Loxley Park Assisted Living Residency

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 service scored 93 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an understanding of the challenges and the needs of people and their communities. Since the last assessment, the registered manager had sustained excellent standards of care and demonstrated clear areas where practice had further improved and exceeded expectations. Leadership at the service was extremely strong, visible and values‑led. Staff and leaders consistently demonstrated a compassionate and open listening culture, which promoted trust, honesty and mutual respect between staff, people using the service and their relatives. There was a clear focus on learning, reflection and continuous improvement.

The service actively promoted open communication and created regular opportunities for people, relatives and staff to share feedback on a wide range of topics. Leaders were responsive to concerns raised and ideas shared, and people felt confident their views would be listened to and acted upon. Staff told us they felt well informed and supported by the management team. One staff member said, “Our manager keeps us the loop about everything that is happening, nothing is left until the last minute, so never any surprises. Our manager supports us 100%.”

The provider had recognised the high quality of the service by awarding Loxley Park ‘home of the year’. Leaders from Loxley Park were also invited to share their learning and good practice with other services, demonstrating the service was seen as a positive role model within their organisation.

Staff at all levels consistently prioritised caring, respectful and compassionate care, which aligned closely with the provider’s stated values. These values were clearly embedded through detailed and robust induction processes and reinforced through ongoing leadership support. This culture was evident in our conversations with staff, relatives and external partners. Staff members told us, “It is vital each staff member delivers equal care to everyone. This is something Loxley Park prides itself on doing.” Another staff member said, “Staff all work to give our best for the people living there.” This strong, consistent and values‑driven leadership approach ensured high‑quality care was embedded across the service and continuously improved upon, creating positive experiences and outcomes for people.

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. The registered manager was highly skilled, knowledgeable and well supported by the provider and the wider senior management team. Together, they shared a strong commitment to delivering high‑quality, person‑centred care where both people using the service and staff felt respected, valued and supported.

Staff spoke consistently positively about their roles and about the support they received from the registered manager and leadership team. They described a workplace where they felt motivated, listened to and encouraged. Staff comments included, “I am supported greatly by the rest of the team and managers,” and, “I can’t praise [registered manager] enough for their support.”

Leaders consistently modelled inclusive, transparent and approachable behaviours. They created a supportive working environment with clear expectations, where staff felt safe to raise concerns and were supported to learn and improve when things did not go as planned. This contributed to a culture of continuous learning rather than blame.

Supervision arrangements were proactive, reflective and focused on staff development. Staff told us supervisions were used effectively to support professional growth and wellbeing. One staff member told us, “[Registered manager] always guides me in the right direction, I can approach them for support any time and supervisions are a great opportunity for me to discuss and develop my skills.”

Overall, leaders fostered a highly effective culture where staff felt empowered, supported and valued. This inclusive and positive workplace culture directly supported the delivery of consistently high‑quality care and positive outcomes for people using the service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff confidently understood whistleblowing procedures and told us they felt confident bringing areas of concern to leaders’ attention. One staff member told us, “If I suspected abuse, I would first make sure that the person is safe and check their wellbeing, I would talk to the person I suspected of being abused and get a statement of what's happened dates, events and persons involved. I would then report it to my manager, as any type of abuse is a safeguarding matter."

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 access to equality policies and training to help them understand diversity, protected characteristics, bullying and harassment. Staff told us they felt they were treated fairly at the service and worked well together as a team.

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. Monitoring and quality‑improvement processes were highly effective and fully embedded across the service. A comprehensive programme of audits were routinely completed, which enabled leaders to identify areas for development and take timely, targeted action. Audits of care, support and outcomes were carried out on an individual basis for each person using the service. This highly personalised approach ensured that people’s experiences and outcomes remained central to quality monitoring.

In addition to the service’s internal audit programme, further oversight was provided through audits completed by the regional director. These audits reviewed all aspects of service delivery and governance. Each audit resulted in a clear score and action plan, with follow‑up visits undertaken to ensure improvements had been made and sustained. A recent ‘critical friend’ audit provided further independent reassurance, with the service achieving an overall score of 93% for care and 98% for governance.

The provider demonstrated a strong commitment to ensuring the voices of people using the service were central to governance and decision‑making at every level. People, relatives, staff and external professionals were regularly invited to share their views, and feedback was consistently analysed and used to drive improvement. Regular care reviews, surveys and ongoing informal feedback enabled managers to maintain a detailed understanding of people’s experiences, needs and expectations. We saw clear evidence that feedback was valued and acted upon. Leaders responded promptly to concerns and suggestions and ensured meaningful changes were implemented as a result. People told us they felt listened to and respected. A relative told us, “[Registered manager] is brilliant and talks to residents at their wave-length.”

External professionals also praised the robustness of governance arrangements at the service. One professional told us, “Loxley Park are very knowledgeable and aware of the clients within their care. They clearly have a robust reporting process, and any physical, psychological or mental health issues are identified quickly and managed appropriately.”

Statutory and regulatory notifications were submitted promptly and in line with requirements. Safeguarding concerns were escalated appropriately to relevant professionals without delay. Records of meetings, discussions, audits, performance reviews and provider engagement were thorough and well maintained. These arrangements supported effective oversight, accountability and continuous improvement, with a clear focus on enhancing the quality and safety of care provided.

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. Leaders worked effectively in partnership with people, their relatives and external professionals to create a culture that focused on enabling people to live fulfilling and enjoyable lives. There was a strong emphasis on inclusion, independence and promoting opportunities that supported people to thrive.

The service demonstrated a strong presence within their local community. This included contributing a segment to a local magazine to share people’s life stories and achievements, as well as working collaboratively with the local council to restore a nearby lake for people to enjoy. These initiatives helped people to feel valued, connected and proud of their place within the wider community.

The provider had established effective links with a range of local organisations, which created meaningful opportunities, activities and events for people to participate in. Engagement with people, relatives, partner organisations and other services was regular and proactive. Leaders maintained a strong focus on supporting people to develop skills, build confidence and enjoy new experiences tailored to their interests and abilities.

Staff demonstrated a clear understanding of how community engagement supported people’s independence and wellbeing. One staff member told us, “People are supported to take part in activities and access the local community based on their interests, preferences and abilities. We encourage the residents to maintain their independence by supporting them to attend social activities, go shopping, visits parks, attend appointments or participate in community events. We also involve the residents in choosing the activities they enjoy and ensure any support needed such as transport or assistance is provided. This helps promote their independence, physical health, social interaction and overall wellbeing.” This collaborative approach ensured people were supported to remain active members of their community and experience meaningful, positive outcomes that enhanced their independence and quality of life.

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 registered manager articulated a clear and passionate commitment to delivering equality of experience and outcomes for people using the service. They worked closely with people, relatives and staff to enhance people’s quality of life and ensure everyone was supported to live meaningful and fulfilling lives. This inclusive approach was strongly embedded for people receiving care and support and within Loxley Park.

Staff were actively encouraged and empowered to use creative and individualised approaches to engage people and enhance their experiences of care. For example, 1 person was supported to use an area of the service’s grounds for gardening, which reflected a long‑standing personal interest and passion. The service further supported this by enabling the person to share their knowledge of plants with others. This initiative provided the person with a renewed sense of purpose and achievement, and staff reported the person’s well-being had thrived as a result.

Feedback from people and their relatives was consistently and overwhelmingly positive, with many describing the significant and sustained impact staff had on improving people’s quality of life. Care was delivered in a way that recognised people’s strengths, interests and individuality, ensuring outcomes were personalised rather than task‑focused.

The service also demonstrated consistently strong partnership working with health and social care professionals. Leaders and staff actively accessed learning resources to remain informed about changes in the care system and current best‑practice guidance. This ensured care delivery was continually informed, effective and responsive, supporting positive outcomes for people using the service.