Stanton Manor

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.

At our last review of this key question, it was rated outstanding. At this assessment the rating has remained 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 95 (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 in the way people were treated with kindness, empathy, compassion, dignity and respect. A strong and deeply embedded person-centred culture was evident throughout , with staff consistently going above and beyond to ensure people felt valued, listened to and cared for. Staff also demonstrated the same professionalism and respect in their interactions with colleagues, relatives and professionals from other organisations, creating strong and effective partnerships that benefited people.

Staff displayed an exceptionally detailed understanding of the people they supported. They knew people’s individual communication styles, life histories, preferences, emotional triggers and the subtle ways in which they expressed their needs and wishes. This in-depth knowledge enabled staff to provide highly responsive and personalised support. Interactions were consistently warm, respectful and meaningful, ensuring people maintained their dignity and independence while feeling genuinely understood and valued.

Staff’s compassionate and intuitive approach created a culture where people felt safe, secure and emotionally supported. As a result, people experienced reduced anxiety, increased confidence and improved wellbeing. People were not simply supported to receive care; they were empowered to live fulfilling lives in a way that reflected their individual wishes, choices and aspirations.

The registered manager demonstrated inspirational leadership and a clear vision for delivering outstanding, person-centred care. They led by example and had successfully embedded a culture of kindness, inclusion and continuous improvement across the service. Their passion and commitment were reflected throughout the staff team, who shared the same values and consistently delivered exceptionally high standards of care and support.

Feedback from people, relatives and stakeholders was overwhelmingly positive and consistently highlighted the exceptional quality of care provided. One person told us, “I am very happy here, the staff are like family.” Another person said, “I love them all. I don’t know what I would do without them. It’s such a lovely place.”

Stakeholders spoke highly of the caring culture within the service. One commented, “Staff are polite and helpful. Staff are aware and respectful of individuals’ needs, and I have seen them offering reassurance and appropriate support.” Another told us, “The interactions between staff and people are very good. They demonstrate genuine care towards people. People are supported to pursue their own interests, take part in activities and treat the house as their home.”

Relatives consistently described the service as exceptional and spoke passionately about the positive difference it had made to their loved ones' lives. One relative told us, “It’s absolutely fantastic here. The care is exceptional. Although [person] can no longer remember very much, they are relaxed and happy and they know this is their home. That’s because they feel safe, cared for and genuinely at home. Staff always ask for their opinion and listen to them. I am always made welcome and often have meals here with my relative. It’s a wonderful place, very welcoming and very caring.”

Staff’s exceptional knowledge of people enabled them to tailor every aspect of support, including activities, around individual preferences, interests and changing needs. The activities coordinator explained that while activities were carefully planned, these were frequently adapted in response to people’s moods, wishes and spontaneous choices. This flexible and responsive approach ensured people remained in control of their daily lives. Without exception, staff described the service as the people’s home and viewed their role as one of privilege, supporting people to live the lives they chose rather than directing how they should live. This ethos was consistently reflected in practice and contributed significantly to the positive experiences and outcomes achieved for people.

The provider treated people as unique individuals and demonstrated exceptional commitment to ensuring care, support and treatment were consistently tailored to people's needs, preferences and beliefs. People's strengths, abilities, cultural backgrounds, beliefs, life histories, identities and protected characteristics were not only recognised but actively celebrated and embedded throughout all aspects of care delivery.

The provider and staff team exhibited exceptional practice in understanding and valuing each person as an individual with their own experiences, communication styles, preferences. Staff had a detailed and holistic understanding of what mattered most to people and used this knowledge consistently to provide highly personalised, responsive and empowering support. Care plans were comprehensive, meaningful and regularly reviewed, clearly reflecting people's identities, personal histories, routines, relationships and individual goals. This enabled staff to deliver care that was not only respectful and dignified but truly person-centred and outcome focused.

Staff developed strong and trusting relationships with people and invested time in gaining a deep understanding of how individuals preferred to communicate and express themselves. As a result, people were empowered to make meaningful choices, exercise control over their daily lives and remain at the centre of all decisions affecting them. Staff demonstrated a high level of skill in adapting their communication approaches, using personalised cues, visual aids, reassurance and individualised strategies to support people to understand information and make informed decisions.

We saw numerous examples where this highly individualised and compassionate approach resulted in significantly improved outcomes for people. One person who experienced significant anxiety was supported through an exceptionally patient, trust-based approach that placed their needs and wishes at the forefront of care planning. Staff worked sensitively to build confidence and develop meaningful relationships, enabling the person to share their views, engage positively with staff and gradually enjoy more aspects of their environment. As a result, they were able to spend time within the service's grounds and gardens and participate in local nature walks. This personalised approach had a transformative impact on their confidence, wellbeing and sense of security.

Feedback from people and their relatives was consistently positive. They described staff as caring, compassionate, patient and genuinely dedicated to understanding people as individuals. People told us they felt listened to, respected and empowered to live their lives in ways that reflected their preferences and interests. This strong culture of tailored care and support was embedded across the service and consistently enabled people to develop greater confidence, increase their independence and achieve outcomes that were meaningful to them. The provider's focus on people as individuals, not just their care needs, led to positive experiences and lasting improvements in their quality of life.

The provider demonstrated a strong commitment to supporting individuals to maintain and practise their religious, spiritual, and cultural beliefs. Staff took time to understand people's individual preferences and incorporated these into daily life through support with prayer, access to religious texts, visits from faith representatives, and opportunities to attend places of worship with support from staff or family where needed. Information about religious, spiritual, and cultural needs was gathered before admission and explored further with individuals and those important to them, enabling care to be delivered in a way that respected and celebrated each person's beliefs, preferences, and identity. This person-centred approach helped people maintain meaningful spiritual and cultural connections that enhanced their wellbeing and quality of life.

The provider demonstrated an exceptional commitment to promoting people’s independence, ensuring individuals fully understood their rights and experienced genuine choice, control and autonomy in all aspects of their care, treatment and wellbeing. Staff at every level consistently delivered highly innovative, person-centred support that enabled people to achieve the greatest possible level of independence. They recognised that independence meant something different to each person and worked tirelessly, with compassion, creativity and determination, to help individuals build confidence, develop new skills and achieve ambitions that were meaningful to them.

Staff showed exceptional skill in promoting positive risk-taking, empowering people to make decisions, explore new opportunities and take greater responsibility for their daily lives while maintaining their safety and wellbeing. A particularly notable example of this approach was the use of the eight-bedded building, known as The Mews, situated within the grounds. This environment was specifically designed for people requiring lower levels of support, providing a smaller, more independent living setting that enabled them to further develop their skills, confidence and autonomy. This exemplified the service’s unwavering commitment to maximising independence and supporting people to achieve their full potential.

People were at the heart of every decision relating to their health, wellbeing and future aspirations and were consistently empowered to direct their own care and life choices. Staff were proactive in ensuring people had access to independent advocacy services whenever required, routinely offering support and identifying potential needs rather than waiting for individuals to request assistance. Information about care, treatment options and health conditions was adapted to meet each person’s communication needs through accessible formats, personalised discussions and tailored support. This ensured people were able to fully understand their options, express their preferences and make informed decisions with confidence.

Staff invested significant time in building trusting, respectful and empowering relationships. They consistently checked people’s understanding, revisited discussions when required and used effective communication techniques to ensure individuals could confidently express their views, wishes and aspirations. This exceptional, person-centred approach meant people were not simply involved in decisions about their lives but were genuinely leading them. As a result, people experienced increased confidence, greater autonomy and a strong sense of achievement and self-worth.

The service culture was characterised by an unwavering belief in each person’s strengths, abilities and potential, regardless of age, diagnosis or support needs. Staff consistently inspired and empowered people to achieve outcomes by understanding what mattered most to them and providing highly personalised support.

Promoting independence, choice and control was embedded throughout the service as a fundamental right. Staff demonstrated exceptional skill in enabling people, including those living with dementia, to maintain independence, build confidence and remain actively involved in meaningful decisions, relationships and activities.

This aspirational, person-centred culture resulted in consistently exceptional outcomes, with people experiencing enhanced wellbeing, dignity, purpose and lives that reflected their individual preferences and aspirations.

The provider consistently demonstrated an exceptional understanding of people’s individual needs, preferences and wishes, ensuring support was highly personalised and responsive. Staff showed remarkable attentiveness and compassion, responding immediately to people’s needs and taking proactive action to prevent discomfort, anxiety or distress before it escalated. Throughout the inspection, we observed staff maintaining a constant awareness of people’s verbal and non-verbal cues, anticipating support needs and intervening confidently and sensitively at the earliest opportunity.

People spoke highly of the care they received and consistently described staff as being available whenever they were needed. Stakeholders were equally positive, describing staff as highly responsive, committed and diligent in securing timely medical input whenever concerns arose, ensuring people received the right support without delay.

The registered manager and staff demonstrated an exceptionally person-centred approach when responding to people’s immediate needs, including those who required restrictive interventions to maintain their safety. Through thoughtful, creative and proactive planning, staff ensured people’s needs were met promptly and effectively while actively seeking to reduce reliance on restrictive practices. Their approach was underpinned by a deep and detailed understanding of each person, enabling them to recognise the earliest indicators of distress and take swift, preventative action that protected both wellbeing and dignity.

People received personalised communication and support plans that reflected their individual needs and preferences. Staff were highly skilled at recognising and responding to early signs of discomfort or distress, adapting their approach to provide reassurance and prevent situations from escalating. Through proactive, person-centred support, staff reduced the frequency and impact of distress, leading to improved wellbeing, greater emotional stability and a better quality of life.

The provider and management team demonstrated a clear commitment to promoting staff wellbeing and ensuring staff were supported to deliver consistently person-centred care. The registered manager actively encouraged the continuous development of staff knowledge, skills, and confidence, fostering a positive learning culture where staff were encouraged to reflect on their practice, identify development opportunities, and build upon their existing competencies.

Staff had access to a range of training opportunities relevant to their roles, including mandatory and specialist training. This supported them to develop their skills, apply learning in practice, and continually enhance the quality of care provided. Regular supervision and appraisal processes were used effectively to review performance, recognise achievements, set development objectives, and identify any additional learning needs.

Staff spoke positively about the support they received and told us they felt encouraged in their professional development. They described the registered manager as approachable and supportive, providing both professional guidance and personal support when needed. This contributed to staff feeling valued and respected within their roles.

The service promoted a positive and supportive workplace culture, where teamwork and mutual support were encouraged. Staff told us they were supported to maintain a healthy work-life balance, which contributed to their wellbeing and ability to provide high-quality care.