Ashville Court

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.

The registered manager had provided staff with additional training and support to increase their knowledge and drive improvements.

Staff meeting minutes demonstrated inclusivity and gave staff a voice. Staff, people and their relatives were given the opportunity to provide feedback and had an active voice in how the service developed. Staff told us they felt empowered to make suggestions about how the service was run, either in staff meetings or in their supervisions.

A relative told us, “This is a very well-run home. Everything goes like clockwork. The manager is very approachable. I did make a suggestion once and they listened to what I had to say.”

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.

We found the management team to be welcoming, proactive, and demonstrated transparency and openness.

We observed warm and friendly interactions between people, staff and relatives. The registered manager spent time talking to people, acknowledging what they did well and praising them.

One staff member told us, “[Registered manager] will do anything they can to help us.”

Relatives were complimentary about the management of the service. One relative said, “When I spoke to [registered manager] she was interested in what I said about my [relative]. As a result, they knew the support that was needed and chatted to me about their care plan. I have confidence in the manager here.”

Throughout the assessment the management team responded proactively to our findings and demonstrated a strong passion for person- centred care. They had a good understanding about the people living at the service and went over and above to ensure all staff were providing safe, compassionate, and quality care.

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

Staff confirmed they knew how to whistle blow and felt they would be listened to, although no staff we spoke to had ever had to do this.

Staff had completed training and knew where the whistleblowing policy was located.

The provider valued diversity in their workforce and worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

All staff completed equality and diversity training and felt supported and included regardless of their background. The provider had policies and procedures in place to create an inclusive work environment and was aware of their duty as an employer to prevent discrimination.

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.

Quality assurance systems were in place to monitor and improve the service.

The registered manager completed environmental walkarounds of the home and these were recorded. The outcomes of these and other quality assurance checks were shared with staff, to ensure consistent high standards.

The home had policies and procedures in place which covered all aspects of the service and were reviewed and were up to date.

Staff meetings were held regularly, and all aspects of the service were discussed, for example people's care needs, maintenance and staffing issues.

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 provider had systems in place to work with professionals to achieve good outcomes for people. Effective partnership working was in place to support people to access appropriate healthcare. Records showed people saw other professionals when needed which included the GP and district nurses.

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. When incidents, accidents or complaints had occurred, investigations had been carried out to understand the cause and see if anything could be done differently in the future.

The Registered Manager was committed to continuous improvement of the service and demonstrated their understanding of quality performance and regulatory requirements.

Systems were in place to analyse learning from areas such as accidents and incidents, complaints and safeguarding.