The Manor House Roundhay

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect. This is the first assessment for this newly registered service. This key question has been rated outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

Staff demonstrated consistently high levels of compassion, dignity, and respect in their interactions with people. During our observations, staff were patient, warm, and attentive.

People were well presented, comfortable, and supported to maintain their personal hygiene. Hair was washed and neatly styled, and clothing was clean and appropriate. People where appropriate, were clean shaven, and their appearance suggested that personal care routines were carried out thoroughly and respectfully. One relative told us, “My husband, and all the other residents, are always clean. If they spill on themselves, the staff discreetly take them to change.”

Relationships between staff and people were warm, trusting, and meaningful. Staff took opportunities to pause and chat with people, promoting social connection and emotional wellbeing. We observed staff knocking and awaiting permission before entering bedrooms, demonstrating understanding of privacy and personal space.

Interactions were consistently respectful, but also natural and friendly, with appropriate humour and light -hearted conversation helping to create a homely environment. Staff clearly knew the people they supported well and used this knowledge to enhance peoples’ experiences.

Relatives and external professionals were highly positive about the standard of care provided. One external professional told us, “I can wholeheartedly say to anybody, to come here as it is a great place. People don’t just ‘exist’ here, they thrive.” A family member also said, “From day one, from top to bottom, I have found everyone here seems to have the right attitude and want only the best for the residents.”

Feedback from multiple sources, combined with our observations, demonstrates a culture of exceptional care where people are valued and supported to live with dignity, comfort, and purpose.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff demonstrated an exceptional understanding of each person as a unique individual and consistently used this insight to shape highly personalised care and support. People’s protected equality characteristics were not only recognised but actively considered in every aspect of care planning and delivery.

People with physical disabilities were supported to access and fully participate in community life. Their communication needs were clearly understood, proactively planned for and consistently met, ensuring they were fully included in decisions about their care, treatment and daily routines. This approach maximised people’s independence, autonomy and wellbeing, resulting in care that was truly person‑centred rather than task‑led.

Activities were thoughtfully designed around each person’s interests, preferences and life history, and delivered with creativity. One person described the programme as “very inclusive,” and staff demonstrated adaptability, for example creating a mechanical fidget board tailored to an individual’s engineering background so they could remain engaged in a way that was meaningful to them. Relatives were warmly encouraged to take part, helping to strengthen family relationships and enhance people’s sense of control, identity and belonging.

External professionals praised the service’s culture and outcomes. One commented, “Two people specifically who I’ve placed here are like different people now and it’s such a joy to see them doing so well. There is always a lovely atmosphere here and they get everyone talking and joining in with things.” Overall, the service fostered a culture where people’s independence, choices and preferences were not only upheld but actively promoted.

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were consistently supported to exercise meaningful choice and control over all aspects of their daily lives, in ways that actively promoted independence, health and overall wellbeing. The service offered a wide variety of on‑site activities including art, music and games that were thoughtfully designed in direct response to people’s individual interests and preferences.

People had access to a comprehensive range of equipment specifically chosen to maximise independence and enable positive outcomes from care and treatment. Staff demonstrated excellent knowledge in supporting people to use this equipment safely, confidently and effectively, which in turn enhanced autonomy and personal control. People were continually empowered to make their own decisions, direct their routines and shape the support they received.

Staff consistently demonstrated an exceptional commitment to promoting independence, responding with flexibility and creativity to what mattered most to each person. For example, when someone expressed a preference for food not included on the menu, staff immediately adapted to accommodate their choice, ensuring their wishes were prioritised without hesitation.

Families and external professionals spoke highly of the progress people had made, describing individuals as thriving, more confident and increasingly engaged since moving to the service.

Their feedback reflected a culture where people’s independence, preferences and wellbeing were championed at every opportunity.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

We observed that staff responded promptly to call bells and to direct requests for assistance, ensuring people’s needs were met in a timely manner. Call bell response times were regularly audited, with clear evidence of ongoing monitoring and actions taken to drive further improvement.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff told us about recent changes to the service’s management structure and said they continued to feel well supported by the management team. One staff member said, “The managers will ask if we are happy or if we have any concerns, which is good.”

Staff wellbeing was promoted through regular wellbeing checks and routine supervision. The service operated an open-door policy, enabling staff to raise issues or seek support at any time. Staff were encouraged to take their allocated breaks, and managers reinforced the importance of doing so.

The provider also recognised staff achievements. An “employee of the month” scheme was in place, and visitors could nominate staff for positive feedback through the signing-in app at the entrance. Staff who received compliments were acknowledged at the daily flash meetings, where they were given a round of applause.