using the service received excellent care, and teamwork was strong throughout the service. Another staff member said, “The workers are very compassionate. We bond with the residents.”

There were capable and inclusive leaders. The provider did not have a registered manager in post. The current manager had been working at the home for 2 months. They had applied to CQC to become the registered manager for the service. They told us they were supported by an experienced deputy manager and a regional support manager. The regional director and managing director regularly visited the service to offer support and advice, they said they were well supported by the whole management team. They also attended monthly face to face meetings with managers from other care homes to share good practice and discuss any ongoing issues.

There was a 24 hour on-call number where they could contact managers if they needed any advice or support. Staff were positive about how the home was run and about the support they received from the manager. One staff member told us, “The manager is always available and provides great encouragement.” Another staff member said, “We are getting to know the new manager. They are beginning to introduce changes, but some staff are upset by it, but I think it’s for the best. The manager could listen to staff more though especially if they complain or are distressed.”

There were systems to enable staff to speak up. We saw the minutes from recent staff meetings and action plans from surveys. Issues discussed at the last staff meeting included staff training, activities, wellbeing, feedback on staff performance, the new call bell system and lessons learned. Actions completed following the staff survey included introducing an open-door policy and establishing a weekly home manager surgery. A staff member told us they could raise any issues they had by using the providers speak up policy.

The provider supported staff to feel included and treated them with equity, taking account of their individual needs. The deputy manager told us people’s cultural and religious needs were respected and catered for. For example, there were areas within the service where staff could pray in private and staff rotas were flexible so they could attend their places of worship or celebrate cultural events.

During Black History Month staff dressed in traditional attire, the chef cooked diverse cultural foods and shared this with other staff and people using the service.

During our inspection (Published 27 February 2023), we found a breach of our regulations because the provider had failed to ensure effective monitoring of the service. At this inspection we found that improvements had been made, and the provider was no longer in breach of this regulation.

The provider had systems for monitoring and improving the quality of the service. We saw reports from monthly audits carried out by the provider. These looked at areas such as staff training, safeguarding, activities, maintenance, call bells, they observed people’s mealtime experience, reviewed care plans and carried out a check on some people’s medicines. We also saw a quality improvement plan. These confirmed shortfalls had been met, for example ensuring call bell analysis was completed fully each week, end of life care plans were made more person centred and the findings from staff file audit were actioned.

Audits and checks were in place to oversee good service delivery and ensure people’s safety. These covered areas such as medicines, weekly call bell, health and safety, infection control, care plans and mealtime audits. Checks were also carried out on the environment, wheelchairs, baths, call bells and hoisting equipment. We saw an action plan which was developed in response to the local authority’s contract monitoring report. This indicated that recommendations made by the local authority were either met or work was in progress to meet them. An officer from the local authority commissioning team told us the service acted on their advice. The service remained committed to raising quality standards for their residents.

We also saw a report from a monthly unannounced night audit carried out at the service in September 2025. The manager told us these checks were carried out to make sure staff were providing people using the service with effective night-time care and support.

The service worked in partnership with health and social care organisations. A member of the CHIT told us the new manager seemed very good - very caring about staff, responsive to CHIT when they emailed them about anything, and was happy to discuss issues with CHIT.The manager told us they attended provider forums run by the local authority where they learned about and shared good practice with other care home providers. Issues discussed at a recent forum included a shared medicines IT system linked with hospitals, paramedics, GP practices and pharmacists. They told us this would benefit people using the services for admissions and discharges from hospital as they and all professionals would be aware of people’s medicinal needs.

There were systems for learning. These included regular training sessions for staff, team meetings and staff supervisions. The manager discussed learning from accidents, incidents and complaints with staff.