The Old Garden 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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first inspection since the provider changed names. They were previously rated good. At this inspection the rating has remained the same. 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 service had a clear vision and values that were understood by staff. People and staff described the home as “Very lovely” and “Well run.” Staff said they felt proud to work at the home and described a culture of kindness and respect. The management team promoted a person-centred approach, and staff were committed to delivering high quality care. There was a strong sense of community and shared purpose across the service.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. Leaders 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. Leadership was compassionate and inclusive. People knew who the managers were and described them as approachable and supportive. One person said, “The manager is lovely and comes to see me.” Staff spoke positively about the registered manager and owner, saying they felt well supported. Leaders were visible and engaged with people and staff throughout the inspection.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt confident to speak up and raise concerns. They told us they were listened to and that action would be taken if they reported issues. There was an open-door policy, and staff described a culture of openness and transparency. One staff member said, “The managers are great, everyone is so well looked after.”

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 from diverse backgrounds were employed, and recruitment processes were fair and robust. Staff files showed thorough checks and consistent supervision. Staff told us they felt respected and valued, and there were no concerns raised about discrimination or unfair treatment. The provider supported staff development and recognised achievements through incentives such as employee of the month.

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. Governance systems were robust and well established. A range of audits were carried out regularly, including medication, accidents, infection control, and health and safety. Action plans were developed in response to findings, and improvements were tracked. Records were clear, confidential, and up to date. The provider had oversight of the service and worked closely with the registered manager and external auditors to ensure compliance and sustainability.

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 service had strong links with the local community and external professionals. People enjoyed visits from school pupils, which we observed on the day of our inspection, nursery children, and therapy animals. Staff worked in partnership with GPs, district nurses, and local authorities to support people’s health and wellbeing. Families were involved in care planning and felt informed about their relatives’ care. One family member said, “They keep me informed of everything, it’s a lovely place.”

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. The provider demonstrated a commitment to learning and continuous improvement. Lessons learned from incidents were documented and used to inform practice. Staff completed reflective accounts and received additional training when needed. Audits were used to identify areas for development, and action plans were implemented. The service responded positively to feedback and made changes to improve outcomes for people.