Wrawby Hall 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.This shared vision was evident in the positive, homely culture across the service and was consistently reflected in how people were cared for, supported and involved. Leaders reinforced shared values through visible and proactive leadership, ongoing engagement with people and relatives, and clear feedback systems that showed how people’s views led to change. This included approaches such as responding to people’s ideas about activities, shaping shared spaces, and supporting meaningful community connections.Staff, people and relatives worked together in a purposeful and inclusive way, supported by a culture that valued teamwork, openness and shared responsibility. Collective activities, fundraising events and celebrations helped to strengthen relationships and created a strong sense of belonging for everyone involved. These examples reflected the provider’s consistent focus on working together for people’s benefit and embedding shared values into everyday practice.Feedback from people and their relatives showed they experienced the service as welcoming, supportive and person centred. This alignment between the provider’s vision and day‑to‑day practice demonstrated a strong, shared direction that supported high‑quality care and positive experiences for people.

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. Leadership was visible, stable and well regarded, with the registered manager providing clear direction, maintaining a strong focus on continuous improvement and actively supporting a positive, person‑centred culture. Their leadership, commitment to staff and personal dedication to enhancing people’s experiences helped embed shared values into everyday practice and supported people to receive a good standard of care.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff and relatives were encouraged to raise concerns and contribute ideas through surveys, meetings, one-to-one discussions, the complaints processes and directly with the provider. Staff told us concerns were acted on and they were informed of the outcome. They referred specifically to the ‘freedom to speakup’ training and guidance. Managers displayed how feedback was acted on using on “you said, we did” statements.

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. Workforce policies supported equality, diversity and inclusion. Recruitment, induction, supervision and health checks were safe and fair, and staff wellbeing was monitored through supervision, appraisals and access to an employee assistance programme. A staff survey showed employees were happy, felt valued and trusted senior management. The provider offered rewards to recognise staff. Staff described the service as ‘like a second family’ and said they felt respected and supported, including internationally recruited staff who were well integrated into the team.

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. Leaders used a structured quality assurance framework, to monitor risk within the service. Care planning systems were detailed with extensive risk assessments and monitoring tools. Although some audits had not identified where actions had been completed, the registered manager acted promptly following our feedback to address the concerns we raised. The provider was financially investing in the home through refurbishment, safety systems and technology.

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 strong partnerships with health and social care professionals and the local community, helping people receive joined up, good quality care. District nurses described proactive work to support mobility and prevent pressure ulcers. A weekly GP “ward round” was in place. The service collaborated with local authorities and took part in wider community initiatives to support residents who had previously lived in the area to stay connected to it.

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. The provider had a well-established approach to learning and improvement, leading to ongoing development and some innovative practice. Leaders gathered feedback from many sources and used it to create bespoke action plans.