The Old Vicarage

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 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.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Governance, management and sustainability during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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.

People’s views had been sought through monthly engagement meetings. Minutes had been taken at each meeting, which detailed the date and time of meeting, any attendees, topics to be covered, actions from last meeting and an agenda. At the last meeting held in September 2025, we noted topics covered had included falls prevention, which included a quiz and discussion on NHS recommendations. Small group sessions had also been held with people using an exercise booklet provided by Age UK to improve mobility and reduce risk of falls. Following each engagement meeting, an action plan was created capturing the request of people. Actions from September’s meeting included, celebrating Lancashire day, planning a trip to Blackpool Illuminations, purchasing a reminiscence activity and arranging a tour to a local stately home.

The home also had a suggestion box, which was clearly labelled and easily noticeable to people and visitors. Near the box, was a ‘You said...We did’ board, where the provider recorded what actions had been taken in response to suggestions received. A file was also kept in which photographic evidence of actions being completed was kept. These acted as a visual reminder for people, for example a person had suggested the home hold a charity coffee morning. Photographs of the event had been taken.

The provider had an audit schedule in place, which listed the areas to be assessed, frequency and date completed. The audit file included a lessons learned log, which was completed after any issues, incidents or when reflection was required, for example after a near miss. The lessons learned process included reviewing the issue, initial reflections, consideration of any lessons learned, generating actions, considering how information would be shared with others and finally a review of the actions once implemented to see if they had worked.

Each audit had its own action plan, which the provider reviewed on an ongoing basis. Due the amount of audits and actions plans in place, we discussed the option of using an overarching action and improvement plan, onto which all actions were transferred. This would help ensure easier and more effective oversight. The provider agreed to explore this option moving forwards.