Ashlee Residential Care 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 review of this key question, it was rated requires improvement. At this assessment the rating has improved 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 provider had processes in place to support the shared direction and culture of the service. There was a positive atmosphere and culture, providing person-centred and effective care and support. Feedback was gathered from people using the service, relatives and staff to drive improvements where needed.

Relatives told us the registered manager was open, transparent, and approachable. They felt confident that any concerns would be listened to and addressed promptly, which supported positive relationships between families and the service.

The registered manager fostered a supportive culture in which staff felt valued. Staff reported that they were able to provide feedback, raise concerns, and access support when needed.

The management team worked effectively with external professionals and agencies, including healthcare teams and social workers, helping to ensure people received well‑coordinated and effective care.

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.

The management team valued staff contributions and actively sought their views. Staff were supported with clear guidance, established procedures and relevant training to ensure they were confident and competent in their roles. They told us the registered manager was approachable and knowledgeable, and they felt assured the service was being managed safely.

The manager was passionate about ensuring the service delivered quality care to meet people's needs and felt supported by the provider. Staff told us how they felt supported and valued by the manager. A staff member told us, “The staff’s views are regularly sought by the registered manager, there is open communication with us and staff meetings ensure that issues are resolved and services improved.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff explained they felt able to raise any concerns and were confident that their concerns would be acted upon appropriately by management. The manager promoted an open-door approach, so that people using the service, staff and relatives were able to raise queries or issues with the management team. A relative told us, “The registered manager is very good. When I have raised any concerns in the past, however small they have been dealt with.”

The provider demonstrated a strong commitment to workforce diversity and fostered an inclusive, equitable culture.

Staff confirmed they were supported by the management team, both professionally and personally. They described an environment where they felt listened to, valued, and cared for, contributing to a positive and inclusive workplace culture.

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.

Regular audits and checks were undertaken to monitor quality and safety, with findings used to support continuous improvement. However, further work was required to ensure that key areas, such as medicines management and infection prevention and control, were subject to more robust and consistent monitoring.

The registered manager reported significant events to CQC in accordance with statutory requirements.

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 ensured consistent partnership working with relevant health and social care professionals. Relatives confirmed they were actively involved in care reviews and kept up to date with any changes to their family member’s care, ensuring open communication and strong partnership working.

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 had systems in place to learn lessons and drive improvements. Audit findings were reviewed and used to inform action plans and lessons learnt.