Holbeach Meadows 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.

This is the first assessment for this newly registered service. This key question has been rated 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 96 (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.

The service demonstrated an outstanding shared direction and culture, guided by a unique mission statement: “UNIQUE – Understanding, Nurturing, Innovating, Quality, United, Effective.” This vision was reflected in every aspect of daily life, creating a home where people, families, and staff felt valued, respected, and united in their purpose.

People described the home as a happy and welcoming place. One person told us, “It is a happy home, and I am happy here.” Another said, “It seems a happy atmosphere here. They are good staff and always smiling.” This positive culture was consistently reflected in the attitudes and behaviours of staff, who were described as approachable, cheerful, and committed to making each day meaningful for people.

Leadership played a key role in fostering this culture. A family member shared, “[Registered manager] is very good and very calm. When we are in a flap about something they will calm us down. There was a relatives’ meeting recently with about 30 people there. The registered manager knew who each person was and who their relative was. They made a point of introducing everyone. It was very impressive.” The service was open and transparent about how the home was run, regularly sharing information with people and families about what was happening in the home, discussing any issues openly, and taking suggestions forward to make improvements.

Staff and people worked together to create a truly person-centred environment. At Christmas, staff thoughtfully selected individual gifts for people, reflecting their interests and preferences. Team meetings encouraged reflection and self-assessment, with staff rating themselves and their team, and openly discussing “niggles and nags” to support ongoing development and team building.

Staff described a deep sense of purpose and connection with people living in the home. One member of staff told us, “Best thing about being here is working with the residents and making their day. I try to have conversations with them and try to make sure they don't feel alone. With meds round will always try to have a conversation and check in how their day is and how they are feeling.” This commitment to meaningful engagement ensured people felt seen, heard, and supported every day.

The outstanding shared direction and culture at the service created a vibrant, inclusive, and nurturing environment where everyone could thrive. The strong sense of unity, openness, and compassion ensured people, families, and staff worked together towards a shared vision of high-quality, person-centred care.

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.

The service was led by a team of highly capable, compassionate, and inclusive leaders who set a clear and positive direction for the home. At the start of the inspection, it was clear the registered manager was extremely knowledgeable about the people living at the home and their individual needs. The registered manager and deputy manager were described as approachable and supportive, with one person saying, “They help me a lot. They are the best [registered] manager I have ever come across.” Another person told us, “I do know the [registered] manager, she seems very nice, and she will always speak.” Others commented, “I haven’t seen much of the [registered] manager, but I know you can go and speak to her if you want to,” and “She floats around but you can always talk to her. She knows who all my visitors are.”

People and staff consistently described the registered manager as someone who was always available and willing to help. One person said, “Cannot fault them and their door is always open.” Another shared, “Supportive if need anything. Any questions can go in and registered manager is very approachable.” The leadership team was also praised for supporting people to attend external appointments and for maintaining a good working relationship with everyone in the home.

A family member commented, “I think it is a really nice home, one of the nicest I have come across and it seems to be really well run. It is purpose built and that is a big benefit to the staff and residents.” Staff described the registered manager as approachable and supportive, always willing to listen and provide guidance.

This outstanding leadership created a culture of openness, trust, and respect, where people, families, and staff felt valued and empowered. The registered manager’s visible presence, personal knowledge of everyone in the home, and commitment to person-centred care ensured the service was not only well run but also a warm and welcoming place for all.

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

The service promoted a culture where staff, relatives, and people using the service felt able to speak up about any concerns or suggestions. People told us staff regularly checked in with them about their happiness and experience of the home. One person said, “The staff will ask us if we are happy. They will ask us what we think of the home when they get a chance.” Communication was described as open and effective, with a family member commenting, “I think the staff are really good at communicating with us.”

Feedback was actively encouraged and acted upon. After relatives’ meetings, the service shared a ‘You said, We did’ summary, so families could see how their suggestions had been listened to and addressed. One family member told us, “After the relatives meeting they did a ‘You said, We did’ so you felt they had listened.” Another person described how their practical suggestion was taken forward: “When we first came here I kept getting lost, so I suggested that they paint the handrails in the corridors different colours, so you knew which corridor you were in. They did that and it really helped. Again, they listened to our suggestion.”

People and families felt involved and kept up to date. One family member said, “I get asked for feedback every month. They will call me if anything happens and I am here a lot, so they keep me updated.” The registered manager was described as approachable and supportive, with people able to have open conversations about their well-being. One person shared that the registered manager’s door was always open, and another commented positively on the support from head office as well.

This open and responsive approach meant staff, relatives, and people using the service felt comfortable raising concerns or making suggestions, knowing they would be listened to and action would be taken. This contributed to a positive and inclusive environment where everyone’s voice was valued.

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.

The service demonstrated a strong commitment to workforce equality, diversity, and inclusion, creating a supportive and welcoming environment for all staff. One member of staff said, “I love working here, I feel I am very lucky with setting, and we have a good team.” Staff described the home as open and transparent in how it was run, with regular opportunities to discuss issues and put forward suggestions for improvement.

The registered manager, who is a trained mental health first aider, worked actively to support staff well-being. They promoted the message that ‘It’s okay to not be okay,’ and provided a staff quiet room for anyone needing a break. Staff could also use discreet badges to indicate if they were having a difficult day and preferred not to talk, helping colleagues to be sensitive and supportive. Staff were aware of these initiatives, with one saying, “The senior carers will check in to make sure you are ok. There is a room upstairs to go to if too much and you can go and chill if you need to.” Another added, “You get asked in supervisions if you are ok. If I needed support, I know I can speak to the managers about anything.”

The service was flexible and understanding of individual needs, including around shift patterns and family responsibilities. Staff described being able to change shifts when needed, with support from their line manager: “If I’m struggling with childcare the managers are flexible with shifts.” Staff also said they could swap shifts amongst themselves and simply let the registered manager know.

The service promoted inclusion and celebrated diversity. Staff and people using the service had open discussions about LGBTQ+ topics, and the home celebrated Pride. Staff felt supported and included regardless of their background.

Team meetings were used not only for operational updates but also for team-building and open dialogue. Staff were encouraged to share concerns, reflect on their own and others’ strengths, and contribute to service development. This participatory approach empowered staff from all backgrounds to have a voice and take ownership of the home’s success. The registered manager’s open-door policy and accessibility via phone and email ensured that all staff regardless of role, background, or personal circumstances felt heard and supported. This inclusive leadership style helped build trust and equity within the workforce.

This inclusive approach helped to create a positive and supportive working environment, where staff felt valued, respected, and able to contribute fully to the life of the service. As a result, people using the service benefited from care provided by a confident, diverse, and motivated team.

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.

The provider demonstrated exceptional governance, leadership, and sustainability practices that ensured consistent delivery of high-quality, person-centred care. Clear systems of accountability, robust oversight, and a culture of continuous improvement were embedded across all levels of the service.

Leaders had a strong presence within the home and were described as approachable, knowledgeable, and deeply committed to the well-being of both people and staff. The registered manager was praised for their calm and supportive approach, with relatives noting their ability to build relationships and respond effectively to concerns. Staff told us they felt empowered and supported, and leadership was visible and responsive.

Governance systems were comprehensive and well-structured. Audits were carried out regularly across key areas including care planning, recruitment, health and safety, fire safety, infection control, and training compliance. These were supplemented by monthly governance reviews from head office, which included data analysis, walkarounds, and input from regional directors and quality support managers. This multi-layered approach ensured performance was monitored rigorously and improvements were actioned swiftly.

Training compliance was high, with mandatory training completion rates exceeding 95%. Staff were supported to complete training during work hours or paid time, and those requiring additional support were temporarily removed from floor duties to focus on development. This demonstrated a proactive and person-centred approach to workforce sustainability.

Environmental safety was prioritised through regular checks and servicing, including fire drills, equipment audits, and water safety monitoring. The provider maintained up-to-date records and acted promptly on any issues, ensuring the home remained a safe and well-maintained environment.

The provider’s commitment to sustainability extended beyond compliance. Governance processes were used not only to monitor risk and performance but to drive innovation and improvement. Staff were actively involved in shaping service delivery, and feedback from people and families was used to inform decision-making and enhance outcomes.

This outstanding approach to governance and management created a culture of transparency, accountability, and excellence. The provider’s systems ensured care was safe, effective, and continuously improving, while fostering a supportive and inclusive environment for everyone involved.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The service demonstrated an outstanding commitment to building meaningful partnerships and fostering a vibrant sense of community, both within the home and with the wider local area. People and their families felt welcomed and included, even after the loss of a loved one. One relative shared, “As a family we are still involved and recently went for a coffee when they had a coffee morning to see the staff and other people that knew my father. We were treated like part of the family. I would highly recommend Holbeach Meadows as excellent to any family looking for care for a loved one.”

The home actively created opportunities for people, families, and the wider community to connect. Monthly “Carers Corner” sessions were open to anyone in the community, and intergenerational crafting days, such as Easter bonnet making and gingerbread house decorating, welcomed children and families from the local area. Seasonal events like Halloween parties, a large community fireworks display (with support from a neighboring business), and Harvest Festival collections for the local food bank brought people together and supported local causes.

The service regularly hosted Macmillan coffee mornings, including a “Brave the Shave” fundraiser, and offered Sunday lunches for people over 65, especially during the winter months. Community groups were welcomed for activities such as “Knit and Natter,” cinema afternoons, and themed days. A local group of young people with learning disabilities visited monthly to help out with cups of tea, talk to people and join in with activities. The home worked closely with local schools, who named the suites and joined in with craft sessions for events like the King’s coronation. The home also sponsored a local under-10s football team, hosted visits from Rainbows, Brownies, and a baby singing group that incorporated British Sign Language.

The service supported learning and inclusion by inviting trainers to deliver Makaton sessions and running annual legal clinics with specialists in probate, wills, and power of attorney. World Book Day exchanges, Remembrance Day events with local veterans, and dementia-friendly barber visits were all part of the home’s commitment to community engagement.

The provider also sponsored refreshments for the local dementia group and hosted their summer fete, provided afternoon tea and goodie bags for local nurses on World Nurse Day, and welcomed emergency service workers for a “Blue Light” coffee stop and breakfast each month. Information days on dementia and end-of-life planning were held in the autumn, open to all.

All these events and opportunities were widely advertised through social media, local press, and community groups, ensuring everyone could get involved. Information was also shared with professionals to help reach even more people.

This outstanding approach to partnership working and community involvement created a supportive, inclusive, and dynamic environment where people could thrive, maintain important relationships, and enjoy a strong sense of belonging, both within the home and as part of the wider community.

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.

The service demonstrated an outstanding commitment to learning, continuous improvement, and innovation, ensuring people, families, and staff benefited from a dynamic and forward-thinking environment. Leaders empowered the team to be actively involved in developing the home, fostering a “whole home” approach where every department contributed to improvement, regardless of role.

New staff were welcomed with comprehensive induction packs and pocket cards, supporting a smooth transition and consistent standards. The way team leaders worked was transformed, moving from a traditional senior role to being actively involved in governance and quality assurance. Daily reports, regular walkarounds, and ongoing review and analysis of call bell response times ensured care remained responsive and safe. Communication was strengthened through departmental WhatsApp groups, a shared communication folder, and a whiteboard for key updates.

The service introduced weekly mini-audits covering dining, medication, first impressions, catering, and housekeeping, enabling rapid identification and resolution of any issues. Team leaders completed regular PPE and handwashing competencies, and bespoke dementia training sessions were developed to enhance staff knowledge and confidence. The maintenance team was also engaged in supporting people’s lifestyles, reflecting the inclusive and collaborative culture.

Daily meetings began with a focus on people’s care needs, ensuring the whole team was aware and involved. The “you said, we did” approach was embedded, with feedback from people, families, and staff directly shaping improvements. For example, after feedback, the service planned to introduce a noticeboard for people to keep everyone updated, and food tasting sessions allowed people to choose meat providers and menu options, with the majority decision respected.

The service maintained strong partnerships with healthcare professionals, holding regular meetings with the GP’s and advanced nurse practitioner to ensure timely and effective care. Relatives were encouraged to leave reviews, all of which were positive, reflecting the high standards and ongoing improvements.

Staff surveys showed 100% of staff agreed or strongly agreed that colleagues consistently treated everyone with dignity and respect. The service’s commitment to learning and improvement was evident in its willingness to adapt, innovate, and involve everyone in the journey towards excellence.

This outstanding approach to learning, improvement, and innovation ensured the service remained responsive, inclusive, and continually evolving, delivering the highest quality of care and support for people, families, and staff.