The Orchard

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 provider’s statement of purpose clearly set out their aims and values. We observed a culture of teamwork, and staff had time to engage with people and professionals. We observed the registered manager and staff working together to support people The provider’s welcome pack clearly outlined what people can expect from them. The provider had a closed culture briefing which outlined what a closed culture was and why it was harmful. This briefing provided informational links for staff to refer to for further support and guidance.

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 observed the registered manager and staff supporting people in a person-centred way whilst demonstrating and understanding the needs of the people. Staff spoke positively about the registered manager and the leaders, and the support provided to them. Staff told us the registered manager and leaders led by example, were flexible and the leaders made it easy for staff to do their job. A member of staff told us they, “loved their job”. A stakeholder told us the service always co-operated with them in an open and transparent way. The registered manager told us they were supported by leaders and had training opportunities to support their professional development. Relatives confirmed the home was managed well by the registered manager and there was senior management on site.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistleblowing policy and procedure and held regular staff meetings. Staff told us they were supported with regular team meetings, staff supervisions, they could raise their concerns anytime and leaders encouraged them to speak up. The provider completed regular staff surveys which included actions taken as a result of feedback received. For example, strengthening internal communication.

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 were supported through staff supervisions, observations and team meetings. We observed the registered manager being actively responsive to staff and supporting them. The provider had an equity, diversity and inclusion policy and procedure detailing their commitment to encouraging equity, diversity, and inclusion among their workforce and eliminating unlawful discrimination. The registered manager told us they would make adaptations to support staff when required. For example, honouring staff’s religious observances.

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. The provider had systems and processes to monitor the quality of the service and worked towards improving the service. The provider had a governance policy and procedure. Audits were completed, for example, in relation to care plans, risk assessments and medicines. The provider had a service improvement plan to support oversight of the service. The registered manager could describe the requirements for notifying CQC of specific incidents.

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 were supported to access external professional health care services as needed such as the hospital. A healthcare professional told us the service worked with them to support people living in the home. The registered manager told us they attended meetings with partners and communicated with professionals.

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. There were systems in place to learn from accidents, incidents and safeguarding concerns. The registered manager confirmed they recorded and monitored actions. The provider shared learning with their teams to drive improvement. A healthcare professional told us the manager worked well with them and communicated if there were any concerns for any of the residents.