Norwood

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 outstanding. At this assessment the rating has changed to 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 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The service had a very positive inclusive culture with an emphasis on creating a caring community. We observed a strong focus on people’s quality of life and how this could be enhanced. People and relatives praised the service and the quality of care provided, saying they were ‘lucky ‘and ‘fortunate’ to live at Norwood. Staff described the service as like a family, one told us, “We had a fantastic Christmas here, lots of singing and the deputy manager did the cooking.” We saw a compliment in the service from a relative which referred to the numbers of staff in the building on Christmas day, “There was a steady stream of carers bringing hugs humour and loads of laughter.”

People were consulted and were able to contribute to the development of the service. Regular committee meetings were held involving staff, people using the service and relatives. One member of staff told us, “These meetings bring our community together; by sharing ideas we add quality and togetherness in all that we want to achieve…..Friends, residents and champions are invited to discuss ideas, this can include arrange tissue viability days and events, anything that will improve the lives of the residents.”

The registered manager had high expectations but also had confidence in the staff, and they felt valued and respected. There was a strong emphasis on a team approach and staff worked in complimentary roles to ensure people experienced a seamless service. Staff strengths were harnessed and staff development was prioritised. A number of staff had been encouraged to develop their knowledge and become champions in different areas such as tissue viability. There was clear succession planning and staff were encouraged to take on more responsibility. Staff spoke highly of the registered manager and culture of the service. They told us they felt supported through staff meetings, regular supervision and an open-door policy. One member of staff told us, “They encourage staff, find the potential in you. I think that they are strong in this area.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The registered manager had worked at the service for 26 years and was well known to staff relatives and people using the service. All the people we spoke with were highly complimentary about the leadership of the service and how senior staff demonstrated values of compassion and respect to the people using the service and staff. One member of staff told us, “I enjoy it, it’s well-managed. The registered manager has been here years; been a carer so understands and does a good job. [Registered manager] is approachable and has time for us, [registered manager] goes above and beyond.” Another said, “It’s very supportive, whether it’s personal things or work things they talk to you and see how they can help you.”

The registered manager was visible and knew each person’s needs, preferences and life history. They were enthusiastic about their role and their focus and passion for person centred care ensured people were at the centre of the care. Feedback from people and relatives was very positive about the quality of care and the dedication of staff. There were clear mechanisms in place to ensure that feedback from people informed future developments.

Staff had a clear understanding of their role and responsibilities and were encouraged to develop their knowledge and skills. Communication within the service was clear and effective. There were clear systems in place to manage the service including, one to one supervision meetings for staff, staff meetings and daily flash meetings. The registered manager was supported by an area manager and attended regular provider meetings. There were systems in place to support staff outside office hours to ensure continuity of care and support.

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

Staff expressed positive views with regard to the management team. One member of staff told us, “We have access to senior and if we have any concerns, we can whistle blow. They take things on board. The seniors are on top of their job here.” Another said, “It’s very open and welcoming, learned a lot here. Everyone is here to help. If I have concerns, I can go to the manager.”

We observed the registered manager was visible and accessible and had an open door approach. Regular staff meetings were held and staff, people who used the service and relatives completed an annual survey. The results were reviewed by the provider and senior staff to identify learning.

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 completed training in equality and diversity and there was a focus within the service on building a cohesive and inclusive team. Regular team meetings were held, daily flash meetings and regular one to one supervision. A member of staff told us, “They are a lovely team, I have experienced discrimination before but not here, they are so lovely. We support each other, it’s good teamwork, it’s all about the teamwork.”

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.

There was an overarching governance system to ensure that good quality care and support was provided as part of the provider’s approach to continuous improvement.

The senior leadership team competed walkarounds of the home and checked on risks, care, people’s dining experience and infection control to maintain standards. Information was collated on a range of areas including falls and infections, and this was analysed to identify patterns and areas of improvement. Regular audits were completed on areas such as medicines, infection control and care plans and information was sent to the provider to review.

The quality assurance system was monitored by the provider who undertook regular visits to the service to review specific areas including care quality and health and safety.

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 service worked closely with a range of health professionals. Staff told us that they had good relationships with the local GP surgery and the weekly ward rounds provided continuity for people.

Feedback from visiting professionals were very positive, comments included, “Lovely home, staff knowledgeable kind and caring, they stay with you, they make time for you.” “Deputy gives excellent leadership, very dedicated staff, always smiling and friendly, the home is always clean and tidy smells nice.” “They contact us with concerns and take advice…people look cared for.”

The service was well placed in its local community. It had good links with the local church to support spiritual wellbeing and had partnerships with local groups including schools to promote intergenerational awareness.

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.

The provider and the management team were committed to continuous improvement. They had a comprehensive quality assurance system, and the registered manager attended regular meetings with other managers from the provider’s other service to reflect on practice and look at how they could enhance care and support. The provider collated information on incidents as part of ‘learning to improve’ and ensured this was distributed to ensure managers were up to date with changes and good practice.

People, relatives and staff were asked for their views and ideas on improvements and their contributions considered. One member of staff told us how as a result of feedback from staff, the provider was intending to update the medicine storage and make a larger space available for the storage and administration of medicines.

Staff were encouraged to develop their skills and knowledge, and champions had been appointed in key areas such as tissue viability and moving and handling.

The service worked with other agencies to develop their practice such as the care home engagement and support service.