Ashton Care Ltd

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 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 about the support they delivered to people. Staff told us about how the registered manager constantly looked for ways to boost morale and build a positive working environment. They went on to add, “Management genuinely listens and considers input, whether it is about day-to-day care, operational improvements, or enhancing service users’ experiences.”

Another staff member told us how country walks, football matches and festive activities were organised to help boost staff morale.

The provider had inclusive leaders at all levels who understood the context in which they delivered care and support to people. A person receiving support described the Registered manager as being understanding and as being professional in the way they treated the person.

Staff told us how the registered manager takes time to talk with staff about how everything is going and how they can help. Others told us how the registered manager has an ‘open door’ policy and how issues can be raised without waiting for a formal meeting.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistleblowing policy and staff were familiar with this policy and how to use it.

Staff told us that they felt confident in being able to raise concerns they had and said that they would talk to such agencies as the Care Quality Commission and the local authority if they felt the provider was not listening.

The provider had systems and policies in place to promote workforce equality, diversity and inclusion. Recruitment and training practices ensured a fair, open and honest process that created opportunities for people to grow as employees.

Staff told us about the training opportunities that were open to them and how this helped their future career progression working in the care sector.

The provider had systems in place that monitored the effectiveness of the service. There were people employed who were responsible for undertaking a range of audits to ensure the delivery of care was safe. Reviews of a range of practices was undertaken regularly that ensured consistency and identified areas which required improvement.

The provider understood their duty to collaborate and work in partnership, so services worked for people. They shared learning with partners and collaborated for improvement to improve the quality of service.

The registered manager told us how they worked with services including the local authority to stay informed of important developments and changes within the sector.

The provider focused on learning and improvement across the organisation. They encouraged staff to undertake a range of training and qualifications to enhance their own learning to improve the quality of and further their own development.

Staff told us about the range of methods used to support their learning which included on-line, and face and face training delivered by the registered manager which they found helpful.