Newnton House Residential Care 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. Leaders were visible within the home and they wanted people living at the home to receive the best outcome and this was shown as people had become more independent since they had received support from all staff. Staff enjoyed working at the home and were invested in people achieving their goals. A member of staff said, “I’m happy, I feel it’s a joy to help these people, making a difference, some move on to live independently, making progress and moving on, it gives you joy."

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. Staff and relatives spoke highly of the registered manager and deputy. Staff told us all leaders at the home were kind and had time to speak with them and provide support at work as required.

There was a positive culture and calm atmosphere within the home. The management team were open and transparent and aware of their duties to report to appropriate external stakeholders.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they were able to approach the registered manager and deputy manager with any concerns and were able to raise matters with the provider. A member of staff said, “I’m confident to speak up and I do this in staff meetings.” Another member of staff said, “Yes, [registered Manager] is very approachable I can go to them to discuss things.”

Staff confirmed there was an open-door policy if they needed to speak with the registered Manager or Deputy. The registered manager told us there was a positive culture within the home where people and staff felt open to speak up and raise concerns. This had been achieved by continually reminding staff and people living at the home they were to be respected and confidentiality would be maintained when they spoke up about anything 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 they were treated fairly and with compassion within the service. The staff team was diverse and staff felt part of one team and their contributions were valued within the home.

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.

Records showed there were systems in place to monitor the quality of the service which were effective. This included reviewing infection control, whole home audit which reviewed people’s care. The registered manager and deputy also ensure staff received their supervision and appraisals on time and that people were receiving key worker support as needed to make sure all were supported.

A staff and people survey was conducted and relatives were asked for feedback, records confirmed this. We noted there was not a formal system to regularly capture feedback from health professionals, feedback we did obtain from a health professional was very complimentary of the home. We informed the registered manager, and they advised they would look into an accessible way for professionals to offer valuable feedback on the quality of the home. A health professional said, “There is a clear sense of stability and professionalism throughout the accommodation."

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 told us the local authority worked well with them and attended the home to complete an audit and this was an opportunity to see the work being done within the home.

Health professionals who worked with the home told us there was good joint up working. A health professional said, “The management and staff deliver a consistently supportive and safe environment, and I greatly value their collaborative and professional approach to [person’s] ongoing care.

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 open to learning at all times as they saw the benefit for themselves in being a better leader to support their staff and people living at the home. They worked with specialist health professionals in mental health to ensure people received the best experience and outcome from their care.

The registered manager told us they were always open and willing to learn and wanted their staff team to learn and develop within the home. The registered manager said, “I like the atmosphere in this company, they are always encouraging development. Staff know there are opportunities to improve, go on training and develop."