The Garth Care Home with Nursing

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 inadequate. At this assessment the rating has changed to 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 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 new management team had established effective working relationships with external agencies to support ongoing improvement within the home.
We had received positive feedback from the local authority regarding improvements within the home, and the strengthened leadership with the new management team.
The new management team had instilled an open culture within the home, which has contributed positively in regard to staff welfare.
One staff member told us, “(manager’s name) has been great since arriving, my supervisor is also very supportive and I would now be happy to go to either if I had any concerns”.
One relative told us, “The home is so much better now than it has been in previous years, it is better led and the manager and staff are approachable, kind and pleasant. The atmosphere is now welcoming and calm”.
 

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.
Leaders demonstrated a proactive and inclusive approach to service oversight, engaging regularly with staff to review the quality of care and support provided. We also saw regular examples of the registered manager engaging positively with people and being attentive to their needs.
Daily meetings enabled discussion of service-wide themes as well as individual people's needs, ensuring timely communication, effective decision-making and person-centred updates to care plans. This supported a culture of continuous improvement and responsive care delivery.
One staff member told us, “The management team are good, their door is always open”.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Leaders fostered a culture where people, relatives and staff were encouraged to speak up and share their views. An open-door approach, supported by clear safeguarding and whistleblowing procedures, helped ensure concerns and feedback could be raised and acted upon appropriately. Staff told us they felt able to approach members of the management team with issues and were confident their concerns would be taken seriously.
Opportunities to speak up were embedded within the service through daily handovers, regular team meetings, supervision sessions and annual appraisals. These forums enabled staff to discuss people and their care, reflect on their practice and raise any concerns about the wellbeing of people using the home or the running of the home.
The registered manager understood and fulfilled their responsibilities under the duty of candour, promoting openness and transparency when incidents occurred. This contributed to a culture of trust, learning and continuous improvement across the service.
 

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 home demonstrated a commitment to workforce equality, diversity and inclusion through the implementation of clear Equality, Diversity and Inclusion policies and procedures. Recruitment and selection processes were designed to be fair and equitable, helping to ensure employment opportunities were accessible to all.
Staff received training in equality, diversity and inclusion, which increased their awareness of protected characteristics, the importance of inclusive practice and their responsibilities in promoting equality in the workplace. This contributed to a positive culture where diversity was valued, and staff were supported to work in an environment free from discrimination.
 

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.
Robust governance systems had been introduced by the new management team to strengthen oversight and support continuous improvement. We reviewed regular audits that were completed across key areas of the service, with findings translated into clear and measurable actions. Leaders had access to audit information, enabling them to monitor performance and respond promptly to any issues identified.
A provider-wide action plan collated outcomes from multiple quality assurance processes, ensuring improvements were tracked and reviewed effectively. The regular review of this information supported accountability at all levels and demonstrated a proactive approach to maintaining quality, managing risks and promoting the long-term sustainability of the service.
 

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 recognised the importance of working in partnership with external organisations and professionals to ensure people received coordinated, person-centred care and support. Effective relationships had been established with health and social care partners, enabling information, knowledge and learning to be shared openly and appropriately.
As part of our assessment, we reviewed records relating to accidents, incidents and lessons learned and found that relevant information had been shared with external agencies where appropriate. Staff and leaders demonstrated a commitment to collaborative working, engaging with partner organisations to support continuity of care and improve outcomes for people using the service.
 

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 home promoted a culture of continuous learning and improvement, encouraging staff to reflect on their practice and contribute ideas to enhance the quality of care provided. Debriefs were completed following events within the home, with staff and people where appropriate. These discussions provided opportunities to identify what had worked well, explore areas for improvement and share learning across the home.
Staff told us they felt comfortable raising suggestions, concerns and ideas with the management team and were confident that their views would be listened to and acted upon. The management team used information gathered through audits, incident reviews and feedback from people to identify trends, drive improvement and ensure care records remained accurate, relevant and reflective of people's current needs. This supported a proactive approach to learning, innovation and the delivery of sustainable improvements.