Tixover House

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 changed to outstanding.

This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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.

Staff and leaders worked in exceptional partnership to uphold the provider’s vision and values, consistently delivering person-centred care guided by seven care commitments. This ensured every person received tailored support that promoted dignity, well-being, and a fulfilling daily life. Leaders actively collaborated with people, their representatives, and staff to embed a culture focused on enabling people to live enjoyable and meaningful lives. At Tixover House, this was exemplified through an extensive, person-centred ‘Life Enrichment Programme,’ offering daily opportunities for engaging activities supported by staff. These initiatives empowered people to pursue what they loved, enhanced overall well-being, and significantly reduced the risk of social isolation demonstrating a truly outstanding approach to holistic care. People thrived in an environment that was welcoming and relaxing which supported emotional wellbeing, social inclusion with stimulation and relaxion balanced to ensure people benefited the most. A person told us, “This is like home from home for me. I am happy and comfortable here and there is nothing that could be done better for me. I have got everything I need.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Staff consistently described management as exceptionally supportive, openly approachable, and completely visible within the service. Staff told us, “I am extremely happy to work in such a caring home under the leadership of our management who always listen, have time, give us feedback and help us to improve our quality of work day by day.” and “Our manager is a strong and passionate leader and always creates a positive environment for all of us. They are highly focussed on providing high quality person centred care.”

Feedback from people and their relatives included, “The manager is very good. They always seems to be around and is very helpful if you ask a question. They seem to be very good with their staff as well. The whole management team seem very on the ball with things.” And “They are a lovely person who does a really good job here. They are often walking around seeing what is going on” and “I think the Manager is really good. They will send out emails to keep us updated and you can always speak with them, they always have time for you. I think they run a tight ship and knows what is going on” The genuine open and positive regard people, relatives and staff had for the management team demonstrated an exceptional level of leadership, openness and person centred care.

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

A staff ‘speak up champion’ was in place to enable staff voices to be heard and concerns shared with leaders. Staff told us they felt confident to raise any concerns they had with the registered manager. A staff member said, “Our manager is very supportive and always ready to help. The open door policy is always available and staff are encouraged to speak up if they have any concerns.”

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 reported feeling supported, respected, and valued by both leaders and colleagues. Staff told us they had equal access to training and felt valued in their roles. A staff member said, “We all have the same training. I feel like I make a difference.” The provider supported staff by implementing reasonable adjustments and flexible working where this was required.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Leaders demonstrated exemplary accountability, consistently fulfilling their regulatory responsibilities by promptly notifying the CQC and local authorities of any events impacting people’s health and well-being. Comprehensive audits and checks were routinely carried out, covering care records, medication management, health and safety, and staff practices. The home’s culture of continuous improvement to people’s outcomes was evident through daily clinical oversight and monthly governance reviews involving regional directors and quality support managers. Staff from all departments, including maintenance, were involved in daily meetings with discussions to ensure everyone was aware of people’s needs. Leaders completed regular checks with people and staff to ensure the delivery of care followed the person’s wishes and met with the values of the provider to ensure people received the best outcomes possible. We were fully assured that staff understood their roles and responsibilities and the management team could account for the actions, behaviours and performance of staff. The regional manager provided robust oversight through ongoing review of the centralised internal reporting system, action plans and monthly visits, supporting the registered manager and ensuring governance and compliance standards were met without exception. This highly effective governance framework enabled leaders to deliver care of the highest quality, safeguarding people’s safety, promoting well-being, and enriching lives through outstanding outcomes.

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.

Staff and leaders engaged with people, communities, and partners to share learning with each other that resulted in continuous improvements and improved outcomes. Staff supported people to connect with local community groups. For example, staff supported a person to reconnect with a local club to maintain their social connection and hobbies.

A professional working with the service told us, “There is a clear commitment to continuous improvement and multidisciplinary collaboration.”

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Leaders and staff demonstrated an unwavering commitment towards a proactive approach to measuring outcomes and impact, using this insight to drive continuous improvement. The registered manager undertook detailed case studies to identify learning opportunities and strengthen future practice. For example, following the admission of a person who displayed signs of distress, where staff initially faced challenges and were unclear on escalation procedures, the team reflected deeply on the experience. This led to the recognition of the critical importance of early multidisciplinary involvement and proactive communication with families. As a result, not only was the person's outcome significantly improved, but staff confidence and competence were enhanced, ensuring future admissions are managed with a more person-centred, preventative, and responsive approach.

Staff felt actively involved in suggesting and making improvements at the service. A staff member said, “It’s a friendly and supportive environment. We work as a team to make sure residents receive the best care possible. New ideas are always welcome, and everyone is encouraged to communicate openly and support one another.” Another said, “We have always updates about any important incident that have occurred and we are also asked for our feedback and suggestions.”