Woodleigh Manor Residential Care Home

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 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The service had a clear and shared vision focused on providing compassionate, person-centred care and creating a homely, inclusive environment. This vision was consistently understood and reflected in the behaviour of staff at all levels. The culture promoted kindness, accountability and honesty, with staff describing the service as “more like a family than a workplace.” Observations showed staff working collaboratively, prioritising people’s wellbeing and emotional needs alongside their physical care. One relative told us, “The culture here makes it feel safe and welcoming.”

The registered manager was deeply committed to the values of the service and described leading by example through visible, hands-on leadership. Staff reported that this approach had positively transformed the culture from one that had previously been closed to one that was open, reflective and focused on improvement. One staff member said, “You come here and it feels like home, not work. The manager puts her heart and soul into this place, and it shows.” Relatives said, “It’s like home from home. They’re not just carers –they’re family to us.” This strong, values driven culture supported consistent delivery of good care and demonstrated elements of outstanding practice through its authenticity and shared ownership.

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.

Leaders within the service were knowledgeable, visible and highly compassionate. The registered manager and senior team were regularly present on the floor, providing direct support to people and staff. They demonstrated a strong understanding of people’s needs and the complexities of providing dementia care and responded proactively to challenges.

Staff consistently described the registered manager as supportive, approachable and inspirational. Many spoke of how leadership had helped them grow personally and professionally. Staff advised, “They will work nights or days if they can’t get staff. They never ask more of us than they give themselves” and “Management are fantastic, you can go to them with anything, and they help straight away.”

Relatives also recognised the strength of leadership, with one commenting, “The manager knows my wife so well. She sorts everything out and always keeps us informed.” This compassionate, inclusive leadership contributed strongly to positive experiences for people and staff.

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

The service promoted an open and transparent culture where staff, people and relatives felt confident to raise concerns or share feedback. Staff clearly understood safeguarding processes and whistleblowing procedures and expressed confidence that concerns would be taken seriously and acted upon.

Staff described feeling psychologically safe and supported, even when raising difficult issues. Staff told us, “If I have a problem, I go straight to the manager. If it wasn’t dealt with, I’d go higher or to the CQC, but I’ve never had to” and “We’re encouraged to speak up. It’s not about blame, it’s about learning.” Relatives also felt able to raise concerns, with most reporting they were resolved quickly and appropriately. This openness demonstrated good leadership and supported continuous improvement.

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 service actively promoted equality, diversity and inclusion for both staff and people using the service. Leaders demonstrated respect for different cultures, religions, backgrounds and identities, and staff spoke positively about feeling accepted and valued.

Adjustments were made to support staff wellbeing, family responsibilities and mental health needs. Staff told us, “They make reasonable adjustments without question, flexible hours, support with family, whatever you need” and “Coming from another country, I was supported and never judged. We all work as one team.”

People’s cultural, religious and identity needs were well understood and respected, including support for prayer, dietary needs and LGBTQ+ inclusion. This inclusive approach contributed to strong relationships and positive outcomes.

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.

Governance systems were in place to monitor quality, safety and performance. Audits, reviews and action plans were in place to identify risks, track improvements and ensure compliance with regulations. Where issues were identified, leaders responded promptly and transparently.

The registered manager demonstrated strong oversight of incidents, complaints, safeguarding referrals and medicines management. Learning from these processes was shared with staff to improve practice. The manager explained,“Accidents happen, it’s what we learn from them that matters. We look for patterns and what we can change.”

Staff felt governance supported rather than hindered them, with one stating, “Everything is done properly, it keeps everyone safe.” These systems supported the sustainability of consistently good care.

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 service worked effectively in partnership with families, health and social care professionals and the local community to support positive outcomes for people. Staff supported people to attend appointments, and on occasion remained with them until relatives could attend, ensuring continuity and emotional reassurance.

Relatives consistently praised communication and partnership working. One relative said, “They’ll stay with them [in hospital] until I arrive, that means everything to us.” Another stated, “They work with the GP, nurses and social worker really well. I feel fully involved.”

The service had a strong focus on supporting people to remain connected to their community through outings, cultural events and meaningful relationships, enhancing their quality of life.

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.

There was a strong commitment to learning, development and innovation across the service. Staff accessed a wide range of training, including safeguarding, dementia care, medicines, and specialist external courses. Leaders actively encouraged professional development and progression.

Innovative, person-centred approaches were used to support people’s independence and sense of purpose, including meaningful roles, positive risk-taking and creative communication methods. One staff member shared, “We know people’s life stories, that’s how we care properly.” The registered manager reflected, “Because I care, they care and that’s how we keep improving.” These approaches resulted in enhanced outcomes for people and demonstrated elements of outstanding practice.