120 Furber Road

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.

Staff were very committed to meeting the individual needs of the people living in 120 Furber Road. People’s care was planned with them and involved them, showing there was inclusion and engagement. A member of staff told us, “We have good team work here at Furber Road and good support from the managers. The staff members here have built a good bond with the people we support.” Another member of staff told us, “I am proud of supporting people to be more independent.” Our observations showed staff knew people well and it was evident that people felt safe and viewed 120 Furber Road as their home.

The management team were visible, knowledgeable and supportive. Both the registered manager and the team leader worked alongside staff to help them develop their roles and support people. A person requested the registered manager accompany them to go to the fish and chip shop. This was accommodated and evidently brought joy to the person. People looked comfortable and relaxed in their home with no restrictions. People spoke positively about the management of the service and knew the manager well.

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.

There was a registered manager responsible for 120 Furber Road. They were responsible for two other services operated by Milestones Trust, which were in close proximity. The registered manager told us they visited the service at least twice a week and was in regular contact with the team leader who had day to day oversight of the service. The team leader confirmed they were supported in their role and had regular contact with both the registered manager and the operations manager.

People told us they liked the manager and gave many examples of how they had helped them with activities or with purchasing items that brought them joy.

Staff told us the management team were approachable and had driven improvements such as reducing agency usage with regular familiar bank staff now working in the home that knew people well. They told us there had been an increase in organised activities for people and improvements had been made to the décor of the home making it more homely.

The provider’s quality team visited the service to meet with people, staff and complete checks on the home ensuring ongoing compliance. The operations manager was a frequent visitor to the service supporting the registered manager and the staff team alongside their responsibility to complete checks on compliance to the action plans that were in place.

The registered manager attended monthly management meetings where learning and risks were discussed across the whole organisation.

The registered manager and the team leader were clear about their responsibilities for reporting to the CQC and the regulatory requirements of managing a care home.

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

There were policies and procedures for staff to follow should they wish to speak with external agencies alongside a speak up policy within the organisation. Staff were aware they could raise concerns to the senior management team and if not satisfied they could contact the local authority, CQC or the police in respect of concerns or allegations of abuse.

Staff felt the culture within the service enabled them to speak up. Staff felt confident their voice would be heard and the management team would address their concerns. A member of staff told us, “I think my supervisor and manager are approachable for me to raise concerns, I have made suggestions before which has been considered.”

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.

People were supported by a staff team who felt valued and supported in their roles. Staff told us they liked working at 120 Furber Road. Staff received appropriate training enabling them to feel confident and skilled to support people. Their views were sought via team meeting and supervisions.

Policies were in place to protect and promote the rights of the people using the service and the staff team. Staff had completed equality and diversity training.

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 and team leader carried out checks on the home and on people’s experience of the care provided. These checks covered key aspects of the service such as the care and support people received, management of medicines, cleanliness and hygiene, the environment, health and safety, and staffing arrangements, recruitment procedures and staff training and support. Where there were shortfalls, action plans had been developed.

The organisation’s quality team completed quarterly audits on the service based on the key questions of safe, effective, caring, responsive and well led. These were shared with the operations manager who followed these up at subsequent visits. The team leader was able to demonstrate these had all been completed.

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 management team and staff worked closely with relatives, health and social care professionals and the local authorities to drive improvement and meet people’s needs. A relative told us they were very much involved and consulted about the care of their loved one including supporting with healthcare appointments. A social care professional told us, “I have had no concerns, I am confident that the service will be good for the person I am working with.” This was in respect of a new person moving to the home.

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 provider was aware of the shortfalls in respect of the daily records and had provided us with additional assurance during this assessment. This included developing self-audit tools for the management team to review the new electronic care planning process and associated documents including daily records. They were liaising with the external provider of the electronic care planning system to enable them to develop more accessible care plans. In addition, they were planning to reintroduce person centred planning training which had been paused whilst the new electronic care planning system was being rolled out.

In addition, the registered manager provided us with additional assurances on how they were planning to cascade additional training to staff on the completion of daily records. They sent us a checklist that had been devised for staff to guide them on writing person centred daily records in line with the expectations of the organisation.

The Trust was rolling out leadership training, and the registered manager confirmed they had completed this. They had also attended a safeguarding conference organised by the provider with the local safeguarding team providing some additional training and guidance to all registered managers working for the organisation. It was evident the provider promoted a continuous learning culture.