Frome Care Village

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 the last assessment in May 2024 the service was in breach of legal regulation in relation to Governance. This assessment found improvements had been made, and the provider was no longer in breach of this regulation. At that assessment we rated this key question requires improvement. 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.

Staff understood the importance of delivering person-centred care. Leaders were working to change the culture at the home and staff told us they felt improvements had been made. However, this was still work in progress.

The provider used quarterly surveys to capture people’s and relative’s views.

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 was described as approachable and knowledgeable by staff and visiting professionals. Staff said they felt supported and that the culture had improved since the new registered manager took over. Leaders were visible and engaged with staff. The provider had identified some gaps in staff supervisions in the past three months and had allocated resources to address this by January 2026.

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

Staff told us they felt able to raise concerns and would escalate issues to the registered manager or provider. They were aware of safeguarding processes and said they would contact the local authority or CQC if needed. The provider asked staff about their views in a survey. It was evident that staff responses had improved in 2025 and there was ongoing work to continue to work on any concerns being raised.

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 told us they felt treated fairly and included, and overseas staff said the culture had improved since the new registered manager took over. Training records showed staff had completed equality and diversity modules, but learning disability and autism training required by the Health and Care Act 2022 had not yet been implemented. The provider confirmed they had been working to develop this training to suit their training model to deliver to their teams and was planned for early 2026.

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 systems to monitor quality, including audits and a new QR code reporting system. The provider’s senior management team reviewed information remotely and undertook regular visits. The providers governance systems had identified where actions were outstanding, and plans had been put into place to address these.

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 service worked with external professionals and maintained positive relationships with health and social care practitioners. District nurses and social workers described staff as helpful and caring. However, professionals raised concerns about delays caused by the provider’s assessment booking process, which was described as “clumsy” and not responsive to their availability.

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 had systems to learn from incidents and trends, and staff meetings were held to share information. Action plans were produced following audits, and some improvements were noted, such as changes to sluice areas and food service times. However, feedback from relatives and staff indicated that some learning was still being worked upon, particularly around activities for people who remained in their rooms.