Autism Together - 60 Manor Place

The following is CQC's published account of its assessment, published 27 August 2026. References to “we” mean CQC. It describes findings at that time.

Manor Park is a care home providing personal care to people. At the time of our assessment there were 2 people using the service.

This is a specialist service for people with a learning disability and/or autistic people.

We assessed the service against ‘right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people received respect, equality, dignity, choices, independence and good access to local communities most people take for granted.

We carried out this assessment between 29 July 2026 and 7August 2026. The service was previously rated as good. We carried out this assessment to confirm whether the rating of good remains accurate. This report does not provide detailed information on areas where we found practice continues to meet a good standard. Instead, our findings focus on any areas where the service needs to improve or where we found exceptional practice.

The provider service had effective systems to keep people safe and promote learning, with audits of incidents and environmental checks driving continuous improvement. Staff described an open culture where learning was shared, and people were supported safely through proactive risk management and up-to-date risk assessments.

The registered manager promoted an open and transparent culture where people, staff and others felt confident to raise safety concerns and report incidents. Concerns and incidents were thoroughly investigated, and learning was shared across the staff team to support continuous improvement and help keep people safe.

Staff understood their responsibilities to safeguard people from abuse and knew how and when to report concerns to the relevant people and agencies. A staff member told us, “We make sure people are always protected and kept safe from discrimination. If someone was being abused, I would report this directly to the manager.”

The provider operated in line with the Mental Capacity Act 2005, with appropriate oversight of Deprivation of Liberty Safeguards (DoLS) authorisations and no evidence of unlawful restrictions.

Risks to people had been assessed, and staff had access to current information and guidance to manage these effectively while promoting people's safety and wellbeing. A relative told us, “I feel [family member] is very safe there."

Regular health and safety checks of the premises were undertaken, and equipment and safety systems were serviced and maintained to ensure they remained safe and in good working order.

Staffing levels were sufficient to meet people's needs, recruitment processes were safe, and staff were fully trained and competent. Staff received appropriate training, supervision and support to enable them to meet people's needs effectively. Training was refreshed regularly to ensure staff delivered evidence-based care in line with current best practice. A relative said, “The staff training appears to be good, and they have learnt a lot which is put into practice.” A staff member told us, “The training is very effective and refreshed regularly."

Medicines were administered safely in line with best practice, medicines stocks, balances and records showed people consistently received the medicines prescribed to them. However, tighter controls required on creams and bottled medication which was stored on the floor in a plastic container which was not lockable. Consideration required for developing a protocol for the use of epileptic medication, and the use of body charts for all prescribed topical cream prescription medication.

The provider had effective processes for assessing, planning and reviewing care to ensure people's needs were met. Assessments were regularly updated and informed personalised support plans, with people and their relatives involved wherever possible. The registered manager regularly reviewed people’s care and support to ensure people continued to achieve positive and consistent outcomes. However, recording people’s, family and staff involvement in reviewing and updating care plans should be demonstrated in the care plan review process.

Staff delivered evidence-based support using recognised approaches, including positive behaviour support (PBS), stopping over medication of people with a learning disability and autistic people (STOMP) principles and guidance from health professionals. Support was regularly monitored against agreed outcomes to ensure it remained relevant and effective. The provider promoted people's rights through a commitment to consent and decision-making, with capacity assessments completed where required and best interest decisions clearly recorded, including who was involved and the rationale for decisions made.

The provider demonstrated a caring culture where people were treated with kindness, compassion and dignity. Positive and respectful relationships between people and staff were evident, with staff providing support in a patient, compassionate and person-centred way. New staff were supported to get to know people well, helping to build trusting relationships and deliver personalised care. The provider respected people's privacy and independence and considered opportunities to further enhance these. People were encouraged to maintain relationships with family and friends, take part in meaningful activities and pursue their interests. Staff actively promoted independence by supporting people to participate in everyday life skills, creating an inclusive environment which respected individuality and promoted well-being.

The provider delivered person-centred support tailored to people's individual needs, preferences and aspirations. The provider sought and valued feedback, with relatives reporting they felt involved in their relatives' support. Staff encouraged meaningful involvement in decisions about their daily lives and support. Equality, diversity, human rights and inclusion were actively promoted, with staff demonstrating a good understanding of how to identify and address inequalities to ensure people received fair, responsive and personalised support which met their individual needs.

The provider demonstrated a person-centred culture, with staff showing a clear understanding of the service's values and a commitment to supporting people to live meaningful, enjoyable and fulfilling lives.

Effective governance systems were in place to monitor quality and safety, with regular audits, action plans and provider oversight arrangements driving improvement. Business continuity plans supported preparedness and a coordinated response to emergencies. The provider demonstrated a commitment to learning, innovation and continuous improvement, with a culture focused on enhancing outcomes and experiences for people.