Archived: Ashton Grange Residential Home

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 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 described the home as having a positive culture. A staff member said, “I feel that the home environment is so homely and residents care is excellent, so I wouldn't improve anything.”

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. People and staff confirmed they felt the home was well managed. A person said, “I know the manager and the home is well run.” A staff member told us, “My manager is always available to help.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a whistle blowing policy, which was reviewed and updated regularly. Staff knew about the provider’s whistle blowing policy and were confident to raise concerns. A staff member said, “We are able to raise suggestions or issues and my manager will always try and sort them out.”

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 provider had policies relating to equality and diversity and staff had completed relevant training. Where needed, reasonable adjustments had been made to working patterns relevant to staff member’s personal circumstances.

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. The provider had a structured approach to quality assurance which was effective in identifying and acting on areas for improvement. This included improving activities records, the recruitment of a wellbeing co-ordinator and some redecoration of areas of the home.

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 home had good links with the local community and people often went on outings in the community.

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 completed various reviews of information gathered during checks, audits and feedback. Findings were incorporated into a live action plan which managers regularly reviewed to ensure actions were completed in a timely way.