Goodwood Orchard 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 inspection we rated this key question requires improvement. At this inspection 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 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 service 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. Relative comments included, “The atmosphere is friendly, with the feel of one big family” and “The atmosphere is very positive, homely and welcoming. Every individual is supported and cared for.”

The service 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. A relative told us, “The manager is approachable, very friendly, knowledgeable and caring. They have a compassion which they covey to the staff.” Staff felt supported and guided in their role. A staff member told us, “The support I get from the manager makes a big difference to me every day. I can really focus on giving the best care to our residents and it makes me feel valued.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Relatives described excellent communication from the service which enabled them to express any concerns or make suggestions and these were listened and responded to. Staff told us they were encouraged to share their views, and these were listened to and acted on by the registered manager.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff described good teamwork and a respectful culture where diversity and equality was encouraged and supported.

The service did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. The registered manager had developed quality assurance but audits and checks were not fully effective in identifying the issues we found during our site visit. For example, audits had not identified all the environmental concerns we found. Spot checks had not identified some staff were not conversant with the translator app or that staff were assisting 2 people to eat at the same time. Following our site visit, the registered manager took immediate action to address our concerns and introduce systems and processes to improve monitoring and oversight.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. People’s care records showed staff worked in partnership with a range of agencies and incorporated guidance into the care they provided. People gave examples of effective partnership working to help them maintain their wellbeing.

The service 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 contribute to safe, effective practice and research. The registered manager was working with quality officers from the local authority to support them to make improvements and introduce effective systems and processes. People, relatives, staff and stakeholders were encouraged to share their views, and these were used to make improvements. The registered manager had a clear action plan to develop and improve the service, including extensive building and refurbishment. There was clear evidence changes had been made or were in progress. Improvements had been made since the last inspection and the service was no longer in breach of legal requirements.