Sleaford Manor 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

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 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 delivering caring, person-centred support. Conversations with staff showed they understood and shared these values, describing a culture based on compassion, teamwork and putting people first. One staff member told us, “It is making sure the resident is at the centre of everything and in their twilight years they feel looked after and appreciated.”

The registered manager demonstrated a strong understanding of both the people using the service and the staff team. They were visible and approachable, and staff spoke positively about their leadership.

The provider worked in an open and transparent way, including working with external health professionals to ensure concerns were addressed and improvements made. This demonstrated a commitment to learning and improving care for people.

The provider had recognised challenges, including recent changes in systems and associated pressures on staff, and had taken steps to respond to this feedback.

Leaders at all levels demonstrated the skills, knowledge and experience to lead effectively. The registered manager had a strong understanding of the service and the people who lived there, as well as the staff team supporting them.

Staff spoke positively about the registered manager, describing them as approachable and supportive. They felt able to raise concerns and said these were listened to and acted upon. This reflected a leadership approach based on openness and honesty.

The registered manager worked collaboratively with external health professionals to ensure concerns about people’s care were addressed and improvements implemented. This demonstrated professional credibility and a commitment to delivering safe, effective care.

Leaders understood the challenges facing the service, including recent operational changes and increased scrutiny, and took steps to support staff through this period. This included responding to concerns, maintaining visibility within the service and seeking additional support where needed. Leaders promoted a culture of integrity and transparency, ensuring care was delivered in line with the provider’s values and supporting staff to provide person-centred care.

Systems were in place to gather feedback, including regular meetings with people living at the service. One person told us that when the new provider took over, a meeting was held to explain the changes. They described how staff took care to record information and go through it again afterwards to ensure people understood what had been discussed.

Staff feedback indicated that most felt able to speak up and raise concerns. However, some staff were less confident following recent changes within the service. The registered manager was aware of this and had worked to support staff, remaining visible and approachable and encouraging open communication.

The provider promoted a culture where staff were treated fairly and supported in their roles. Staff spoke positively about the team and described a supportive working environment. Feedback indicated staff generally felt valued and respected. They described good teamwork and said colleagues supported one another to deliver care.

Some staff told us they had found recent changes within the service challenging and were still adjusting to new ways of working. The registered manager recognised this and had taken steps to support staff, maintaining an open and inclusive approach and encouraging staff to share their views.

Leaders demonstrated an understanding of the importance of supporting staff wellbeing and promoting a fair working environment, ensuring staff were treated with respect and had access to support when needed.

The provider had clear systems of governance and accountability in place to monitor and improve the quality and safety of care. These included regular audits, oversight of incidents and structured review processes.

Records showed that incidents and accidents were analysed, with action plans developed to address identified issues. The registered manager and deputy managers followed up on these actions to ensure improvements were implemented and embedded into practice.

Systems were also in place to monitor key areas such as medicines management, infection prevention and control, and environmental safety. We saw evidence of regular audits, with clear actions identified where improvements were needed, supporting a proactive approach to risk management.

Information about people’s care, risks and outcomes was monitored and used to inform decision-making. Where concerns were identified, the service worked with external professionals and shared relevant information to ensure appropriate support and oversight.

Feedback from people and staff was also used to drive improvements. For example, concerns raised about meal quality and activities were acknowledged and acted upon, demonstrating how information was used to enhance people’s experience.

The provider demonstrated effective partnership working, supporting improved outcomes for people and ensuring services worked together to meet their needs.

Feedback from partner organisations was positive. A healthcare professional told us they visited the service regularly and described good communication and joint working with staff, including working together to plan and deliver care.

Records showed staff worked with a range of healthcare professionals to support people’s individual needs. We saw evidence of professionals being contacted appropriately and involved in people’s care, ensuring specialist input was sought when required.

Information about people’s needs, risks and care was shared with relevant professionals to support continuity and consistency of care. This helped ensure people received timely, coordinated support.

Systems were in place to review incidents, monitor performance and identify areas for development. Learning from incidents and audits was used to drive improvements in practice.

Records showed that incidents and accidents were analysed, with action plans developed and followed up by the management team to ensure improvements were implemented and embedded. This supported a proactive approach to improving the quality and safety of care.

Staff were supported through training and supervision to develop their skills and respond to people’s needs effectively, including in specialist areas such as dementia care and end of life support.

Leaders worked with external professionals to review care and implement improvements, ensuring practice was informed by current guidance and specialist input.

While systems for learning and improvement were well established, the provider had also recognised areas for further development, such as activity provision, and had begun taking steps to address these.