Neville House Residential 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 good. At this assessment the rating has remained 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider’s statement of purpose was clear and person-centred. Leaders led by example and monitored practice against these values.

Leaders and staff had a clear understanding of the vision and values of the service. The registered manager told us, “Our key value is to make sure our residents feel like this is their home.” Staff told us, “The staff here go above and beyond. We are encouraged to treat people like family."

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The service was led by an experienced registered manager who had been in post for many years. Staff reported a high level of trust and felt the registered manager had the appropriate knowledge, skills and led by example. The registered manager told us, “Now and again I demonstrate with helping on care, sometimes cooking in the kitchen, and cleaning. I wouldn’t expect any of my staff to do something I wouldn’t do myself.”

People and their relatives spoke highly of the registered manager. Relatives told us, “[Registered manager] is great. Busy and professional. I can ask her anything” and “She is lovely and very approachable.” People and their relatives also praised the senior team. They told us, “I can speak to the seniors, I don’t really need to speak to [registered manager] as the other staff are really good” and “If we need anything we know we can speak to [seniors], they are the constants."

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The service demonstrated a positive, compassionate and listening culture. Leaders and staff acted with openness, honesty and transparency. The provider had a whistleblowing policy in place. Staff told us they felt able to speak up about any issues and their concerns would be listened to and acted upon.

People and their relatives told us they could raise concerns about their care and support if they needed to. They felt able to approach and speak with leaders and staff.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The service demonstrated a respectful and inclusive working environment, where staff felt valued and supported in their roles. Staff described positive relationships within the team based on respect and teamwork. Staff had completed equality and diversity training, which the registered manager told us was a positive learning experience for everyone who attended.

The registered manager prided themselves on employing staff from diverse backgrounds. They told us that during Ramadan, staff observing the fast were supported to rest and attend a nearby mosque to pray. Rotas were also planned mindfully ahead of Ramadan, which helped staff manage their religious commitments while making sure the service continued to run effectively.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The provider had a range of checks and audits to monitor the quality and safety of the service and to help drive improvements. Overall, this resulted in a well-managed service. However, auditing systems did not cover overall incidents, safeguarding concerns and risks to identify wider patterns or trends. This limited the provider's ability to learn from incidents and drive service improvements.

The provider did not have clear systems in place to ensure all required statutory notifications were identified and submitted when required. Registered providers must notify us about certain changes, events and incidents that affect their service or the people who use it. The registered manager identified the issues with their procedure and told us they have taken action to address this.

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.

Staff were effective at working in partnership with local healthcare professionals to support good care. Recommendations were consistently implemented into care plans and their results were monitored.

The provider maintained links with the wider community, supporting people to engage with local religious groups, schools and clubs. The service had an established partnership with a local college to support students with health and social care apprenticeships. Many long-term staff members started working at the service through this apprenticeship programme.

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 registered manager was committed to continuously improving the service by keeping up to date with current guidance and best practice. They understood the importance of regular training and competencies to ensure staff delivered high quality care.

The provider was actively working to innovate and improve the service. The service was in the process of implementing a new electronic care system to record, manage and share information about people’s care. They also had plans in place to redecorate parts of the service and had asked people for their views on how they would like it to be decorated.