Fauld House Nursing 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

There was an open and positive culture within the service where leaders were experienced, compassionate and led with integrity and people and staff felt heard. Diversity across the service was valued and there were future plans in place to enhance this. The service worked well with other partner agencies to collaborate for improvement. The management team were committed to making improvements across the service. There were governance systems in place which assessed and managed the safety and quality of the service. However, some improvements were required to some audits to ensure they were as effective as possible.

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 promoted an open and positive culture across the service. They told us, “I have an open-door policy and I have always been visible. We are a small village home and a very tight knit community.” Staff told us the management demonstrated a positive and compassionate, listening culture that promoted trust and understanding. One staff member said, “Managers are very approachable and easy to talk to. We know they [managers] would respond and act on anything we raised.”

Staff were engaged in the service and were asked to feedback their thoughts, views and opinions to promote consistent good practice throughout the service. This was done through 1:1 supervisions, meetings and surveys.

The management team worked well together and supported staff through a scheme of delegation, so all staff understood their roles and responsibilities. The registered manager said, “I share my experiences with staff, and I lead by example.” Staff told us they had received relevant training and received support from the management team to enhance their own skills, knowledge and development.

The registered manager kept up to date with changes in the health and social care sector and was committed to driving improvement through their own learning and experiences. They said, “Our values are very important to us. We put people at the heart of everything we do, and it all starts at induction and with training where staff are encouraged to consider our values in everything they do.”

Staff were aware of the whistle blowing policy and were confident any issues or concerns raised would be dealt with timely and appropriately.

A whistle blowing policy was in place and was accessible around the service for people and staff to access as needed.

Staff were supported by the registered manger to ensure there was an inclusive staff culture where prejudice and discrimination was challenged as necessary. The registered manager promoted equality and diversity in the staff team and staff were able to observe cultural and religious events. The registered manager gave us examples of how they had supported staff to ensure their protected characteristics were met.

Staff were encouraged to be open about their needs as they wished and there were systems and processes in place to support staff to enable them to feel valued.

Staff told us they were kept accountable when things went wrong. Learning was shared amongst staff. The registered manager and the deputy manager had their own processes in place to share information with staff relating to governance, however it was agreed this needed to be more uniformed and consistent.

There were systems in place to support, assess and maintain accountability, safety and governance across the service. Audits were completed regularly and actions were taken as a result of any identified shortfalls. However, some of the audits completed did not have actions recorded or persons responsible for completing such actions and within timescales. We spoke to the registered manager and the deputy manager about this who told us about they managed this process when issues and concerns were identified, but agreed there needed to be a more consistent, written recorded approach. During the inspection, the deputy manager showed us examples of new audits which had been created as a result of our feedback and these were to be used going forward.

People benefited from the partnership working across the service as this contributed to positive outcomes for their care and support.

Staff told us they were given the autonomy to speak with health and social care professionals as needed and this would also go through management. Staff told us they had no issues in ensuring the right people were consulted about people’s needs. One staff member said, “We work well with agencies and we can do things such as doing observations, liaising with the GP and or out of hours to making referrals for specialist support in a timely way where required.” The registered manager told us they have full confidence in staff knowing people well enough to report any issues, changes or concerns.

The professionals involved with the service were consistent in their views about the good practice across Fauld House.

The management team worked alongside other professionals and stakeholders to improve outcomes for people. There had been a recent quality improvement assessment undertaken at the service by the Local Authority and the management team were working with them to ensure processes and systems were in place and effective.

The registered manager was working closely with the local authority working towards achieving full compliance across for quality and safety across the service. The registered manager was very receptive to our feedback about some of the issues we identified on inspection, such as the storage of medicines and improvements to audits, and took immediate actions.

The systems and processes for improving quality were effective and there was a shared approach of continuous learning and improvement.