Apple Blossom Court

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 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 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 registered manager demonstrated an understanding of their responsibilities under duty of candour. Staff were skilled and experienced in understanding how to support the needs of people who lived at Apple Blossom Court. The registered manager had been new in post at the last inspection and had taken the lead on driving the sustained improvements we found. Staff spoke positively of working at the service. One commented, “I love it here, love my job.” The registered manager told us they felt supported by the provider and could access support and additional resources for the services whenever they needed. This was demonstrated throughout our assessment, and we saw new furniture and equipment being delivered in response to our initial feedback about the environment.

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. Staff felt well supported. Comments included [registered manager’s name] has been the best manager I ever had. I have worked in care for many years and have lots of experience. The reason I have stayed here for so long is that residents are amazing but also due to the support I receive from the manager” and [Registered manager’s name] has an open-door policy. I am always knocking on their door, anything little or large can always speak with them.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were in place to ensure people who spoke up were supported and staff told us they felt confident to raise any concerns with the registered manager and the provider.

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. Policies were in place to support this. Staff spoke positively about personal support they had received. We reviewed records which demonstrated the registered manager supported staff through personal challenges and situations.

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. The registered manager understood their responsibility for notifying the CQC and other agencies of events which occurred within the service and accurate records were maintained. Effective systems were in place to monitor and review the quality of care and experiences of people however, systems needed to be further strengthened with regards to updating records in a timely manner following prescribed medicine changes. The registered manager completed regular walk rounds of the service and had identified many of the shortfalls we identified initially regarding the environment and necessary repairs needed. However, the provider had not always responded in a timely manner. We discussed these issues with the registered manager and senior care staff during the assessment, and we were told both systems would be reviewed and improved upon.

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 was a key member at the local provider forums where they were able to learn from others and share best practice with like-minded agencies. Information contained within care plans demonstrated staff worked in partnership with other agencies. Partners we spoke with told us this was positive and productive and led to good outcomes for people.

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. The registered manager sought the views of people, family members and staff through regular meetings and surveys to seek views. For example, one staff member told us, “We do food questionnaires with people, finding out likes and dislikes. We ask for their opinion on different meals regularly.” Recent meetings demonstrated people had been encouraged, and their views sought about redecoration of the service. People had been active in choosing colours, furniture and decorations. Records were maintained of any actions taken in response to feedback they received.