Ashby Court 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 79 (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 promoted a strong person-centred culture that placed people’s wellbeing, independence and quality of life at the heart of care delivery. Staff were committed to creating a positive, inclusive and supportive environment where people were treated with dignity, respect and compassion. The provider recognised and responded to people’s individual needs, preferences and choices, adopting a flexible approach to care that enabled people to maintain control over their daily lives. This approach helped to ensure people experienced care that was tailored to their circumstances, promoted equality of opportunity and supported positive outcomes.

There was a supportive culture within the service, with staff reporting they felt well supported by leaders. The registered manager received regular support and oversight from senior leaders within the organisation, including the operations director, and worked closely with the deputy manager. The management team had a clear vision for the service and were focused on driving continuous improvement. Leaders promoted an open and approachable culture, and staff told us they felt comfortable seeking guidance, raising concerns and sharing ideas.

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.

Senior leaders were highly visible within the service and maintained a clear understanding of the experiences of people, relatives and staff. The registered manager demonstrated compassionate and effective leadership, leading by example and promoting a positive culture that placed people at the centre of care. Their approachable and inclusive leadership style fostered confidence among staff and contributed to positive outcomes for people using the service.

Staff consistently spoke positively about the support they received from the registered manager and wider management team. They told us they were encouraged to develop their knowledge and skills, reflect on their practice and continually improve the care they provided. Staff described managers as approachable, supportive and appreciative of their efforts, helping them to feel valued and respected in their roles. One staff member told us, "I can go into the office at anytime". This supportive culture empowered staff to provide high-quality, person-centred care and promoted a shared commitment to achieving positive outcomes for people.

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

Leaders took active steps to create an environment where staff felt safe, included and able to contribute. Staff told us they felt listened to and supported by the management team and were confident that any concerns relating to equality, discrimination, bullying or harassment would be taken seriously and acted upon. The provider encouraged open communication and maintained an open-door culture, enabling staff to raise ideas, concerns and feedback without fear of negative consequences.

Staff were aware of the provider's Freedom to Speak Up arrangements and told us they felt able to challenge practice, raise concerns and speak openly with managers. Leaders actively sought feedback through team meetings, supervision and informal discussions, and staff gave examples of concerns being listened to and acted upon. This demonstrated a culture where people were encouraged to speak up and where leaders responded positively to feedback, helping staff feel valued, respected and empowered in their roles.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The service benefited from a diverse workforce, employing staff from both the local area and overseas. Leaders promoted an inclusive culture where staff's individual backgrounds, experiences and cultures were recognised, respected and valued. Staff described the service as open, welcoming and supportive. The organisation's values were clearly communicated and embedded within the staff team. Staff were expected to treat one another, and the people they supported, with dignity, kindness and mutual respect, recognising the value and contribution of every individual.

Staff consistently described a positive workplace culture where differences were respected, and individuals were supported to succeed in their roles. One staff member told us they had discussed their career aspirations with leaders and were supported to access further training and development opportunities. This demonstrated the provider's commitment to ensuring staff had equitable opportunities to learn, develop and progress regardless of their background or role within the organisation.

As a result, staff felt valued, respected and empowered within the workplace. This contributed to a positive and stable workforce culture where staff worked collaboratively, felt confident speaking up and were motivated to provide high-quality care. People benefited from support delivered by a consistent staff team who felt included, supported and able to perform their roles effectively.

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 maintained effective oversight of the service, including the quality of care people received and the management of identified risks. Robust governance systems were in place to monitor performance, assess quality and drive continuous improvement. Regular audits and quality assurance checks were completed across key areas, including care delivery, medicines management, infection prevention and control, the environment and health and safety. Audit findings were reviewed by the management team, and actions were taken to address identified issues, helping to maintain standards and improve outcomes for people.

The service also benefited from independent oversight through external audits and reviews, providing additional assurance regarding the quality and sustainability of care. Feedback from people, relatives, staff and professionals, alongside audit outcomes and performance information, was used to inform service development and identify opportunities for improvement.

The management team met regularly to review performance, monitor progress against improvement objectives and evaluate the effectiveness of actions taken. Any required improvements were documented within a service improvement plan, with clear responsibilities and timescales in place to support accountability and oversight.

During the assessment, we identified some inconsistencies relating to the implementation of repositioning schedules and Positive Behaviour Support plans. Leaders responded promptly by reviewing records, providing additional guidance to staff and strengthening monitoring arrangements. This demonstrated a proactive approach to learning and improvement and a commitment to addressing issues when identified.

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 worked in partnership with relatives and recognised the important role they played in people's lives. Staff maintained regular communication with families, keeping them informed of appointments, changes in people's health and wellbeing, and other significant events. Relatives gave mixed feedback about their involvement in care planning. While many told us they felt involved in discussions and decisions about their loved one's care, a small number were less aware of care planning arrangements. Despite this, relatives consistently told us they were kept informed about changes in people's needs and felt able to speak with staff and managers when they required information or support.

Strong links were maintained with local services, healthcare professionals and community organisations to support people's health, wellbeing and independence. Staff supported people to access community facilities, events and activities that were meaningful to them, enabling them to maintain valued relationships and remain connected to their local area. These collaborative partnerships helped ensure people received coordinated support and access to opportunities that promoted inclusion, wellbeing and positive outcomes.

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 demonstrated a commitment to continuous improvement by actively seeking opportunities to enhance the experience of people living with dementia. The service had engaged with the University of Stirling's recognised dementia design principles to review the environment and identify areas for development. Work was underway to improve the dementia unit, including the creation of a sensory room, the introduction of sound-absorbing artwork and environmental adaptations designed to further enhance the environment for people living with dementia.

These planned improvements reflected a proactive approach to investing in the future development of the service. Although the changes were still being implemented and had not yet impacted people's experiences, we observed a calm and relaxed atmosphere throughout the home, with people appearing comfortable in their surroundings. Leaders demonstrated a clear commitment to continually improving the environment to support people's wellbeing and quality of life.

The service demonstrated a commitment to continuous improvement and innovation. Leaders were actively involved in initiatives aimed at benefiting both people using the service and the wider community. For example, the service participated in a project to reduce food waste by redistributing surplus food through local community initiatives, including food banks.

New technology was being piloted to promote people's independence, including the use of voice-activated devices to support individuals with everyday tasks. The service was also trialling electronic systems to enhance communication, record keeping and managerial oversight. Leaders recognised and celebrated good practice and were seeking external recognition through applications for local authority dignity awards, reflecting their commitment to maintaining and improving the quality of care provided.