Templemore 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 requires improvement. At this assessment we found the provider had made sufficient improvement and was no longer in breach of regulation.The rating has changed to good. This meant people were safe and protected from avoidable harm.

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, meaningful engagement, and understanding challenges and the needs of people and their communities.

Since the previous assessment, changes in management had led to improved culture where people felt cared for and feedback was listened to. The registered manager took their responsibilities seriously. Management and staff shared clear and consistent values supported by a clear strategy, contributing to a positive, person‑centred culture.

People told us the staff were kind and caring. We observed people were treated with respect and they enjoyed taking part in activities of interest to them. The management team to be open and transparent and welcomed feedback on any areas for improvement. Feedback we received indicated the registered manager had been pivotal in driving improvements since our previous assessment. Residents’ meetings were held regularly, and some people and relatives said they had completed satisfaction surveys. Relatives spoke highly of the registered manager, with one saying, “She is not always in her office; she is out and amongst it. She knows everyone’s name.”

Overall, the culture within the service supported transparency, continuous learning, and shared responsibility. Staff told us improved teamwork and communication between the team and management had led to more consistent care for people. One staff member commented, “We're going in the right direction; we've got good staff and feel supported by management. [Registered manager name] is visible, approachable and has an open-door policy. We want everyone to have the best care possible.”

The registered manager provided stable and consistent leadership. The management team had the necessary skills, knowledge, and credibility to lead effectively, and did so with integrity, openness, and honesty.

Since our last assessment, the new registered manager had quickly settled into the role and strengthened the management team. They notified the CQC as required by and ensured staff received timely information about changes to processes or legislation.

There was clear evidence of effective communication between the provider and the registered manager. They demonstrated a strong commitment to keeping their knowledge of best practice up to date. They spoke about the improvements made and were open to further areas for development, several of which were addressed before the assessment concluded. This reflected a proactive approach aimed on strengthening governance, documentation, and overall service quality.

People and relatives consistently praised the leadership and described them as visible and approachable. One relative said, “She is new to the role and has turned it around in six months.” Feedback from health professionals and commissioners responsible for monitoring people’s care was also consistently positive.

Staff described the registered manager was caring, approachable, knowledgeable, and brought a positive and supportive presence to the service and was actively involved in people’s care. One staff member told us, “[Registered manager name] comes in early, visits each unit and speaks with people and staff. She also works weekends. We all want people to be proud to call this place their home.”

Overall, leadership within the service was effective, compassionate, and inclusive. Staff felt supported, valued, and well‑led, and people benefited from a management team focused on continuous improvement and high‑quality care.

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

Since the previous assessment, changes in management had significantly improved leading to staff across all areas feeling more confident to speak up without fear. One staff member said, “Culture of fear has gone.” Another staff member told us, “We're all better at speaking up and reporting concerns. [Registered manager] does deal with issues, and her office door is always open.” Staff were positive about the leadership as concern was acknowledged quickly and that effective action was taken to address the issue. This helped build trust and demonstrated that the service promoted openness and encouraged staff to share their views without fear of negative consequences.

Overall, it was evident there was a good speaking‑up culture, where staff felt valued, respected, and able to contribute to improving the quality and safety of care. For example, staff were empowered and encouraged to make suggestions and raise concerns individually or through supervision, team meetings, and surveys. The whistleblowing policy was promoted, and staff knew they could raise any concerns outside of their immediate management if they wished 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.

Since the previous assessment, changes in management had significantly improved, leading to staff feeling respected, treated fairly and without discrimination. The registered manager spoke about their commitment and said, “We've got good staff who are committed and care for our residents, so they're important to me. They all have different skills, qualities and experiences, and they all care. I've listened to their concerns, done team building events to improve staff moral and supported them to learn and grow.”

Staff felt valued and supported including receiving feedback on their performance. They described staff meetings as were positive and promoted discussions. Staff told us they enjoyed their work and caring for people. Staff comments included, “This is a happy place to work; we work and support each other” and “There is equity and we’re treated by [registered manager name]. She is on the floor and so easy to talk to; she actually interested in what I've got to say.”

Staff felt valued and supported, and leaders took appropriate action to ensure the workplace was fair, responsive, and inclusive for everyone. Staff described the service as inclusive and supported those with protected characteristics. For example, the registered manager supported flexible working to help staff manage caring responsibilities and attend health appointments. This included access to confidential support and training to support career development.

The provider had strengthened the governance arrangements, embedded clear responsibilities, roles, and systems of accountability. They used the best information relating to risk, performance, and outcomes and shared this securely with others when appropriate. Further work was required to ensure these improvements were sustained and processes supported the delivery of good‑quality care and were effective in practice.

Since the last assessment, oversight systems and processes had been fully embedded and were used effectively to monitor all aspects of safety and service quality. Daily walk rounds and meetings gave the registered manager with a clear understanding of people’s care and any emerging risks. Audits and checks demonstrated that risks were being mitigated and identified areas requiring improvement, covering medicines management, care planning, and premises safety. Staff told us the registered manager checked whether care was delivered with kindness and compassion. However, some inconsistencies in the recording of care interventions and the monitoring of safety were not identified through audits, indicating the need to further strengthen oversight.

The provider’s quality and compliance team added an extra level of scrutiny through visits, focused audits, incident analysis, and reviews of digital care records, ensuring notifications were shared appropriately with relevant agencies. Complaints were recorded, fully investigated and the business continuity plan kept under review.

Effective communication between staff and management, and support systems were in place, including regular supervision, training and checks on staff practice. Staff were encouraged to take on lead roles, such as infection control and dementia champions, with additional training to promote safety and enhance the quality of life for people living with dementia. This approach helped ensure people received care that was consistently safe, effective, and well managed.

Overall, people and their relatives spoke positively about the quality of care and leadership. A relative told us, “If I had to do it again, I would put [Person name] in Templemore Care Home, which is testimony to how they have looked after them.”

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.

People told us their needs were met by staff working in partnership with a range of health and social care professionals, and timely referrals when additional support was needed. The registered manager and staff had good relationships with the GP practice and community nursing team, contributing to positive outcomes for people.

Staff demonstrated values such as honesty and collaboration, working together to ensure people received the care they wanted. Families were invited to attend special events creating a meaningful and inclusive events and celebrations.

The registered manager and staff had established relationships with local partners, including community groups and the dementia café, and worked collaboratively to access support to keep people safe, improve their wellbeing and interests including their faith. Positive feedback was received from a health professional and the commissioners responsible for monitoring people’s care, acknowledging improvements in care, safety, staffing and leadership. Volunteers were safely recruited, appropriately inducted, and shared positive feedback reflecting what people had told them and the support they had observed. This demonstrated a collaborative and person‑centred approach to care.

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.

Since the previous assessment, changes in management and the embedding of systems and processes had strengthened the quality and safety of care. The registered manager and staff recognised the value of learning lessons, audits and oversight, and feedback, was seen as opportunities to drive continuous improvement. Reflective practice was used effectively, promoting shared learning across the team.

The registered manager and provider representative were responsive to feedback and took some action immediately. This demonstrated a positive and proactive approach to learning and improving.

Leaders promoted a forward‑looking approach focused on learning, innovation, and continuous improvement, helping ensure the service remained safe, effective, and responsive to people’s needs. For example, the registered manager attended registered manager forums, shared learning, and best practice with the staff team. They described initiatives introduced within the service, such as offering caffeine‑free drinks, which had contributed to a reduction in falls and improved sleep for some people.