Turn Furlong

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. This is the first assessment for this newly registered service. This key question has been rated 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 86 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff felt the whole team were engaged in helping people live their best lives. A staff member said, “A person can be extremely poorly when they first come to [Turn Furlong] but watching them progress and walk out of this place is amazing”.

The registered manager said, “We have all worked really hard on the culture of service, so we are all intertwined. We have worked hard to eradicate differences between staff. We do not separate staff in anyway; we have joint team meetings and share training. We hope staff now feel this is one service now. It has absolutely been a journey”.

The service had a vision and values mission statement. This had been collaboratively created by people, relatives and staff. This was available to all. The provider WNC, along with NHFT promoted people first, achieving the best outcomes, were respectful of staff values and had equal opportunities for all staff at the service.

Meetings were held and surveys conducted for all stakeholders to ensure their involvement in the planning and delivery of the service.

Staff were positive about the culture and approach demonstrated by leaders in the home. A staff member said, “I can go to the home manager if I have any concerns or I can go to the shift leaders for weekends or evenings if the manager isn’t available”.

The provider had a system of audits, checks and processes in place to support the registered manager in their leadership and management.

The management team completed their own appraisals of the service using tools in place by the provider. This included measures of the service’s performance and seeking feedback, to ensure the service was running safely and in line with provider expectations.

We saw that all methods of obtaining feedback from stakeholders included opportunities to share views on the management team.

Staff were positive about how the management team engaged with and involved them. A staff member told us,” If you understand your colleagues, staff and managers. If you understand how, you work together, you can learn from each other. Working out what works, makes a good team. We have had lost of adjustments and we are still making the improvements and learning”.

Staff were aware of the whistle-blower process in place and were confident in speaking up. The provider had a whistle-blower policy in place, with mechanisms in place to support staff when speaking up.

The management team told us that staff have the freedom for input into the service and that the staff feedback to date had enabled them to make improvements.

The registered manager was able to share a lessons learnt process completed. This demonstrated how any information shared was taken seriously, investigated and an outcome shared once completed. For example, the management team had received information in relation to a concern over the moving and handling techniques at the service. This led them into them to having open conversations about their processes and they reviewed the moving and handling training.

Staff felt well supported and respected by the management team. A staff member said, “100% the managers support me, and they have been incredible over the years. We are a little family, and we look after each other”.

All the staff we spoke with confirmed they were provided with opportunities to give feedback on their experiences at work and felt supported.

The registered manager was able to discuss the providers flexible working policy and what this meant to the staff at the service and how they have applied this.

The provider had a range of policies in place to support equality, diversity and inclusion within the workforce.

Inspectors saw during the onsite inspection that a room in the service had been converted into a prayer room for people to use.

The registered manager and staff were committed to ensuring, oversight and governance was well-embedded into the service. Staff were able to explain governance systems as team meetings, specific nurse led reviews of people’s health needs, case studies on wound management and use of medicines. Staff spoke about ensuring staff wellbeing and communication pathways worked well for them. Staff shared the management approach to learning and told us they use all opportunities to learn. The atmosphere between the management team and staff was good, staff told us they felt supported in their roles. People knew their individual responsibilities.

The registered manager felt the systems for auditing and governance were relevant, effective and useful in enabling them to monitor the quality of the care and support people received.

Systems were in place to promote a positive culture, transparency, learning and improvement. This ethos was clearly embedded throughout the service and staff team. The provider had robust organisational governance systems in place. Audits were thorough and reflected the experiences of both people and staff. Action plans showed the management team, and the provider responded promptly to any suggestions for improvements.

The management and staff structure provided clear lines of accountability and responsibility, which ensured decisions about the day-to-day running of the service were made at the right level. An example of this is the different team meetings, ensuring the correct people with the skills would be able to share their knowledge and experience for better outcomes. Another example is staff were clear on their responsibility to report concerns and what action they should take if they do not feel listened to. Investigations of safeguarding’s were undertaken at appropriate management and organisational level and welcomed the involvement from external professionals to ensure all aspects were considered. Staff rights were respected through the inclusion of human resource teams. People's personal records were kept secured and confidential. Staff understood the need to respect people's privacy including information held about them in accordance with their human rights.

People told us they felt staff supported them to access other health and social care professionals. People told us when they moved into the home, they were experiencing ill health and had a poor quality of life. They said the staff, with support of healthcare services, such as physiotherapists, had helped improve their health and wellbeing.

Staff told us they supported visiting agencies and were provided with information and outcomes following these visits, which supported them in their work.

The registered manager shared with us multiple examples of partnership working between services and external organisations. There was a clear system in place to ensure partnership working with health and social care professionals, and local partners. For example, the provider monitored the performance of the service, along with their partner provider NHFT. The provider had taken the lead in setting up performance meetings once a month, that included community services. People’s length of stay was monitored, along with peoples discharge and discharge destination. Information is shared with the local Integrated Commissioning Board (ICB), who also carry out regular quality visits to the service.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The provider was working with the local clinical commissioning group, therapists and specialist healthcare professionals to improve the care of people.

It was clear from feedback seen that partners experiences of working with the service was positive. Partner agencies described a commitment to working in a multi-disciplinary way to provide person-centred care.

A visiting healthcare professional commented on the commitment of the staff team, “This is my first visit to [Turn Furlong] and I’ve known [person] for 2 years. We met up regularly in the community to monitor their health condition, before [they] had their accident and came to [Turn Furlong] to recover. First impressions, it is a very nice service and staff are welcoming and they knew where I should find my [person]. [My client] seems in good spirits and I can see [they] have some new equipment to learn how to use it. I personally think that place like this with support is probably the best placement, as [the person] had proved that being on [their] own is not very safe for [them] so I am pleased [they] are here for the time being”.

Staff told us they received frequent training, and information was shared with them to drive improvements and innovation. A staff member said, “We get rich support from both organisations and the experience fromNHFT staff is also a real benefit. It has been very interesting, a real difference and now we have interaction with all social and healthcare staff together. It is a rich team as there has been lots of growth”.

Staff reviewed people’s care, which included documenting case studies to identify areas of good and outstanding practice and where learning had been identified. Staff were encouraged to explore and consider new ways of working to develop their practice and ensure positive outcomes for people.

The range of effective audits, checks and processes in place identified where learning and improvement was needed. Actions were recorded, planned for and completed.

The quality assurance system in place included people’s experience and feedback received. Where errors were found or learning identified, this was responded to promptly.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The management team presented a learning summit about the service in relation to its benefits and lessons learned to date since the creation of this innovative integrated health and social care service which delivers short-term care for people who are not quite ready to return home after a hospital stay.