The Depperhaugh

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 remained 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 registered manager 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 exceptional understanding of the challenges and the needs of people and their communities.

Care reflected people’s needs, backgrounds and preferences. Staff showed awareness of equality and diversity in their practice. A relative told us, “The culture and values of the home is excellent, and this is well led by [registered manager] whose commitment and approach clearly reflect in all staff, from the gardener, handyman, laundry [staff], chefs and the front-line care/nursing staff. We would highly recommend the home to anyone who asked, as we feel [family member] is safe and well cared for.”

The workforce contributed to a respectful environment, enhancing both staff experience and the quality of care. This directly supported a strong sense of belonging for people and their families as well as staff which resulted in a genuinely homely service. A staff member told us, “I work alongside a great team of people, with caring attitudes to their work and [people]. My colleagues are from all different backgrounds. I find [people] to be treated with kindness and dignity.Our home is known to have a homely feel with [people] and their families often commenting on how appreciative they are for the care given.”

The provider had an exceptionally inclusive registered manager who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation.The registered manager had the skills, knowledge,experience and credibility to lead effectively. They did so with integrity,openness and honesty.

There was a clear commitment to excellence, with care tailored to individual needs. A relative said, “On [person’s] arrival at the home [registered manager] went above and beyond to identify and proactively address [person’s] complex needs. [Registered manager] wasn’t afraid to fight for what they felt was appropriate medication from the local doctor’s surgery to try to relieve [person’s]long term distress and extreme trauma. Consequently, I believe [person’s] well-being has improved dramatically.”

The registered manager was visible,approachable and involved in daily care, supporting strong relationships and high standards. One staff member said, “Our managers are visible on the floor. [Registered manager] is often seen interacting with [people] and will get involved with care if required. [Registered manager] ensures they take time to speak with [people] and their families. [Registered manager] is extremely knowledgeable in their role as both a manager and nurse. [Registered manager] often supports the staff physically and emotionally as caring is not always an easy job, especially in the end of life stages.”

Staff consistently described the registered manager as supportive and empowering, creating a culture where they felt valued and able to contribute. One staff member said this, “Makes me feel like a valued member of the staffing team. I have also witnessed this support by [registered manager] to other staff. The Depperhaugh is a lovely place to work and feels like a real family environment between staff and [people].I’m very proud to be a member of this fantastic team.”

One person said “[Registered manager] goes above and beyond… Although [registered manager] was on holiday they came back on two occasions, including on Mother’s Day, when they personally were hand-tying flowers for [people].” A relative told us, “[Registered manager] is very approachable and demonstrates excellent knowledge of [people] within the home. [Registered manager] always has time to discuss [family member’s] health when we visit and is happy for us to speak, email, or call [registered manager] at any time.”

The registered manager and their staff team had built up a culture of trust. Policies were in place that enabled staff to speak up safely. People and staff told us they felt heard and would be able to speak up about concerns if they needed to. Relatives also felt able to provide direct feedback to the registered manager.A relative said, “It’s very reassuring to see that [registered manager] is not afraid to talk to staff when they feel more challenging issues need addressing and if I ever have any concerns or questions about [person’s] care [registered manager] is always open to any feedback. On a daily basis [registered manager] is also visibly present around the home - [registered manager] is definitely not a manager who spends all their time behind closed doors in their office. [Registered manager’s] interaction with staff and [people] is really lovely to see and I very much get the impression [registered manager] is across as much of what goes on at the home as humanly possible.”

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 registered manager recognised the different skills of the staff team and valued their contribution to ensuring the home was a safe and caring place to live. Staff told us they were well supported.

The provider did not always have clear responsibilities, roles, systems of accountability and good governance. The audits and systems in place did not pick up the concerns we found with the care records. Some care records needed more comprehensive and accurate information. The registered manager was responsive and put plans in place to ensure this was rectified going forward. Other audits which took place were detailed and helped to drive continuous improvement. A relative told us, “[Registered manager] is a dedicated and hardworking manager, who gives her all to support and advocate for [people] and also her staff. [Registered manager’s] nursing background and expertise plays a vital role in the care The Depperhaugh is able to provide.”

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.

External professionals commended the staff team for their depth of knowledge and the effectiveness of their communication. Their feedback demonstrated that staff worked collaboratively and shared information clearly, supporting joined-up care and positive working relationships.

Relatives described staff as approachable, responsive and easy to engage with, highlighting the strong, positive relationships the home had developed with families. One relative told us, “Visitors are made to feel welcome - tea/coffee offered and also can stay for lunch any time.”

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. Many staff described the service as having a strong and positive learning culture, where reflection, development and sharing of best practice were encouraged. This supported staff to build their confidence, enhance their skills and contribute to service improvements.

Leaders encouraged creative and forward-thinking approaches to care delivery, with a clear focus on ensuring equality of experience, outcomes and quality of life for people.