Crimson 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 assessment we rated this key question Inadequate. At this assessment the rating has changed to Good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

At our last assessment we recorded a breach of legal regulation in relation to good governance. At this assessment we found the provider was not in breach of this regulation.

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 clear vision, strategy and culture, underpinned by principles of transparency, equity, equality, human rights, diversity, inclusion and engagement, with an understanding of the challenges and needs of people and their communities.

The provider’s vision and strategy focused on enabling people living at Crimson Manor "to thrive despite their dementia, not simply to be looked after", which was clearly reflected in their statement of purpose.

Leaders were passionate about the service and promoted a person-centred culture that was responsive to the needs and preferences of people using the service.

Leaders had the skills, knowledge, experience and credibility to lead effectively and to ensure the service’s vision is delivered.

A new registered manager had recently been appointed and worked alongside the provider who is also the registered manager. Overall, relatives gave positive feedback about the management of the home. Comments we received included, “I speak to [the new registered manager] and she rings me if there is anything I need to know. She would sort out any complaint if I had one”, “[The new registered manager] is open” and “Since [the new registered manager] was appointed, things have picked up. Communication is better and we have a family WhatsApp group. When I ask questions, they are answered.”

One relative was not happy with the management and told us, “Management are never visible, never come out of the office. It’s difficult to get them; even on the phone.” The relative did not make clear if this comment referred to one or both registered managers.

Staff described the new registered manager as approachable, fair, supportive and responsive to concerns. One staff member said, "[The new registered manager] is amazing. She’s available, listens and takes action.”

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

Staff described the working environment as caring and supportive. They said they felt listened to and valued and felt confident raising issues when needed.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider employed a diverse staff team including different ethnic backgrounds and genders. Staff received training in equality, diversity and inclusion. No concerns were raised by staff we spoke with about equality and equity. Staff spoke positively about their role and employment and appreciated the personalised support and time out provided when they were upset or distressed.

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 clear and effective governance systems in place which enabled them to monitor the safety and quality of the service provided. All audits fed into the digitalised compliance system. Monthly management analysis considered patterns, trends and themes across the service and any actions fed into the service’s improvement register.

The registered manager said the digitalised compliance system provided them with a good overview of the service, enabling any lapses to be identified promptly and record action taken to address them.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

Evidence we found at this assessment demonstrated people received good quality care and experienced positive outcomes. Care records showed the service worked in partnership with a range of health and social care professionals.

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.

Robust governance systems and procedures were in place to support sustainable improvements and ongoing monitoring of quality and safety. The provider’s improvement register showed actions completed since the last assessment, current and planned developments as well as a continuous improvement log. This included eight separate accreditations the provider was working towards completing in 2027, including Investors in People, Gold Standards Framework, and Dementia Care Mapping.The provider had implemented an AI-assisted governance and care planning programme since the last assessment.

The service used Talking Mats to obtain feedback from people living at the home, recognising that some people experienced communication difficulties. Sixteen people participated in the survey, with additional feedback sought from relatives and friends. The information gathered had been analysed and used to produce a review of people's experiences. The service intended to continue using Talking Mats regularly to support meaningful engagement and inclusion in service development.