Stanton Manor

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 review of this key question, it was rated good. At this assessment the rating has remained 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 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, 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 had effective systems and processes in place to promote the shared vision, values, and culture of the service. There was a positive and inclusive atmosphere where people received person-centred care and support that met their individual needs. Feedback was actively sought from people using the service, relatives, and staff, and was used to drive continuous improvement where required.

Relatives consistently described the registered manager as approachable, open, and transparent. They told us they felt confident that any concerns raised would be listened to and addressed promptly, helping to build trust and maintain positive relationships between families and the service.

The registered manager promoted a supportive and inclusive culture in which staff felt valued and respected. Staff told us they were encouraged to share feedback, raise concerns, and seek support when needed, and felt confident that their views would be listened to.

The management team worked collaboratively with a range of external professionals and agencies, including healthcare services and social workers. These effective partnerships helped to ensure people received coordinated, consistent, and responsive care and support.

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

The management team demonstrated a positive and inclusive culture, valuing staff contributions and regularly seeking their views to support service development. Staff received clear guidance, followed established procedures, and had access to relevant training, enabling them to carry out their roles confidently and effectively. Staff spoke positively about the registered manager, describing them as approachable, knowledgeable and supportive, which helped provide assurance that the service was well managed and operated safely.

The registered manager was committed to delivering high-quality, person-centred care and was supported by the provider to continually improve the service. Staff told us they felt supported, listened to and appreciated by the manager and deputy. One staff member said, "The [registered manager] always asks for our feedback and is approachable if we need to talk about anything. We communicate openly as a team, and our staff meetings give us a chance to raise concerns, share ideas, and discuss ways to improve the service.” Staff also spoke positively about the support they received from the registered manager during difficult personal circumstances, describing them as caring and understanding. This demonstrated a culture of openness, continuous improvement and collaborative working.

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

Staff consistently told us they felt comfortable raising concerns and were confident that these would be listened to and addressed appropriately by management. The registered manager actively promoted an open and inclusive culture, maintaining an open-door approach that encouraged people using the service, relatives and staff to share feedback, ask questions and discuss any concerns. This approach helped to ensure people felt valued and involved in the service. Relatives spoke positively about the management team's responsiveness. One relative told us, “The [registered manager] and [deputy manager] are approachable and easy to talk to. If I had any issues, I would speak to them and they would sort it, I am sure of that.” This demonstrated that concerns were taken seriously and acted upon in a timely manner.

The provider demonstrated a strong commitment to workforce diversity and fostered an inclusive, equitable culture.

Staff consistently reported feeling well supported by the management team, both professionally and personally. They described a positive and inclusive culture where they felt listened to, respected, and valued, with managers demonstrating genuine care for their wellbeing and development.

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 had robust governance oversight across all areas of the service, and a business continuity plan was in place. Action plans reviewed as part of governance processes were completed and signed off, with completion dates recorded, evidencing effective monitoring and continuous improvement.

The registered manager fulfilled their statutory responsibilities by notifying the Care Quality Commission (CQC) of significant events in a timely manner and in line with regulatory requirements.

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

The registered manager demonstrated strong and consistent partnership working with relevant health and social care professionals to ensure people received coordinated and person-centred care. Feedback from visiting professionals was positive, with professionals confirming the registered manager and staff team worked collaboratively with them to monitor and respond to people's changing needs on an ongoing basis. Relatives told us they were actively involved in care reviews and were kept fully informed of any changes to their family member’s care and support needs. This promoted open communication, collaborative decision-making, and effective partnership working between the service, families, and external professionals, helping to ensure people received the right support at the right time.

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 provider had effective systems in place to identify learning opportunities and drive continuous improvement. Audit findings were routinely reviewed, with outcomes informing action plans and shared learning across the service.