The Old Hall

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

The provider had robust processes in place to oversee the quality of the service they provided. We found staff used these processes effectively to support the day to day care people received. The ethos of the provider was to support people to achieve a high quality life.

This service scored 96 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff we spoke with felt positively about the culture at the service. They spoke passionately about their jobs. One member of staff told us they felt their role was to make the people they supported have a better life and help them achieve things they hadn’t done before. A further member of staff said “I walk up that driveway and it doesn’t feel like I am going to work. We try to do the best for the people who live here.” Another staff member said, “We are really good at working as a team, everyone helps each other.” The manager said, “The service is forward thinking, we look for staff who care and are motivated and want to see people are progressed. The company are very good at that and try to place staff in the right service. They try to match staff to people.”

The provider had clear values for the staff to follow when working at the service. With key staff attributes which had been taken from people’s own words of what they expected of the staff who supported them. They had a comprehensive training programme in place to support staff backed up with staff mentors on site. The was a positive behaviour support team who reviewed people’s behaviours and continually worked to reduce any anxieties and improve people’s independence. The provider had a central hub where a wide range of activities were available to people who lived at all their service to allow people to socialise together safely.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff told us there were a variety of ways they could raise issues with their managers. Staff felt confident things they brought up with their managers would be acted upon. One member of staff told us they had some concerns about the support some people received. They had raised it with their manager and had confidence it would be addressed. We followed this up with the manager, who told us they were aware of the concern and had addressed it by supporting staff with mentoring staff to ensure people’s care was consistent and of a high standard.

The provider had a number of processes in place to give staff the freedom to speak up. This was undertaken by regular meetings, debrief forms when incidents occurred to encourage staff to reflect on issues of what went well or what they had been concerned about. There were regular supervisions for staff. One effective way for staff to raise any concerns or give positive feedback to managers was through a system called ‘raise it’. Staff could submit a raise form for a wide range of issues via the company’s portal. The issues might be operational, environmental or personal. The forms were reviewed by managers and issues addressed. The family and Carer questionnaires the provider sent out to families was sent out each year and gave very positive feedback for 2024. Covering areas such as the communication between the staff and their family member. They received regular updates, they felt involved in their family members care and any complaints they had were listened to and resolved for them

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The staff and managers told us they found the provider’s systems and processes provided excellent support for them in their daily roles. When there were changes to people’s care they came up on the provider’s system so staff were informed quickly and able to provide the most up to date care for people. Staff told us they also had different ways they could support governance and quality assurance at the service. They were able to use incident recording, the raise it and sort it forms. These were responded to by managers and used to improve care for people with the outcomes fed back to staff.

The provider’s Quality monitoring processes were embedded into the service by the provider, who used teams of staff working centrally and undertaking quality monitoring audits in all their services. This ensured there was constant oversight of the service. Different groups of staff supported the registered manager in areas such as maintaining the environment, oversight of medicines, staffing rosters or reviews of care records. To support this managers on site would undertake walk rounds and weekly audits or the environment and feedback to a central team so the environment was maintained. There were twice weekly governance meetings with managers and the positive behaviour team to review information gathered around people’s behaviour patterns. The information was analysed to look at what strategies had been used by staff and how effective they were to reduce people’s anxieties. The management team on site used the provider’s monitoring process effectively to ensure high quality outcomes for the people and their relatives they supported.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.