The Registered Manager

Introduction

Where do I start with this one?

Note: This page was republished on 2026-09-08 after being rewritten to not have as much overlap with my story.

To be clear, where I mention ‘The Registered Manager‘ I am referring to the Registered Manager of the North Yorkshire ‘branch’ of Moorview Care, Jennifer Charters. I have no experience with the Hull region’s Registered Manager. The Hull region on average scores better than the North Yorkshire region based on my analysis of staff reviews.

Common Behaviours

Stop me if any of this sounds familiar, talking over you, making decisions without consulting anyone else and carefully editing information to people above and below her. These are things that the Registered Manager does.

Her Approach to Problems

From the very beginning she had taken an issue with me. She will bring up old issues to make out there’s a problem with you. She’ll use reasoning that seems kind of reasonable and is difficult to argue. She is not upfront about things, and seems to work with an ulterior motive.

Evidence from Records

During my systematic analysis of my second SAR response, I found evidence of everything I’d been saying in my complaints process. Not only did she make a decision based on ‘low management hours’, she made out there was a massive safety concern. Moorview seem to suggest that having only one team leader working is some kind of emergency… yet, my experience is that this happens all the time. Perhaps this matches your experience too?

She stated that she wouldn’t want anyone contacted while they’re on one to one support, but then she regularly called members on my team, during my one to one support! So while she states this, it’s just more proof that she says one thing and does another.

Blaming Others

She will then blame schedule issues on a Cluster Manager that hadn’t worked in the locality since February.

I found evidence in my SAR response that suggested that the Cluster Manager’s own agency had been removed, they were “informed” they were now going to be working in Scarborough after they got back from holiday. Was this another one of Jennifer’s forced decisions?

Communication Style

She’ll talk at length, over you and give long winded answers to simple questions. A bit like a politician who’s dodging a question, really.

Not Admitting Mistakes

She doesn’t admit her own mistakes. When blame looks like it points at her, she deflects and says “It’s not about blame, it’s about lessons learned” but then tries to assign blame to the people whom I’ve worked with. Like she was trying to change my opinion of them or force a wedge between us.

Personality Assessment

She appears on the surface bright and bubbly, but I think she’s cold and calculated. Her body language, speech patterns and everything would suggest she’s someone to be believed, however it doesn’t add up. I ultimately ended up not trusting anything she said or did at all. I would suggest you don’t either.

Management Style Analysis

The question is why an organisation committed to ‘person-centred support’ continues to retain individuals who demonstrate the opposite approach. She removes agency, she doesn’t discuss, she asserts. She misrepresents timelines and she fails to document things appropriately. She asserted her opinion about my preferences, before she knew anything about me, and before we’d ever met. She creates an information ‘moat’ above and below her and will make out she has senior management support when she does not.

When Complaining

When I complained, she ‘expected’ it, so she knew what she did was wrong.

Summary of Actions

Jennifer Charters’ actions demonstrate a consistent pattern of undermining individual agency and decision-making authority. This is not merely an issue of competence but rather a deliberate approach to managing care that prioritises her convenience over person-centred values.

Impact on People with Additional Needs

If she did this with me, when my needs, preferences, and requirements were clearly documented it would not be such a stretch to assume even less competence where people have additional communication requirements and even less verbose documentation.

Conclusion

I really hope that the 6 hours of supernumerary time was worth it, ultimately those hours caused the chain of events that destroyed everything, and all because she didn’t talk to me like I’m a human.