202 Weston Road

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 registered manager had made significant improvements to the culture of the home and ensured there was an open and positive approach within the service. Senior staff and the registered manager were experienced, compassionate and led with integrity. Staff mirrored this passionate approach to ensure people lived in a safe and effectively ran home. Staff worked together with partner agencies to collaborate for improvement. The registered manager was committed to making improvements across the service, with input from people, their relatives and staff. The registered manager had reviewed and updated their governance systems in place since our last inspection, to ensure they assessed and managed the safety and quality of the service and made improvements to people’s 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 registered manager had worked to promote an open and positive culture across the service. Staff mirrored the positive culture and confirmed an improved environment for people. The registered manager showed a compassionate approach which benefitted people living at the home and the staff supporting them. The registered manager told us, “There has been a massive change to the culture, a lot of staff who were not on board with the changes have left, it has been the best thing to happen.” Staff we spoke with were complimentary of the registered manager and confirmed they were approachable. One member of staff told us, “I have lots of support from the registered manager and the team leaders, the environment encourages team bonding, ensuring we do what is right and in the best interest of people we support.”

The registered manager created an environment where staff could engage in the service and provide suggestions to make improvements to the home. This was achieved through one-to-one supervision, staff meetings, communication books and informal discussions with senior staff and the registered manager to help promote consistent good practice.

The registered manager demonstrated a positive working environment with clear roles and responsibilities for staff to follow. The registered manager was passionate about ensuring staff had opportunities to develop and increase their skills and knowledge. This helped ensure people received support from staff who felt confident and capable within their roles, with support from the registered manager to deliver effective care. Staff confirmed they completed required training and received support from the registered manager to develop their skills and knowledge. One member of staff told us, “[Registered manager’s name] has helped us with our strengths and areas where we can improve. We can come and talk to them and have an open conversation.” Another staff member told us, “We [Staff] can share and ask for anything we need with the registered manager, it is confidential, when needed. [Registered manager’s name] understands what we need, it is a better place now for service users. I have so much training to really strengthen my skills in the role, it is a positive place now.” The registered manager confirmed the sharing of best practice and delivery of care through up-to-date processes and policies in place, which staff were requested to sign once read to confirm their access and understanding.

The registered manager kept up to date with changes in the health and social care sector and shared information with the staff team. Staff were encouraged to read and sign when policies had been updated, to show their understanding of the content.

Staff confirmed they felt able to raise issues and concerns and were confident action was taken in response to any information they shared. Staff we spoke with felt issues and concerns were dealt with in a timely manner and investigated as required. They confirmed the registered manager had an open-door policy and was approachable to report to. Staff we spoke with confirmed the process they followed if they had any concerns and were confident to speak up when needed. One member of staff told us, “We can come and talk to [Registered Manager’s name], we have an open communication.”

The registered manager had created an open culture which enabled staff to raise any concerns or issues they had. Staff knew the process in place to raise and report concerns and had access to a whistle blowing policy.

The registered manager supported staff and encouraged and promoted an inclusive staff culture. Staff confirmed improvements had been made since the registered manager had been in post, and they now felt able to raise and challenge any discriminatory practice. One staff member told us, “In the past I have been nervous about speaking to my manager, but not with [Registered Manager’s name] I will just go and speak to them”. The registered manager promoted equality and diversity among the staff team and shared how they supported staff and met their protected characteristics.

The provider had systems and processes in place to support staff to feel respected and valued. Improvements had been made since our last inspection and staff were encouraged to be open about their needs as they wished.

Staff were held accountable when things went wrong, and learning was shared across the staff team. The registered manager had introduced effective systems to ensure shortfalls were identified and improvements were implemented. Since being in post, the registered manager had identified areas for improvement and made changes to ensure people received an improved quality of care. Staff members were assigned roles and responsibilities to ensure the quality of the service was continuously monitored.

The registered manager had made significant improvements to the systems in place to support, assess and maintain accountability, safety and governance across the service. Audits were now completed regularly, and actions were taken as a result of any identified shortfalls. The provider ensured audits were completed by the required responsible person, and reviewed in a timely approach to make changes as required.

People achieved positive outcomes through effective partnership and community working. Senior staff and the registered manager ensured people received effective and timely support through making referrals and seeking advice from external professionals as soon as needed.

Staff we spoke with, told us they raised any concerns with senior staff and the registered manager. They liaised with health and social care professionals as and when required. Staff told us they had no issues in ensuring the required professionals were consulted about people’s needs and felt confident in raising concerns and action was taken to meet people’s needs. One staff member confirmed, “We know people well, and we are made aware of any changes, information is shared in the communication book and if there is a change to a person’s care plan we follow it accordingly.” The registered manager told us they were confident staff recognised and raised any issues, or when any deterioration occurred with people’s health and wellbeing. The registered manager then took the required action to ensure people received required care and support from external health professionals.

The external professionals involved with the service confirmed staff raised concerns as and when required. When advice and guidance was provided, staff members followed this to ensure people received the required care and treatment.

The registered manager worked alongside other professionals and stakeholders to improve outcomes for people. The registered manager regularly engaged with health and social care professionals to ensure a holistic approach and input was received from all required to be involved in people’s care.

Staff members we spoke with shared their confidence in the registered manager and felt able to raise suggestions to improve the service people received. One staff member told us, “We have made improvements since having our own manager in the house, they understand the role and reflect on things, and they are able to improve everything.” The registered manager demonstrated an approach to drive improvement and to ensure people received good outcomes and an improved quality of life. The registered manager confirmed the learning they had taken from our last inspection and was keen to share the improvements made and the impact this had on people living at the home. For example, the positive culture within the service, the completion of training courses and reviews and updated care records. The registered manager confirmed, “It is a calm environment, you can see people are opening up.”

The registered manager had reviewed and updated the systems and processes in place to identify areas for improvement. Following our last inspection, action was taken to make the improvements we identified to improve the quality-of-care people received. The registered manager now ensured an approach of continuous learning and improvement was shared across the service. We reviewed a recent local authority quality monitoring report, which showed the improvements made from actions they identified, and the positive feedback provided as part of the local authority process.