The Briars Residential 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

There was a clear management structure in place and all staff were aware of their roles and responsibilities. Staff felt their wellbeing was supported by the new management team. They felt comfortable approaching the managers/owner and felt able to speak up if they needed to. Governance systems had been improved to ensure there was regular review of the quality and safety of care provision. There had been a number of environmental improvements made since the new owners purchased the home and there was a commitment within the staff team to continue to learn and improve practice such as medicines management. However, we found there were some areas of concern that were not identified by leaders still notably the safety and access to staircases and use of lap belts in wheelchairs. The owner and managers took on board this feedback and agreed to make the necessary improvements to address matters, agreeing to add to their ongoing improvement log already in place. We went on to follow the matter up and found that the 3 staircases had been enclosed (fire risk assessed) these changes made it safer for people. People when transported in wheelchairs did so with a lap belt in place and used.

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.

Staff had a shared vision which embraced change and sought to deliver improvements. The owner told us, “I like to know my residents and their families, I like the personal approach our ethos is to be family orientated.” This indeed was the case – the owner knew the residents and their families well and they knew him. Staff told us there was an open-door policy which encouraged them to have open and honest conversations with the management team.

 There was a clear vision for the direction of the service which was aimed at people achieving the best outcomes possible. Changes to people's care needs were recognised because of the good leadership at the service and processes that were in place to support team working.

The management team were available for support and communicated changes to the staff team well. Staff told us that “We can go to anyone of the managers. They are all approachable.” A different staff member said, “We’re a very happy staff group. We work as a team. We all feel supported and like the changes that have been made.”

Processes were in place to share roles and responsibilities. The management team told us that delegation of tasks was important at the service as it empowered staff to develop skills and take accountability for their actions. Staff were upskilled and took a lead on certain aspects of service delivery, including overseeing infection control procedures and medicines management at the service. The new registered manager was aware of their responsibilities and the service adhered to the requirements of their CQC registration, including the submission of statutory notifications about key events that occurred at the service.

 Staff knew where to find relevant policies to support them should they need to raise concerns formally. One staff member spoke of a hotline number that they could call should they be uncertain and need advice.

The home had policies and procedures in place to support staff in speaking up and raising concerns. This included up to date policies in relation to safeguarding and whistleblowing.

There was an acknowledgement and appreciation to staff for the work they did. Staff spoke of the recent developments that they had welcomed, such as being paid for their breaks when they worked an 8 hour shift. In addition, they had a pay increase, along with enhanced rates at other times. This made staff feel valued and respected for their dedication. Staff working with the service were from diverse backgrounds. Staff overwhelmingly told us they were included and accepted. Differences and individuality were appreciated. Staff told us they would support anyone regardless of their background and beliefs. The management team promoted diversity and was an inclusive employer.

Policies and procedures in place incorporated all aspects of equality, diversity, fairness, and protected characteristics. For example, recruitment. Processes were in place to support staff’s development and flexible working. Staff’s shift requests and short time notices such as medical appointments were accommodated to promote their life choices and healthy work life balance. One staff member said, “They are flexible due to my circumstances.”

Staff told us there were effective systems in place to ensure good communication amongst the staff team, which promoted team working and ensure continuity of care. Staff discussed tasks during the shift handover and the regular team meetings.

 Improvements had been made to quality assurance processes, this helped to ensure the care provided for people was safe and effective. There was a regular programme of audits undertaken by the registered manager and senior staff to review the quality of service delivery. This included reviewing the safety and effectiveness of care delivery, care records, staffing arrangements, and medicines management arrangements. Key performance data was also regularly reviewed to inform service delivery, including review of incidents, accidents and complaints. That being said, the processes in place did not identify our findings therefore, were not thoroughly effective.

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.

 The management team told us about the ways in which they were continually looking to improve the service. This included preparing to use a new system called logit audits. This will allow the provider to have oversight of all matters relating to maintenance, audits, housekeeping and statutory compliance in one place. This would enable tracking of actions taken to develop the service. Additionally, staff spoke of intentions to develop more community presence and involvement in the community and welcome back visitors who were once regulars prior to COVID 19.

 There was good management oversight of the service which focused on keeping people safe. The governance processes in place had enabled a number of improvements to be undertaken at the service and to continue to learn and develop. The provider was keen to improve the service where we recognised shortfalls. They listened to our feedback and where possible took prompt action to address any concerns identified during this inspection/assessment. For example, the stair cases were made safe and wheelchair users were safe when transported.