Patcham 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

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 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 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 registered manager, deputy manager and staff understood and adhered to the provider’s vision and values. There was a strong culture of wanting to ensure people were provided with good quality care, in line with their needs and wishes. The management team were positive and had worked hard to ensure improvements were made, and there was an on-going drive to continually develop the service. Staff, people and their relatives all spoke positively about the culture at the home and unanimously told us that they would not have any hesitation to approach management with any concerns they may have. One relative told us, “I would raise any concerns with [Registered Manager]. Although I haven’t had any issues so far, I find her approachable and confident she would listen to any concerns I may have.”

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 registered manager was committed to their role and understood their legal responsibilities. There was a clear management structure which people, their relatives and staff understood and ensured effective support was in place at all times. The registered manager had good oversight of the service and was supported by both the deputy manager and regional managers when needed. People spoke positively about the management team, one person saying “[Registered manager] is lovely, and always around.” A relative told us, “It’s a warm and welcoming environment, and [person] genuinely enjoys living there. The home is well managed by [registered manager], who keeps me informed of any changes in his care.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt confident to raise any concerns and spoke positively about the open culture at the home. One staff member told us, “I love it here, it sounds like a cliché, but we are genuinely one big family. Management are so approachable and I wouldn’t have any problem going to them.” The provider had a whistleblowing policy in place, staff were aware of this, and it was also clearly displayed on posters within the home.

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. Staff told us that the registered manager and deputy manager were supportive and understanding to any needs they may have, and they felt confident in approaching them should they need any adjustments. Staff had undertaken equality and diversity training, and we saw them treating each other, people using the service and their visitors with respect.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The registered manager had a robust schedule of audits and checks to ensure consistent delivery of good quality care. Quality assurance checks included care plans, medicines, accident and incidents, and infection control. These showed that action was taken where any areas of improvement were identified. The registered manager was aware of their responsibilities and demonstrated a good knowledge of the Duty of Candour.

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. Visiting professionals spoke positively regarding working alongside staff and management at the home. The registered manager had forged strong relationships with the local community including an art group who had provided decorations for the garden.

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. Staff told us that they were supported and encouraged to undertake additional training to develop their skills. The registered manager had robust oversight regarding accident and incidents which were analysed regularly to ensure any learning could be shared across the team. Regular meetings were held to discuss any changes.