Turning Point - City of Manchester Learning Disabilities Supported Living

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.

This is the first assessment for this service registered in July 2024. This key question has been rated 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 82 (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 provider’s statement of purpose set out a commitment to person‑centred values and recognised that each person’s needs were different and often complex. Managers reinforced this approach by ensuring person‑centred assessments and records, alongside high‑quality holistic assessments of needs and risks. The service emphasised the importance of people knowing the home belonged to them and feeling part of a community, where they were involved in the day‑to‑day running of their home and decisions about any environmental changes.

Staff understood and embraced this culture and the organisation’s values, applying them in their daily work. One staff member told us, “People who use the service are supported in all aspects of their personal relationships and wellbeing. Staff provide guidance in a respectful, person‑centred way, ensuring individuals have access to appropriate information to make informed choices.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Leaders remained visible and accessible to everyone. They demonstrated strong knowledge and skills and held the necessary qualifications for their roles. Person‑centred practice, inclusivity, rights, choice, and advocacy were well embedded and actively promoted throughout the service. Leaders went above and beyond to challenge discrimination and oppression within the community. They understood their responsibilities and what was expected of them, and they shared their knowledge to ensure staff remained skilled and confident.

People, relatives, staff, and professionals consistently spoke highly of the service and its management. One social care professional told us, “I only have good things to say about the service – strong leadership, good communication. Positive risk-taking attitude and really inclusive service for the people who live there… They are fantastic service and I can’t praise them enough to be honest. Never had any concerns and if I did, I know they would be resolved quickly due to the staff team and management being fantastic.” Another said, “[Registered manager] is an excellent manager who has made many improvements especially since Turning Point took over the service”.

A relative told us, “Since [registered manager] joined and his style of management its now better informed and better managed, before [Turning Point] it was more regimented and not as comfortable, now it’s more like a house of people getting along and run professionally, we can’t believe how lucky we have been”. Another relative described the managers as “brilliant”, and a further relative praised the organisation, saying they were “Very lucky with what we have since Turning Point took over”.

Observations showed leaders knew people very well. People and managers interacted naturally, and it was clear that individuals and staff were relaxed and familiar with leaders. Managers explained to us the best ways to approach and communicate with each person, often involving sensitive introductions by a manager or key worker. One person told us they felt sad that managers were not using a second lounge as an office, as they enjoyed having them around.

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

The provider maintained an up‑to‑date whistleblowing policy, which staff confirmed was in place and accessible should they need to raise concerns about the home or its management. When asked, staff explained clearly what they would do if they needed to escalate concerns. They told us they felt confident that any issues they raised would be addressed appropriately.

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 registered manager promoted an inclusive workplace and treated staff fairly. Discrimination within the community was challenged through joint initiatives with other agencies; helping people understand why fairness and respect were important for everyone. The service implemented policies that upheld equality and diversity and ensured opportunities were offered consistently throughout the organisation.

Staff told us they were treated well and felt supported by the provider. One staff member described how they asked adjustments to their rota and said they were fully supported with the request and the necessary changes were made.

Staff were given time and space for prayers when required.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider operated a well‑embedded and well‑utilised electronic recording system, which supported robust auditing and governance processes. Various audits were carried out and information from the systems contributed to oversight by managers and head office. Records showed consistent monitoring, auditing, reporting, and the completion of required actions.

Medicines records were not stored electronically but were subject to regular audits. Senior staff checked medicines several times each week, and electronic care records included photographic evidence of daily signed medicine charts. Records we reviewed showed that audits had some areas of improvement, these had been reported, addressed and monitored to good effect.

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

Managers and staff worked in partnership with other organisations to achieve positive outcomes for people. We saw evidence of attendance at multidisciplinary meetings, care reviews, and best‑interest meetings, which ensured people received a good standard of care and that responses to risk were proportionate.

Care records showed that input from social care, GPs, health professionals, housing providers, and other professionals was consistently sought, clearly documented, and acted upon. Advice from professionals was implemented without delay and reviewed regularly.

The provider’s commitment to partnership working and community involvement ensured people’s experiences extended meaningfully beyond the service. The registered manager built strong and effective partnerships with a range of external organisations and focus groups. These partnerships brought benefits to people, including enhanced training on oral care, relationships, and end‑of‑life care.

The registered manager’s achievements had been recognised by external agencies. He was awarded the Greater Manchester Health and Care Champions Award of 2024 and was invited to Downing Street and to the Lord Mayor’s Tea in recognition of the work he and his team carried out at the service. These partnerships also supported wider recognition of the service and promoted inclusivity and community cohesion. Such collaboration ensured people remained visible, valued, and included within wider society.

People were encouraged and supported to take an active role in their community. Staff supported individuals to attend local events, join social and focus groups, and participate in activities that built friendships, confidence, and a sense of belonging. Where people would benefit from further support, staff offered suggestions and options for them to consider. The community had also been invited to the bungalows for the opening of the front garden.

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.

The registered manager enhanced learning on language used with the services self-developed 'Guide to Speaking Without Stigma’. This included training, reflective tools and language audits to promote understanding and reduce discrimination and oppressive language.

The provider maintained electronic records and used these effectively to monitor, refine, and improve practice, ensuring records remained clear, accurate, and person‑centred at all times. Suggestions for improving daily case note recordings were actioned, and the provider continually monitored the system for effectiveness.

Policies and procedures were in place to manage accidents, incidents, complaints, and compliments. The provider monitored all incidents and accidents, and managers actively involved staff in learning lessons and supporting changes in practice. Knowledge was shared with the wider team as required following any incident.

The provider had a clear reporting structure that was open to all. The local authority told us the provider reported appropriately and maintained good communication on relevant matters.

Staff team‑meeting minutes showed ongoing learning, reflection on the support provided to people, and staff suggestions for new activities or ideas.