Working at Hartley Park Care Home

There was a transparent and open culture that encouraged creative thinking in relation to people's safely. The service actively sought out new technology and other solutions to make sure people lived with as few restrictions as possible.

Staff were proud and motivated to work for the organisation, telling us 'As soon as I came here, I thought I want a career in this' and 'The best bit about my job is that residents have had a really good day, it's rewarding working here.'

The provider's flexible and robust staffing assessment meant people were kept at the heart of any staffing decisions. Whilst a staffing dependency and monitoring tool was used, staffing numbers were mainly dictated by people.

The provider had looked at innovative ways to engage staff in training. For example, they hired the dementia bus.

There was an exceptionally skilled and motivated registered manager in place, who role-modelled the ethos of the service. Staff were proud and motivated to work for the organisation.

Intergenerational care, the practice of bringing young and older people together, was seen as paramount importance. The service was now also involved in the Plymouth Argyle Football Club scheme which introduced sports to care homes.