Hallmark Willingdon Park Manor Luxury 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

This service scored 79 (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 held listening groups to check staff culture. Then gathered staff feedback and from this created an action plan of what should be embedded. The registered manager was dedicated and had worked hard to drive improvement within the home and create a good culture that was inclusive, transparent and equal. Staff told us they felt the culture had improved at the home and staff supported each other.

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.

The registered manager told us “It is the most supportive provider, they care, if there is anything I need. Anything I ask for the residents they say yes."

Staff were positive about the management of the home, they told us, "The management are very supportive, it has got a lot better in the last year and [registered manager] has an open-door policy. I feel that the [management team] are all very supportive."

Staff also told us, "Very supportive, manager very supportive. Very approachable, if you have a problem, you know who to talk to.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a whistle blowing policy in place. The registered manager told us their door was always open for people and staff to come in for a chat.

The registered manager told us, "People can talk to me, the regional director does a session once a month, we have mental health first aiders. We have quiet areas for people to have quiet times. It is an open culture."

Staff told us, “We can talk to the management when we need."

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 had specific training on equality and diversity and had a good understanding of how to enable people to have a good quality of life. Staff feedback was positive about the support they received, they felt respected and supported.

Staff told us, "The team work well and support each other."

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 were robust processes for auditing and good oversight of all aspects of the home and care delivery, internally and externally by the area management team. There was an electronic system to ensure regular checks were carried out, this developed an action plan for improvement at the home. The management team did regular walk arounds the home to maintain effective oversight of the daily running 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 registered manager told us how they worked in collaboration with outside agencies and ensured people got the support they needed to attend appointments. Staff supported people to attend appointments.

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.

There was a strong focus on continuous learning and new ideas were regularly being developed with people, staff and other professionals. For example, oral health champions helped to embed the enhanced oral healthcare pathway for people living with dementia, and the Taste of Life initiative in how this care was delivered to people.

The provider ran listening groups to hear from staff and to help them grow, develop and progress in their roles, and enhance people’s experiences. The provider ran a management and leadership development programme to support staff development and encourage innovative practice and ideas.

The registered manager actively sought ideas and further learning, attending manager forums and conferences and an external professional visited regularly to share best practice from other services in the community.

Feedback gathered from meetings and surveys were analysed and acted upon, and the provider carried out a 'You Said, We Did' exercise, which showed how people and staff's voices were heard.