Orchard View

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 Outstanding. 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 71 (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 provider had a shared vision, strategy and culture that promoted positive outcomes for people. Leaders and staff demonstrated a compassionate, listening culture and good communication, supported by regular staff meetings.

The provider kept a live action plan showing what needed to improve, who was responsible and when actions were completed, and they added actions from this assessment.

People were kept central to decisions and day-to-day support, with relatives describing the service as amazing, one relative told us,” I would rate the service 100 out of 10… It’s amazing.”

Some systems, such as policy review dates, were not consistently embedded, but this did not outweigh the overall positive culture and clear direction.

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.

Recruitment records were robust. There was a registered manager was in post with access to ongoing support.

Regular audits and spot checks were completed, with clear actions identified to drive improvement.

Leaders were visible and actively involved in the service, spending time with people and supporting staff. Staff spoke positively about the management team, reporting thy felt supported, listened to, and confident in leadership. Feedback reflected a culture of openness, learning and compassion, with staff expressing pride in their work. One member of staff told us, “I am proud to work at Orchard View,” highlighting positive morale and inclusive leadership.

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

The provider supported an open culture where staff felt confident to raise concerns and share ideas.

Staff surveys and meeting minutes showed people were given opportunities to speak up, and staff told us they would feel confident to do so.

The management team was described as open to feedback and relevant policies were in place to support this.

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 provider promoted fair treatment and supported staff wellbeing, including making adjustments when needed.

Staff received equality training and told inspectors the management team genuinely cared about their wellbeing and treated them fairly.

Staff meetings and supervision were regular, helping to ensure ongoing support and consistent communication. We saw evidence of reasonable adjustments being made for staff. This helped create an inclusive workplace where staff felt listened to and valued.

Governance systems were in place, with regular audits and spot checks undertaken and actions monitored through a live action. Communication with staff was effective through meetings, handovers and sign-off processes, and a business continuity plan outlined responses to emergency scenarios.

Staff, people and their relatives spoke positively about the management of the service, with one relative stating “The service is better than well-led”.

However, governance systems were not fully effective as had not identified the shortfalls we found during this assessment, such as the safeguarding incident which had not been notified to us and was not identified through internal audits. Additional gaps included audits not identifying issues relating to emollient creams expiry dates and ensuring medicines were administered as prescribed. Although immediate action was taken once concerns were identified, and the registered manager took steps to strengthen their governance systems.

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 in partnership with others to support people’s care and inclusion in the community. The feedback we received from partners was positive. Leaders and staff worked closely with the local authority and healthcare professionals, as well as people and their relatives.

People were supported to access community activities that reflected their interests, including sailing groups, garden centres and other meaningful outings, and were supported to be as independent as possible. Relatives described strong communication and involvement, including being kept informed about appointments and any changes. “They always keep me informed and communicate well.”

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 supported learning and improvement and responded to feedback to make changes. Meeting minutes showed staff were encouraged to share ideas, and staff told inspectors this happened in practice.

Leaders were responsive during this assessment, taking some? action when issues were identified and adding these into the service action plan. The provider recognised staff contribution through long-service rewards, and staff described feeling valued. Together, this showed an environment where learning and continuous improvement were promoted and acted on.