Manton Heights Care Centre Also known as Ranc Care Homes Limited

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. At our last assessment we rated this key question requires improvement and there was a breach of regulations in relation to governance. At this assessment, the rating has changed to good, and the provider is no longer in breach of regulations. 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 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 promoted a clear vision and set of values that focused on dignity, equality and person‑centred care. Staff understood these values and applied them in their daily work. The culture was open and inclusive, and staff felt able to speak up and share ideas. Managers led by example and promoted kindness, respect and compassion.

Staff worked with people, relatives and partners to understand needs and shape the support provided. Care reflected people’s needs, backgrounds and preferences. Staff showed awareness of equality and diversity in their practice.

Managers monitored the quality of care and used feedback, audits and discussions with staff to identify improvements. They understood the challenges in the service and took action to address them. Their focus was on maintaining safe, high‑quality care. Overall, there was a positive culture where staff felt supported and worked together to deliver person‑centred care.

The provider had inclusive leaders at all levels who understood the context of the service and the needs of the people they supported. They demonstrated the organisation’s values in their work. The management and senior teams were visible, approachable and demonstrated the skills and experience needed to lead the service effectively. Staff said they felt supported and described managers as open, honest and willing to listen. Managers led by example and promoted a culture of respect, inclusion and teamwork.

Some people, relatives and staff said the number of changes in management in the last few years had been challenging. However, they spoke very positively about the new manager and felt optimistic about improvements. A relative said “[The Manager] is making a huge effort to change things. The first time [they] did a meeting there were15 people there and they all had things they wanted dealt with and [Manager] has done it.”

The manager had submitted their application to register with CQC although this process had not been completed yet. However, they understood their role and responsibilities well. They showed a clear awareness of the challenges within the service. They responded to concerns raised during the assessment and supported staff to improve so they could achieve and then maintain good care.

Theproviderpromoted an open culture where staff felt able to speak up. Staff said they could raise concerns and felt confidentthemanagerand senior teamwould listen and act. Managers responded appropriately to issues and shared learning to improve practice.

Staff said the manager was approachable. Amember of staff said, “The new manager is lovely and approachable.In the past managers have not been approachable andit has been difficult speaking with them.”Another member of staff said,“Ifeel 100% well supported and I have no worries about speaking up andknow I will be listened to.”Policies supported whistleblowing and raising concerns, and staff knew how to access these.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for employees. The manager promoted an inclusive and fair culture where diversity in the workforce was valued. Staff said they were treated with respect and felt able to be themselves at work. Managers supported equality and took steps to ensure staff were treated fairly, including making reasonable adjustments where needed. For example, during Ramadan, the manager made sure there was a meal available for staff on duty each day when the fasting period was over.

Staff had opportunities to share their views and felt confident these were listened to. Leaders were aware of the need to prevent discrimination and were committed to taking action if concerns were raised or identified. Policies and processes supported equality, diversity and staff wellbeing.

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. The regional manager told us they had started to introduce improvements in systems to strengthen governance.

Managers used information about risk, performance and outcomes to oversee the service. They carried out regular audits and used information about performance, risks and outcomes to identify improvements.

Systems were in place to manage risk, monitor quality and support continuous improvement. Where issues were identified, action was taken to address these, and progress was reviewed. The provider submitted most notifications to CQC as required. Where we identified these had been missed, the manager acted quickly to address this and strengthen processes. Information was shared appropriately and securely.

The manager recognised that records and documentation needed improvement. They had a clear plan to address this, including mentoring, training and increased supervision for staff. Overall, systems and processes supported good governance, with ongoing improvements in place to strengthen consistency and quality.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. Staff worked effectively with partners to ensure care was coordinated and responsive to people’s needs. They communicated clearly with other services and shared information appropriately, so people experienced consistent and joined‑up care.

Staff understood the range of services available and made timely referrals when needed. They worked with healthcare professionals and other partners to respond to changes and improve outcomes. For example, the team on the ABI unit worked with local hospitals to improve the transition process from hospital to the service.

The service was actively involved within the local community. This helped people feel included and valued. For example, the service hosted a monthly dementia café that was open to the wider community. They also welcomed regular visits from local groups, including a nursery. These visits supported meaningful interaction, with people and children participating together in activities such as gardening.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways to improve people’s experiences, outcomes and quality of life.

The management team promoted a culture of continuous learning and improvement. They welcomed feedback from people, relatives and staff and used it to make improvements. Staff felt encouraged to share ideas and contribute to improving care.

Managers reviewed incidents, concerns and feedback to identify learning and prevent issues from recurring. They were making improvements to ensure incidents were consistently reported as safeguarding concerns when appropriate. Learning was shared with the team through meetings and discussions to support improvement.

Staff were supported to develop their skills and were encouraged to take part in improving practice. The service also worked with external partners and used best practice guidance to strengthen care and outcomes. This showed there was a focus on learning and improvement, with leaders supporting staff to reflect, share ideas and enhance the quality-of-care people received.