Carpenders Park

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 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 registered manager promoted an open and inclusive culture within the service. They had an open-door policy for people living at the service, visitors and staff. During the inspection, we observed a positive culture of teamwork, with staff having time to engage meaningfully with people.

The registered manager described the importance of valuing the staff team and ensuring staff had the time and resources to provide good care. They gave examples of small, practical actions taken to improve staff members’ working day, including personally purchasing items for staff use.

Although these gestures were modest, staff described them as having a positive impact on morale and day-to-day working. One person told us, “She buys snacks; she is always thinking about us. She buys a toaster, as we said we would like one. She spends her own money. She makes us happy; she is so good.”

Staff also spoke positively about the management team’s approach and said this helped make their working day easier.

The registered manager personally funded a monthly live music session at the home. They told us this was important to many people, as it added value to their individual wellbeing and helped create positive experiences within the home.

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.

People and their relatives consistently described the management team as visible, approachable and highly supportive. Feedback showed leaders had a meaningful and positive impact on people’s day-to-day experiences. Comments included, “She is so kind and supportive; when she was away, we missed her,” and “Great manager, always ready to help.”

Staff felt there was a visible managerial presence throughout the service. Staff consistently reflected upon how the registered manager led by example, through working alongside staff in the delivery of care.

We observed strong, collaborative leadership across the service. The management team worked closely and effectively together, and discussions with the registered manager and care staff showed a shared commitment to improving people’s lives and delivering high-quality, person-centred care.

Staff told us leaders were supportive, responsive and inclusive. One staff member said their training had been adapted to meet their learning needs, making their induction more accessible and enabling them to learn at a suitable pace. The registered manager had also introduced e-learning, giving staff more flexible ways to learn and helping to reduce barriers for individual staff. This demonstrated an inclusive approach to leadership and staff development. There was a strong commitment from the registered manager to support staff to progress their careers if they desired and spoke about the positive impact this brought to their working lives.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.Staff felt able to share concerns without fear of negative consequences. Staff told us that when they raised issues, managers responded appropriately and acted where needed.The provider also supported people and their relatives to raise concerns, with clear processes to manage complaints and share outcomes.

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.

There was an inclusive and fair culture with equity for staff. Staff told us they were happy at the service and had the right support in place to enable them to do their jobs well. Staff told us they felt valued and respected by the management team and each other.

Some staff told us they had no plans to ever to leave the service except to retire. Staff told us they were all treated fairly. Staff said the registered manager tried to support flexible working to meet family commitments, and this was valued.

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. The management team maintained effective governance through regular auditing of care, medicines and training, plus oversight of incidents to spot trends and risks. They monitored staffing levels and engaged with people and their relatives to ensure care was delivered in line with people’s preferences. The registered manager showed good awareness of changing needs and worked to ensure care remained safe and consistent.

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 effectively with healthcare professionals, including GPs, district nurses and specialists, to meet people’s needs. Staff made referrals when required and worked collaboratively with other services to ensure people received the support they needed.

Many people living at the home had lived nearby, and the registered manager worked with local community groups and families to hold events at the home. Recently, there was a dog show, and there were regular coffee mornings.

The registered manager spoke about their plans to strengthen this partnership to continue to meet the needs of people living at 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 provider monitored incidents, events and outcomes to identify trends and risks. Leaders reviewed information regularly, including daily, monthly and quarterly analysis, and used this to improve care and reduce the likelihood of repeated incidents.

The provider used feedback from incidents, complaints and reviews to support improvements. The provider used systems of governance and oversight to support ongoing improvement and maintain the quality of care.