Strode Park House

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 inadequate. 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.

The service was in breach of legal regulation in relation to the governance and oversight of the service. At this inspection, enough improvements had been made, and the provider was no longer in breach of regulation.

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.

Previous areas requiring improvement identified at the last inspection had been met in respect to staff not always included in discussions around the vision, direction and culture of the home.

The home ensured staff were included in shaping the service including offering opportunities to join the staff council and contribute to decision making. The home also ensured that people living there were actively involved and included in this direction. There was a cultural calendar in place that included significant cultural days in the countries and religions of the staff and people living at the home. This is then celebrated at the home. The culture and ethos of the service was displayed prominently around the home. Staff told us, "It is a lovely environment to work in.”

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.

Previous areas requiring improvement identified at the last inspection had been met in respect to staff not always feeling supported by the management team.

Relatives told us how the management team were always transparent and honest with them.

A relative said that this honesty gave them trust in Strode Park and the staff. Staff told us, "I’m listened to by the manager, they take me seriously."

Community health care professionals told us, "I have worked with the staff at Strode Park for many years. I have a very positive relationship with the current registered manager, she communicates very well and knows her clients needs well.

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

Previous areas requiring improvement identified at the last inspection had been met in respect to staff not always feeling able to or listened to if they spoke up.

The home had ensured that people’s voices were heard, they had introduced regular meetings for staff, people and relatives. There were regular handovers in place and staff felt confident to be able to speak up. Staff told us, the management team were approachable. A member of staff said, "I can raise anything, I am listened to and the team listen to me." The home had policies and procedures that supported staff in speaking up. Policies included the topics of safeguarding and whistleblowing. The registered manager told us how they had an open-door policy.

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.

Previous areas requiring improvement identified at the last inspection had been met in respect to staff being able to share their culture. A member of staff told us, "We have restarted culture day after the Christmas break. This Wednesday we have the pleasure of [Staff] from the cleaning team cooking an Indian dish for us. Wednesday 21st it will be [Staff] cooking another delightful Philippine dish. Wednesday 28th we have our very own singing chef [Staff] tantalising our tastebuds with his dish." Staff told us, they enjoyed working at the home. Staff also told us, "We are a good team, we support each other."

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.

Previous areas requiring improvement identified at the last inspection had been met in respect to safe systems of governance.

Since the last inspection there has been improvements to the auditing system, the record keeping, and incidents and accidents. A structured action plan had been put in place which the management team followed to drive improvements across the home and care delivery.

Community healthcare professionals told us, “Documentation quality has strengthened overall, with only occasional gaps. Regular audits have been introduced and are reviewed every three months with [Team] and [Team]. This demonstrates transparency and a clear commitment to continuous improvement. Community health care professionals also told us, “Concerns are now being escalated within appropriate timeframes, reflecting improved clinical vigilance.”

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.

Previous areas requiring improvement identified at the last inspection had been met in respect to the home now working in collaboration with community professionals.

People helped at the charity shop in the local town. Volunteers supported with trips out with driving the minibuses. People were able to help in the day centre or with the running of activities.

The home held a Classic Car Model Railway Show to raise funds and involved the community. The home shared their improvements plans with people who use the service.

Staff told us, "People love helping in the shop and enjoy getting out in the community." Relatives also told us, "The GP comes regularly and she had a cold last week, and the nurse had asked the GP to check her again."

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.

Previous areas requiring improvement identified at the last inspection had been met in respect to the provider not always learning and driving improvements.

Following the last inspection, the home introduced a new mapping of how the home and management team structurally supported each other and who people would be supported by.

Staff were supported to undertake ongoing learning and professional development to ensure care was delivered in accordance with up-to-date best practice guidelines.

“Community health care professionals also told us, “Ongoing training for care staff continues, with Strode Park House actively arranging and supporting development opportunities.”