Bank House 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 assessment we rated this key question requires improvement. At this assessment 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 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Policies and procedures along with staff training were provided to guide staff in equality, diversity and human rights, helping to promote good standards of care.

Staff felt they were valued as a member of the team. One staff member told us the team were working hard to make improvements, so people had a positive experience. We were told staff meetings were routinely held, and attendance was recorded. In the event a staff member being unable to attend, meeting minutes were provided to them. This helped to keep staff involved and informed about events within the service.

The registered manager was clear about their role and responsibilities and was visible to staff, people using the service and their visitors. The registered manager was working hard to support and develop the team and improve the culture within the home. People’s visitors recognised improvements were being made. One person’s visitor told us, “Its much improved since [registered manager] came.”

Staff also felt the registered managers was open and inclusive. One staff member told us, “We’re like a family now. I have no issue saying anything to [registered manager] and feel the staff can come to any of us too.”

Staff were aware of the whistle blowing policy and knew the procedure to follow and who they could speak with. Staff said they felt able to approach the registered manager should they need to and felt any issues would be acted upon. Other opportunities to seek feedback from staff were provided helping to promote an open culture where staff feel able to speak up and are confident they are listened to.

Records were maintained of any complaints and concerns. Information detailed the concerns raised, a review of the issues and response made. One person we spoke with said they had raised a concern however had yet to receive a response. We discussed this with the registered manager, who was preparing their response. They said the concern had been raised via an online care organisation, which caused a delay in receiving the information. We suggested this person was given the email address for the service so they could communicate directly with the service. The registered manager was to action this.

Staff said morale was improving with better teamwork. Staff said they were well treated and their individual needs respected. It was felt the appointment of a deputy manager and recruitment of additional senior staff would provide a better support structure and help share responsibilities across the team.

The service had an equality diversity policy, which outlined the aims of the service, respecting and valuing difference, and promoting dignity, equality, and diversity. This was supported by training in Diversity, Equality and Inclusion.

.

Improvements had been made in the governance system providing better oversight of the service. They were no longer in breach of the regulation. However, the registered manager acknowledged systems and process needed further embedding and there were on-going improvements needed to enhance the standards within the home. Areas for improvement were detailed within the homes improvement plan. The registered manager also agreed to address those issues identified during this inspection, such as, gaps in training, formal supervisions and an agency induction checklist.

The registered manager said they had good support from the nominated individual. The nominated individual acts on behalf of the providers and is responsible for supervising the management of the regulated activity provided. The registered manager completed a performance monitoring report providing oversight of the current service provision. These were shared with the nominated individual and discussed during their weekly meetings and actions agreed.

Due to restrictions placed on the home during 2024, occupancy has been low. New admissions were now being made; however, the registered manager was mindful this should be a managed way, giving them time to establish themselves in their role as well as support and develop the team. We were told as occupancy increases; finances would be reinvested in the service to improve the standard of accommodation provided.

The registered manager and staff sought assistance from a range of services to support the health and well-being of people. The home had been working closely with the local authority commissioners as well as the health protection and safeguarding teams to address areas improvement. Whilst staff experienced some difficulties in accessing GP support, the team had worked hard to develop working relationships with the community nursing team.

The registered manager had a business improvement plan which incorporated information from partner agencies to help drive improvement, this included staff training and development and care delivery.

The registered manager recognised since commencing employment at Bank House, work was needed to improve the culture within the home and the standards of care people should expect to receive. This included developing the knowledge and skills of staff in line with good practice as well as formalising the systems and processes in place, helping to identify and drive areas of improvement.

Issues were identified with the internet service. Two people we spoke with, who relied on this for their electronic devices, said this was unreliable and impacted on their ability to maintain their independence and links with others. The registered manager acknowledged this was poor and said this had been raised with the nominated individual. Alternative arrangements were being explored.