The Orchards

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 meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.
 

This service scored 89 (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, inclusion, equality, human rights, engagement and a strong understanding of the needs of people living at the service and within the wider community.

The service had developed a positive, values-based culture which was consistently demonstrated by staff at all levels.

Throughout the assessment, we repeatedly heard staff describe it as a privilege to work in people's home. Staff spoke about people with warmth, affection and respect and consistently placed people's wellbeing, wishes and outcomes at the centre of their discussions and decision-making.

There was a shared commitment to ensuring people received compassionate, person-centred care and support.

There was a genuine sense of teamwork across the service. We observed respectful and supportive working relationships between staff, people using the service, relatives, visitors and healthcare professionals. Interactions were characterised by mutual respect, trust and kindness, creating a positive and welcoming atmosphere throughout the home.

Staff consistently described leaders as approachable, supportive and visible. During daily meetings, handovers and flash meetings, we observed leaders routinely checking on the wellbeing of staff alongside discussions about people receiving care. Demonstrating a culture where staff felt supported both personally and professionally and where their wellbeing was recognised as important to delivering high-quality care.

The provider's values were clearly embedded throughout the service and reflected in day-to-day practice. Staff demonstrated a shared understanding of dignity, inclusion, independence and choice, and these values consistently informed the way care and support were delivered. Discussions focused on what mattered to people and how staff could support them to achieve the best possible outcomes.

We observed staff working together towards shared goals and demonstrating a collective commitment to achieving positive outcomes for people. There was evidence of a compassionate and supportive working environment where achievements were recognised and celebrated, and staff were encouraged to develop and progress.

The provider demonstrated a commitment to long-term sustainability and service development. There was evidence of effective succession planning across the service, including supporting staff development and creating opportunities for career progression. Leaders had invested in developing future leaders and maintaining workforce stability.

Staff spoke positively about development opportunities, recognition schemes and the support available during both professional and personal challenges. This contributed to staff retention and a stable workforce, enabling people to receive consistent support from staff who knew them well and understood their individual preferences, histories and aspirations.

The home actively welcomed relatives, visitors and local community groups and promoted opportunities for meaningful engagement between people living at the service and those around them. Relatives described strong, lasting relationships with the service and spoke positively about the welcoming atmosphere created by staff. This helped people maintain important relationships, remain connected to their community and experience a sense of belonging.

These observations demonstrated a strong organisational culture where the provider's values were consistently translated into practice.
 

The provider had inclusive and compassionate leaders who understood the context in which they delivered care, treatment and support. Leaders at all levels demonstrated the organisation's values through their actions and interactions and were committed to promoting a culture based on openness, dignity, inclusion and person-centred care.

The registered manager and deputy manager were highly visible and knowledgeable leaders who knew people extremely well.

They were able to speak in detail about people's needs, preferences, risks, life histories and aspirations without relying solely on care records. Their knowledge demonstrated regular engagement with people, relatives and staff and a strong oversight of the service.

People, relatives, staff and healthcare professionals consistently spoke positively about the leadership team. They described leaders as approachable, responsive and supportive and told us they felt comfortable raising concerns, sharing ideas and seeking guidance when needed.

Throughout the assessment, we observed the registered manager and deputy manager actively involved in the day-to-day running of the service. They spent time with people, relatives and staff and were visible throughout the home.

People interacted comfortably with leaders and approached them confidently to discuss requests, concerns and daily living matters. Their visibility and accessibility helped promote an open culture where people felt listened to and staff felt supported to raise issues and contribute to service improvements.

Staff described leaders as compassionate and responsive. We heard examples of managers supporting staff through periods of bereavement, illness and personal difficulty. Staff told us they felt genuinely cared for and valued as individuals, contributing to high levels of morale and engagement within the service.

Leaders demonstrated a commitment to developing and valuing staff. Staff described receiving encouragement to develop their skills, contribute ideas and progress within the organisation.

Leaders actively sought feedback and created opportunities for staff to influence how care and support were delivered. This helped foster a culture of ownership, accountability and continuous improvement and contributed to a stable and motivated workforce.

During observations of daily meetings and handovers, leaders encouraged staff to share concerns, discuss challenges and contribute ideas for improving care. Staff were actively involved in discussions about people's wellbeing and outcomes, helping to ensure risks, concerns and changes in need were identified and responded to promptly.

These observations demonstrated compassionate and effective leadership that was highly visible and embedded throughout the service. The values of the organisation were consistently reflected in leadership practice, resulting in a positive culture, a stable workforce and positive outcomes for people receiving care and support.

The provider had created an open, transparent and inclusive culture where staff felt safe to raise concerns, share ideas and challenge practice when required. Staff consistently told us they felt listened to and were confident that concerns would be taken seriously and acted upon appropriately.

Staff were aware of whistleblowing procedures and understood how to escalate concerns if required.

Staff told us they felt comfortable speaking openly with managers about concerns relating to people's care, day-to-day practice and service delivery. They were confident leaders would respond appropriately and take action where needed.
The culture of the service encouraged openness, reflection and learning. Staff told us they were comfortable discussing incidents, mistakes and near misses because the focus was on understanding what had happened and identifying opportunities for improvement rather than assigning blame. Learning from incidents, feedback and audits was routinely shared through meetings, handovers, supervision and team discussions to promote continuous improvement.

Staff told us they felt able to raise ideas, challenge practice and contribute to improvements within the service. Leaders acted on feedback and created opportunities for staff to influence how care and support were delivered. This helped foster a culture of ownership, accountability and continuous improvement across the service.

During the assessment, we observed leaders actively encouraging discussion and contribution from staff across all departments. Daily meetings provided opportunities to raise concerns, discuss people's changing needs and contribute to decision-making. Staff were encouraged to share ideas for improving outcomes for people and enhancing service delivery.

Leaders demonstrated that feedback was welcomed and acted upon. During the assessment, minor issues were identified relating to equipment storage, medicines waste disposal and care planning records. Management responded positively and took immediate action to address these areas. This demonstrated a willingness to listen, learn and drive improvement, even where concerns were low level.

There was evidence of mutual respect between staff and leaders. Staff felt empowered to contribute to the development of the service and described being involved in discussions about improvements to care and support. Staff explained that suggestions were acknowledged, considered and, where appropriate, implemented, helping to reinforce confidence that their views mattered and could influence positive change.

These observations demonstrated a strong culture of openness, psychological safety and continuous learning. Staff felt supported to speak up, challenge practice and share ideas, and leaders responded constructively to feedback. This helped ensure concerns were identified early, lessons were learned and improvements were made for the benefit of people living at the service.
 

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 promoted a culture of equality, diversity and inclusion throughout the service. Staff were treated with dignity and respect and told us they felt valued as individuals.

Staff described the service as welcoming, inclusive and supportive and said they felt able to be themselves at work.

The workforce reflected the diversity of people living at the service and the demographics of the local community. Leaders recognised the value that staff from different backgrounds, cultures and experiences brought to the service and promoted an environment where diversity was respected and celebrated.

Leaders demonstrated a commitment to creating an environment where people were treated fairly and had equal opportunities to develop and progress. We saw examples of staff being supported to advance their careers. Succession planning arrangements further supported staff development and progression.

The provider actively recognised and celebrated staff achievements. Employee of the Month awards, Kindness in Care awards and long-service recognition schemes acknowledged the contribution of staff and promoted a culture where people felt valued and appreciated. Staff achievements were celebrated during monthly meetings and through wider recognition initiatives.

The service actively recognised and celebrated diversity. We observed communal areas decorated to celebrate Pride Month and staff explained how different cultures, identities, beliefs and backgrounds were recognised throughout the year.

Staff demonstrated an understanding of equality, diversity and human rights and how these principles applied to both people using the service and their colleagues.

Leaders promoted staff wellbeing and provided support during significant life events, including bereavement, illness and personal challenges. Staff described managers as approachable and compassionate and told us they felt comfortable discussing both professional and personal concerns.

Throughout the assessment we observed a culture of mutual respect, kindness and inclusion where all staff contributions were valued irrespective of their role. Housekeeping, catering, care, nursing, maintenance and management staff worked together effectively and demonstrated a shared commitment to supporting people.

These observations demonstrated a positive and inclusive workforce culture where equality, diversity and inclusion were embedded in day-to-day practice. Staff felt respected, supported and empowered to contribute, helping to create a stable, motivated workforce and positive outcomes for people living at the service.
 

The provider had clear responsibilities, roles, systems of accountability and governance arrangements which supported the delivery of safe, high-quality and sustainable care. Leaders used information about people's experiences, quality, performance and risk to monitor the service and drive continuous improvement.

Governance systems were effective and provided oversight of safety, quality, people's experiences and service performance.

The provider had embedded electronic systems which enabled staff from across all departments to contribute to people's records, supporting effective communication, accountability and continuity of care.
Regular audits, meetings and monitoring processes were used to identify areas for improvement and ensure action was taken where required.

Leaders demonstrated a good understanding of the service's strengths, challenges and areas for development and used this information to support ongoing improvement.

Throughout the assessment, leaders demonstrated a proactive and transparent approach to quality assurance. Where minor issues were identified, including inappropriate equipment storage, full medicines waste bins and a care planning omission, action was taken immediately. Leaders welcomed feedback and responded positively to observations made during the assessment. This demonstrated a culture of openness, learning and continuous improvement rather than defensiveness when concerns were highlighted.

Throughout the assessment, people, relatives, staff and professionals consistently spoke positively about the management team and the way the service was led.
Governance arrangements were embedded within the culture of the service and supported positive outcomes for people, staff and the wider organisation.
 

The provider understood the importance of partnership working and actively collaborated with healthcare professionals, commissioners, local organisations and the wider community to improve outcomes for people. These partnerships helped ensure care was joined-up, responsive and centred around people's individual needs.

There were strong and effective relationships with healthcare professionals, commissioners and community partners.

External professionals spoke positively about the service and described the management team as responsive, knowledgeable and proactive. Staff worked closely with GPs, specialist nurses, therapists and other healthcare professionals to ensure people received timely support and coordinated care.

The provider actively shared learning and information with partners to support continuous improvement. Lessons learned from incidents, safeguarding concerns and service developments were discussed at provider level and used to inform improvements across the wider organisation.

The service was a valued part of the local community and actively created opportunities to strengthen community links. Large-scale events including annual open days, seasonal celebrations and community activities brought together people living at the service, relatives, staff and members of the local area. These events helped promote inclusion, reduce social isolation and strengthen relationships between the service and its local community.

The registered manager recognised the challenges faced within the local area and demonstrated a commitment to supporting the wider community. For example, the service expanded its Halloween celebrations to provide local children with a safe environment in which to participate in trick-or-treating and hosted a community Christmas grotto, providing an affordable festive experience for local families. These initiatives created meaningful opportunities for intergenerational engagement and strengthened community connections.

Throughout the assessment, we heard examples of positive, lasting relationships between the service and the wider community. Relatives continued to support events and activities even after their loved ones no longer lived at the service, demonstrating the strength of the relationships developed and the positive impact the service had on those connected to it.
These arrangements demonstrated a strong commitment to partnership working, collaboration and community engagement.

The provider worked effectively with others to improve outcomes for people and contributed positively to the wellbeing of both people living at the service and the wider community.
 

The provider promoted a strong, proactive culture of safety based on openness, transparency and learning.

The service made effective use of information relating to incidents, accidents, safeguarding concerns, complaints, audits and feedback from people, relatives and professionals. Themes and trends were reviewed both locally and at organisational level to support learning and reduce future risks.

Staff actively listened to concerns about safety and consistently investigated and reported incidents and events. Learning from incidents was embedded into practice and used to continually improve outcomes for people and promote safe care.

The provider promoted a culture of continuous learning, improvement and innovation. Leaders actively encouraged staff to develop their skills, share ideas and contribute to service improvement.

Staff described an environment where learning was valued and where they were encouraged to identify opportunities to improve outcomes for people living at the service.

Learning was shared both within the service and across the wider organisation. For example, the deputy manager regularly provided support to another of the provider's services during a management recruitment period. This helped share knowledge, good practice and learning across locations, promoting consistency in care delivery and service improvement. Staff described benefiting from opportunities to learn from colleagues and share successful approaches to care and support.

The provider demonstrated a commitment to learning from experience and using this learning to improve outcomes for people. We saw examples where lessons learned following incidents and events had led to changes in assessment and suitability processes. Leaders explained how learning from these events had subsequently been implemented across the wider organisation, ensuring improvements benefited people beyond the service where the learning originated.

Leaders promoted a reflective culture where feedback, discussion and learning were encouraged. Staff told us they felt comfortable sharing ideas, discussing concerns and identifying opportunities for improvement.

Learning was communicated through meetings, handovers, supervision, audits and governance processes, helping to ensure staff remained informed and engaged in service development.

The provider demonstrated innovation through its approach to enhancing people's wellbeing and quality of life. Staff consistently looked beyond people's assessed care needs and sought creative ways to support individual interests, aspirations and meaningful engagement.This included developing opportunities for intergenerational engagement, supporting people to maintain valued hobbies and interests, and creating inclusive activities which enabled people with differing abilities and communication needs to participate and contribute.

These approaches helped people remain connected to their communities, maintain a sense of purpose and experience positive emotional wellbeing.

Leaders actively sought opportunities to improve practice, share learning and develop both the workforce and the service. As a result, people benefited from care and support that continued to evolve in response to learning, feedback and emerging best practice, helping to promote safe, effective and person-centred outcomes.