Boughton Manor 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 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 86 (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 registered manager and nominated individual were very passionate about the caring culture they had cultivated at the home. Staff shared this passion saying, “It is a nice place to work because the organisation supports it staff, values teamwork, promotes person-centred culture and upholds principles,” and “We work as a team we believe in teamwork, and we all care about the residents. It’s a supportive environment where everyone helps each other.”

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.

All staff and relatives we spoke with were incredibly positive about the management team. The registered manager operated an open-door approach, being visible and available for people and staff.

Staff said, “Our management team is approachable, and I believe they're good leaders who prioritise resident care and staff well-being,” and “The management are very approachable and, in my opinion, great leaders! They are interactive with staff, residents and families throughout their work day promoting a positive work culture and make us all feel valued.”

A relatives told us, “The manager is very responsive. They are always ready to engage with me and they answer any query.” Another said, “The manager is brilliant. Her attitude is that everything is possible, and she will try to meet any needs that arise.”

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

Staff all felt confident and comfortable speaking with management. For example, staff told us. “I can go to management with any concerns and always feel listened to…any concerns people have had have always been acted on.”

Staff were aware of the whistleblowing policy and the process. Information was shared with them on how to escalate any concerns they may have. The registered manager had an open door policy and supported staff to speak up. We witnessed the nominated individual being approachable for staff to speak up about their concerns on delicate matters.

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 registered manager and nominated individual were dedicated to supporting all members of their team. The home had an open and transparent, positive culture. We saw examples of how they were flexible and supportive with staff diverse health and religious needs without discrimination. The provider had made appropriate workplace adjustments in order for staff to be able to continue to fulfil their role. Staff described to us how they felt respected and included, a staff member said, “I wouldn’t want any other managers.”

The registered manager had introduced wellbeing initiatives, which staff spoke about positively. The wellbeing and safety of staff were integral to the culture of the home.

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.

There was a clear management structure in place, with all staff being clear on their duties and responsibilities. They had clear and effective risk registers in place to identify and monitor known and potential risks. The registered manager described a positive and supportive working relationship with the provider and senior management. Audits were carried out regularly, however some documentation was not completed to demonstrate a clear audit trail of actions taken.

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 registered manager worked alongside sister homes in a mentoring and supportive capacity sharing learning to drive improvements. They were also a member of Nottinghamshire Care Association, an organisation of peers in the local area who work together to elevate care standards.

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.

The registered manager had cultivated a culture of improvement amongst all staff working at the home. Staff felt comfortable making suggestions to improve the home. For example, a member of staff told us, “I can speak to the management team about anything either of concern or suggestion to make improvements.”

They also sought out pilots and projects to be a part of to improve service delivery and reduce risks to people. For example, they were part of a pilot for acoustic monitoring, to reduce risks to people particularly during the night.