Orchardown Rest 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 71 (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.

Staff and management worked together to ensure people received personalised care that considered their specific health and welfare needs and helped to promote their independence. A relative told us, “The provider, RM and deputy have a fabulous relationship with each other and their team.” Care was provided in a kind, considerate way. The ethos of the service was to provide a good level of care at all times. The RM and staff told us they worked together well as a team and supported each other. Staff cared about people and went out of their way to ensure people were happy. The registered manager told us, “We try really hard here to make sure people have what they need and are happy here, we really care about our residents.”
 

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.

People’s welfare and happiness was at the heart of how the home was managed. All staff valued people and did their best to try and accommodate people’s individual needs and requests. Staff told us they felt valued and enjoyed their work and felt supported by the RM and provider.
 

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

The service had a whistleblowing policy and staff told us the RM or deputy were always available should they have any concerns. Staff told us if they had any issues or concern they would not hesitate to raise these and were confident they would be responded to promptly.

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.

Staff felt they were treated well and supported equally by management. Any issues could be discussed openly at staff meetings or during supervision. The RM had an open-door policy and staff told us they would not hesitate to speak to the RM, if they needed to.

The provider had clear responsibilities, roles and systems of accountability. They used these to manage and deliver good quality, sustainable care, treatment and support.

Governance and oversight had improved since the last inspection; however, some improvements were still needed. The RM had clear oversight of accident, incidents and safeguarding. Although staff knew people well and outcomes for people were good, some further improvements were needed to documentation to ensure people’s records were accurate and contemporaneous at all times. Care plans required more personalised information, and some areas of risk had not been clearly documented for individuals. Medicines documentation needed some improvement to ensure all records were safely and consistently recorded. The RM was open and receptive to the feedback given during the inspection and told us they had already set aside time to concentrate on adding more personalised information into people care plans, to ensure all the information they knew about people was recorded, including risks and risk management strategies in use.

Environmental risks were reviewed, and the RM had ensured that extra checks including window restrictor checks would be included moving forward. The RM had looked at alternative ways to monitor staff training and had put systems in place to improve this.
 

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 management and staff worked hard to build and maintain relationships with health professionals, working in collaboration with other services to ensure good, joined up care for people.

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.

The RM had worked hard to make improvements since the last inspection. They were open and transparent and were receptive to advice from others to make further improvements. Any learning identified, for example, following a fall or incident was fed back to staff to ensure on going improvements.