Dorset House

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 good. At this assessment the rating has changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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.

Rotherwood’s framework, INSPIRE, had been developed and launched over the last 12 months. The provider had a clear vision which was outlined in their 3-year plan, “ensuring every resident experiences purpose, belonging, wellbeing and joy every day, whilst creating a workforce that consistently delivers exceptional care through meaningful relationships and personalised experiences.”

Policies, procedures, and staff training were available to guide staff in equality, diversity, and human rights. These helped promote good, compassionate care.

The provider, senior leaders, and registered manager worked closely with staff to promote a positive, person-centred culture which put people at the heart of the service. Staff felt well-supported by visible, approachable leaders. They felt confident raising concerns, seeking advice, and sharing new ideas.

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.

There was an exceptionally strong, highly experienced leadership team comprising the registered manager, clinical lead, and senior managers. This robust structure was further evidenced during our assessment by a thoroughly planned management transition. The newly appointed manager was undergoing a comprehensive induction and handover period, seamlessly integrating into the existing leadership framework without any disruption to the service.

Leaders consistently demonstrated a compassionate, inspiring, and person-centred culture, actively driving continuous improvement across all levels of the service. The home’s exceptional leadership and deep-rooted community integration were validated. We saw formal written testimonials from health professionals which described the registered manager as, ‘compassionate, dedicated, and inspiring,’ mirroring the positive feedback found as reported on in partnerships and communities section of this report. The impact of this leadership was tangible; management's commitment to fostering a supportive workplace resulted in exceptionally high staff morale, ensuring people received highly consistent, seamless care from an empowered and motivated team. One staff member told us, “We (staff) are fully dedicated to working here. The residents are like family to us.” We saw multiple compliments about the management team. Comments included, ‘[Registered manager] is the best leader. They have excellent leadership skills and qualities, they understand care home standards,’ and ‘Leaders expect us (staff) to provide the best possible care and always strive for excellence.’

In 2026, Rotherwood Healthcare was nationally recognised at the Care Home Awards as ‘Best for Resident Safety’. This award provides external validation of the provider’s sustained commitment to creating safe, responsive and well-governed services where resident wellbeing is central to every decision. This recognition reflected the strength of the provider’s wellness programme, safety as a culture, safety through science of sleep, and governance, oversight and accountability. It also demonstrated safety is not viewed as a standalone requirement, but as an integral part of compassionate, person-centred care. In addition, leaders shared their pride at being recognised as one of the Top 20 Care Home Groups on Carehome.co.uk. They were extremely proud of achieving a review score of 10. The award is based on independent reviews from residents, their families, and friends, making it a true reflection of the quality of care, support, and compassion the team provides every day.

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

Staff told us they felt confident to speak up if they had any concerns and felt they would be listened to. One staff member said, “We can talk freely here. [Registered manager name] communicates very well.” Staff told us they had access to policies and procedure and information such as whistleblowing.

There was an open-door policy which meant people, relatives and staff could approach the managers at any time.

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 gave consistently positive feedback regarding workplace culture and peer support. They reported feeling happy and valued. They told us they were provided with strong support from both managers and colleagues. One staff member said, “Everyone helps and supports each other.” Another staff member described how staff support one another and said, “If someone isn’t looking themselves, we take them aside and ask them if they are okay.”

Staff had received training in equality and diversity, helping to prevent discrimination and promote a respectful workplace.

The provider had an equal opportunities policy and employed a workforce which reflected the diversity of the community. The provider ensured a fair recruitment process with equal opportunities for career progression were accessible to all staff. One staff member told us they were recently given the opportunity to complete their level 4 in Health and Social Care.

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 were in place to monitor the quality, safety and effectiveness of the service.

Leaders maintained clear oversight through a highly embedded governance framework of audits which actively drove continuous, sector-leading improvements across all tiers of the service.

A wide range of audits were completed to assess the safety and quality of the service, including health and safety, infection control, medicine management, care records, dignity and respect and enticing dining. Audit findings were analysed and used to drive continuous improvement. Where any improvements were identified, clear action plans were developed and closely monitored by the leadership team. Records evidenced actions were completely promptly and effectively, reducing risks and improving outcomes for people. For example, the Health and Safety audit completed on 22 June 2026 identified a slide sheet with a perforated edge. It was immediately removed and replaced. Timely identification mitigated a significant risk: had the sheet failed mid-transfer, the individual could have fallen, causing physical injury, skin tears, or contributing to pressure sores. This proactive approach meant issues could be addressed before they had a significant impact on people using the service. In addition, a centralised Home Improvement Plan (HIP) was introduced. This further strengthened governance arrangements by providing a clearer and more consistent platform for recording, monitoring and evidencing home improvement activity. The system also enabled greater visibility of actions, risks, progress and outcomes at both home and organisational level, supporting managers and senior leaders to maintain effective oversight. In addition, by embedding HIP within Matron (the provider’s own central operations and care coordination system) accountability had been strengthened through clearer ownership of actions, improved tracking of completion and a more robust audit trail.

Leaders fostered an open culture where staff at all levels were empowered to share feedback and actively drive continuous improvement.

Leaders led quality-improvement initiatives which enhanced the delivery of safe, person-centred care. For example, partnership working with Marco Pierre-White Culinary Academy, implementing the wellness programme, sleep gap analysis and breaking down barriers to communication and inclusion in relation to hearing loss.

Robust systems of accountability were used to manage current and future risks. For example, previously clinical leads were writing care plans however, this has now changed with the direct ownership and accountability held with the nurses. To support this, the clinical leads conduct real-time, collaborative audit conversations directly with the staff team, ensuring care plans are accurate, up to date, and personalised and reflect each individual's needs and wishes. This transition has significantly enhanced staff autonomy.

As detailed in the partnerships and communities’ section, external partners consistently praised the leadership team for maintaining exceptional transparency, thorough oversight, and a collaborative approach.

The management team demonstrated a clear understanding of their regulatory responsibilities and the principles of the Duty of Candour. To be open, honest and transparent with people and their families when something goes wrong. Notifiable incidents were appropriately reported to relevant agencies, and leaders promoted an open and transparent culture where learning was shared, and improvements were embedded into practice.

Strong leadership and effective governance arrangements and oversight kept quality standards high, fostered a culture of continuous improvement ensured people consistently received safe, person-centred care which achieved positive outcomes.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The service worked exceptionally well in partnership with health care professionals. Following our onsite visit, we were sent written testimonials professionals had sent to the service. A health professional said, “I have been visiting Dorset House over the past 4 years as part of the proactive care home team here in Droitwich. Our multidisciplinary team have been supporting the team and residents at the nursing home with a weekly ward round for several years. The team headed by [registered manager name] have embraced joint working with our team in a proactive and collaborative manner providing a consistent high standard of care for all the residents at Dorset House. [Registered manager name] leadership of the team at Dorset House has been instrumental in our team being able to continue to provide effective holistic care for frail and vulnerable residents. We have worked together to provide high standard palliative and end of life care multiple times at Dorsett House. Feedback from staff, residents and families about the care at Dorset House under [registered manager name] leadership has always been good. [Registered manager] door is always open to families and their loved ones as well as to any visiting professionals.” Another professional said, “I have had the pleasure of working with Dorset House Nursing Home for the past six and a half years. During that time, the team, headed by [registered manager name], has embraced joint working with our team in a proactive and collaborative manner, providing a high standard of care for all residents at Dorset House Nursing Home. [Registered manager] leadership of the team has been instrumental in our team. We have worked together to provide a high standard of working ways.” A community professional said, “I have had the privilege of observing [registered manager’s name] dedication to the residents and staff of Dorset House over the last few years. Throughout my interactions with [registered manager] and during visits to the care home, I have been consistently impressed by [registered manager] professionalism, compassion, and leadership. They ensure that residents receive the highest standard of care, they foster a positive, supportive environment for all the members of staff. [Registered manager] is keen to ensure that most activities run at the care home involve the community. I have attended many events including barbecues, summer parties, afternoon teas and craft/Christmas fairs. Organisation of these has been excellent and well attended. I am proud to endorse [registered manager] and to commend their outstanding contributions to Dorset House and our community.”

The provider worked in partnership with a Children’s Hospice. As well as supporting the charity through fundraising events, an ongoing relationship had been developed which enabled people, staff, volunteers and the wider community to work together towards shared goals. This partnership working provided meaningful opportunities for people to remain involved in community life, contribute to charitable initiatives and experience the satisfaction which comes from supporting others. This partnership sits alongside the provider’s wider programme of community engagement, including work with a nursery, creating a network of sustainable relationships which reduce social isolation, encouraged community inclusion and reinforced Dorset House as an active and valued member of the local community.

In addition, Dorset House has partnered with a Culinary Academy who approached them to elevate its dining experience. For the provider, food is more than nutrition it is a vital therapeutic tool which promotes health, dignity, independence, and social connection. To support this vision, the Academy fully immersed itself in Rotherwood’s culture and values before launching a tailored culinary training programme. This embedded approach to effective partnership working made a material difference to people’s quality of life, outcomes and safety. There was a dedication and commitment to ensuring there was equity for people through effective partnership working, to ensure they were fully supported to achieve the outcomes they wished for.

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.

The provider demonstrated a culture of continuous learning, using evidence-based research and sector best practices to drive outstanding outcomes and enhance the quality of life for people. This proactive approach is embedded across the organisation; learning from internal audits, thematic reviews, and CQC inspections at other registered services is systematically analysed and shared with staff to inspire cross-service improvement.

The provider demonstrated a culture of continuous learning to improve outcomes and quality of life for people. For example, learning was shared with staff following any CQC inspections at the provider’s other services to ensure continuous improvement. Furthermore, the provider utilised insights from ‘The Sleep Gap’ report, commissioned by recognised external bodies, which illustrates the importance of sleep on health and wellbeing. People’s sleep patterns were analysed, which identified the negative impact of night-time interruptions. In one instance, a person was routinely disturbed every 4 hours for pressure relief and continence care, after which they could not settle and return to sleep. This caused daytime fatigue, reduced social interaction, and isolation in their bedroom. Following collaborative conversations, the individual clearly stated they did not want to be disturbed at night once asleep. They declined routine night-time repositioning and continence checks, confirming they would use their call bell if they needed help. Staff respected this choice and updated the care plan. A 7-day review showed the person achieved a better quality of sleep, appeared more alert during the day, and engaged more actively in social events. Similarly, a review of another person’s sleep identified they were in a detrimental cycle of late mornings and poor nighttime sleep, which impacted their nutritional intake and overall wellbeing. In partnership with the person a new morning routine with a structured 9am wakeup call as requested by the person was implemented. This was respected and the persons care plan was updated to reflect this. The persons sleep pattern was reviewed following these changes and they were now getting to sleep easier in the evenings and eating more at lunchtime. The person told staff, “I have slept better the last few weeks.” This learning was shared with staff to help staff review night-time routines for other people and implemented in all the providers services where it was identified gaps in people’s sleep which were affecting them and to ensure person-centred night care was provided.