Ashley Gardens

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.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

People were at the heart of the home and their needs were paramount in how care was provided. There was consistent and engaging leadership and management with a commitment to ensuring people received a high level of care. Leaders and the culture they created promoted high-quality, person-centred care and this ethos was evident in the way all staff worked together to meet people’s needs.

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.

Staff spoke highly of the registered manager and the leadership at the home. Staff felt supported and encouraged to develop their skills. Staff told us the manager was approachable, supportive and helpful. The registered manager and provider had a good oversight of the day to day running of the home and worked with staff to continually improve and develop to ensure care standards remained high.

The registered manager told us, “We do a lot of team building, we all went bowling and it was really good way for staff to see each other out of the workplace. Staff work well together, and many have been here a long time, look at me I have stayed 14 years and worked my way up, it’s a great team and they are really good.”

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

The provider was a Speak up Guardian. Staff told us they would feel comfortable raising any issues or concerns with either the registered manager or the provider and felt confident that any issues shared would be responded to appropriately.

Staff had regular staff meetings and one to one supervision. This gave staff opportunity to share their views, discuss development opportunities and discuss any concerns they may have. Staff told us they felt supported and listened to.

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.

There was a supportive culture at the home. Staff told us they felt they were treated equally and with respect. Staff had equality, diversity and human rights, inclusion training. Equality and diversity policies were in place to support staff. Oversees staff were given tailored support with writing care records and to help improve documentation.

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.

There was a robust, comprehensive and effective process for the continuous governance and oversight. All areas of the service were regularly assessed by staff, the registered manager and the provider to ensure high levels of care and support were maintained. This included oversight and reviews of all aspects of care and support to continuously improve the service and ensure people who received support were at the heart of the service and were able to live their best lives. Robust maintenance processes were in place to ensure environmental checks were completed and any required maintenance carried out.

Staff competencies were checked, and any identified learning needs were provided. For example, the deputy managers reviewed daily records and any gaps or improvements were discussed with staff, with further training provided if needed.

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.

Staff and management ensured people received joined up care and support which met their needs. We saw staff liaise with community nursing teams and GP’s. Records showed that staff had contacted a range of health and social care professionals for people as their needs changed and specialist teams needed to maintain their well-being. For example, occupational therapists, falls teams, and dermatology.

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.

Staff were supported to receive further training to improve knowledge and understanding and were supported to progress in their roles. Face to face refresher training days were organised to provide staff the opportunity for hands on training, supported by e-learning completed by staff.

Peoples, relatives and staff views were sought. Feedback following surveys and meetings was reviewed to identify any changes needed to continually improve and develop the service.