Shipley Manor Care Home

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

This is the first assessment for this newly registered service. This key question has been rated Good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.
 

This service scored 83 (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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People were supported to take an active role in their care assessments, with assistance offered where necessary to promote meaningful involvement. This approach contributed to care planning that reflected each person’s individual needs, preferences, and abilities.

People we spoke with expressed confidence that staff had a good understanding of their needs and felt the assessment process had been thorough and inclusive. Relatives told us they had been involved in key decisions and felt their input was welcomed and valued.

Assessment records were comprehensive and tailored to the person. We saw that reviews were carried out regularly to ensure care plans remained up to date, particularly when there were changes in a person’s condition or circumstances.

The service showed a clear focus on person-centred care, with systems in place to ensure that people’s needs were continually understood and responded to in a timely and appropriate way.

The provider demonstrated a good understanding of evidence-based practice, with clinical monitoring tools in place to support the delivery of care in line with recognised guidance. Most tools were being actively used and embedded within individual care plans to help guide staff in delivering safe and effective care.

We observed that clinical assessment tools, such as the Waterlow pressure ulcer risk assessment, were in use and informed the development of repositioning schedules and skin integrity monitoring. The Waterlow tool helps identify individuals at risk of developing pressure ulcers by assessing factors such as mobility, skin condition, nutrition, and overall health. These tools were generally well integrated into care planning, helping staff to respond proactively to clinical risks.

However, during the assessment, we identified 1 person assessed as high risk on the Waterlow scale who did not have a current monitoring record in place for their pressure relief. While this posed a potential risk to their skin integrity, we noted that the issue was promptly identified and addressed by the management team. Deputy managers took immediate steps to assign relevant tasks in the electronic care system (PCS), ensuring repositioning was clearly documented and could be tracked going forward. We noted there had been no issues or deterioration in the persons skin integrity and they were in receipt of regular personal and continence cares. No harm had occurred to this person.
 

There was a deeply embedded culture of collaborative working across the service, with staff demonstrating a highly proactive and coordinated approach to working with both internal teams and external professionals. This seamless partnership working ensured people received care that was consistently well-informed, timely, and tailored to their changing needs.
Staff worked in close collaboration with a wide range of healthcare professionals, including GPs, district nurses, speech and language therapists (SALTs), and chiropodists. Referrals were made promptly, and staff followed professional guidance meticulously. Communication between the service and visiting professionals was exceptionally strong, with clear systems in place to ensure information was shared effectively and actioned without delay. This led to demonstrably positive health outcomes and ensured that people’s care was safe, responsive, and based on current clinical advice.
What set the service apart was the way it extended its partnerships beyond clinical care, actively engaging with specialist and community organisations to enhance people’s wellbeing. This included meaningful involvement with the local Veterans group, which gave individuals a sense of identity and connection, as well as access to religious sermons and local community groups that supported both spiritual and emotional wellbeing.
Staff showed an excellent understanding of how external partnerships enriched the lives of the people they supported, and they worked creatively and consistently to maintain these relationships. For example, 1 person was supported to maintain contact with a community group that had been significant to them prior to moving into the service, helping to preserve their independence and sense of purpose.
There was clear evidence that collaborative working was not only prioritised but embedded as part of the service’s ethos. Staff across all roles worked as a cohesive team, alongside external professionals and groups, to ensure people received holistic, joined-up care that improved their quality of life.
 

The service went above and beyond to support people to lead healthier, more active lives in ways that were tailored to their individual needs, preferences, and goals. Promoting health and wellbeing was embedded in the culture of the service, and staff demonstrated a deep understanding of how to support each person to maintain and improve their physical, emotional, and mental health.
People were actively encouraged to make healthy choices around food and drink, and menus were diverse, nutritionally balanced, and reflective of people’s individual preferences, cultural backgrounds, and dietary requirements. Meals were home-cooked, appetising, and mealtimes were seen as a positive, social experience that supported both nutrition and emotional wellbeing. The kitchen team showed innovation and attention to detail in meeting specific dietary needs. For example, cooks had implemented new techniques for presenting puréed meals in a way that resembled the original food, moulding puréed vegetables, meats, and desserts to look like their solid counterparts. This not only supported dignity in dining but also encouraged greater appetite and enjoyment for people with swallowing difficulties. Where people had specific health needs, such as diabetes or dysphagia, staff worked closely with dietitians and speech and language therapists to ensure tailored support was in place.
Access to regular physical activity was a clear priority. The service provided a range of inclusive and engaging in-house activities designed to promote movement and maintain mobility, such as gentle exercise groups, and chair-based exercises. These were adapted to suit different ability levels, helping people to stay active regardless of their physical condition.
Importantly, staff also recognised the value of outdoor activity and connection with the local community. People were regularly supported to go out for walks in the local area, helping to maintain cardiovascular health, reduce the risk of falls, and support mental wellbeing through access to fresh air and nature. Staff facilitated trips to local parks, shops, and cafes, and supported people to continue routines they had enjoyed prior to moving into the service, such as attending faith groups, joining community events, or going shopping.
People told us they felt their wellbeing had improved since moving into the service. One person said, "I can go out walking here along the canal, I love it." Relatives also spoke positively about how the service supported people to remain physically and socially active, which they felt helped reduce isolation and kept their loved ones healthier and happier.
 

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.
People told us they felt well cared for, with their needs consistently met in a way that respected their preferences and promoted their wellbeing. Relatives we spoke with also confirmed this view, highlighting the positive impact of the care provided and the confidence they had in the staff team.
Staff demonstrated a strong understanding of how to monitor and respond to clinical needs, particularly in relation to nutrition and hydration. Where people had identified risks, such as unintentional weight loss or swallowing difficulties, appropriate assessments were in place. Staff were confident in monitoring food and fluid intake and understood how to implement guidance in line with the International Dysphagia Diet Standardisation Initiative (IDDSI). They were able to clearly describe the different IDDSI levels and how these applied to individuals receiving modified diets.
There was a coordinated approach across the whole staff team in responding to people's changing needs. The kitchen staff, in particular, showed excellent awareness of individual dietary requirements and were highly responsive in adapting meals to meet these. They received regular updates on care plans and risk assessments, ensuring that meals continued to meet clinical requirements while remaining appetising and dignified. This contributed to positive nutritional outcomes and encouraged people to maintain a healthy intake.
Staff and managers demonstrated a clear focus on improving people’s quality of life through regular review, observation, and adjustment of care. We saw evidence of outcomes being monitored and care plans being updated accordingly, enabling the service to remain responsive and person-centred. This included ensuring people’s personal goals and preferences were regularly discussed and embedded into care delivery.
Overall, systems were in place to ensure that people's health and wellbeing were closely monitored, and staff used this information effectively to adapt care and support in a timely way. This led to improved outcomes and helped people to maintain their independence, comfort, and dignity.
 

The service demonstrated a clear and consistent approach to obtaining and reviewing consent, ensuring that people’s rights, preferences, and capacity were respected at all times.
We saw documented evidence that consent to care and support was obtained prior to admission, as part of the initial assessment and care planning process. This consent was not treated as a one-off event but was reviewed regularly through formal care plan reviews and day-to-day interactions. Where people had the capacity to make decisions, they were actively involved in giving or withholding consent, and this was clearly recorded in their care notes.
Staff consistently gained verbal consent before providing personal care or support, checking that the person was comfortable and ready for the task. This respectful approach promoted dignity and autonomy, and people told us they appreciated being asked and included in decisions about their care. One person said, "They always ask me before they help, I feel like I still have control."
Where people lacked capacity to make specific decisions, staff followed the principles of the Mental Capacity Act 2005. Best interest decisions were recorded appropriately, and involvement from family members or advocates was documented. This ensured that care was delivered lawfully and in line with each person’s known wishes and preferences.
Staff had received training on consent and mental capacity and demonstrated a good understanding of how and when to apply this knowledge in practice. This helped reduce the risk of care being delivered without proper authority and ensured that people were supported in a way that respected their legal and human rights.