St Anthony's Residential Home Limited

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 requires improvement. We identified breaches of the regulations in relation to notifications and good governance. A warning notice was issued in relation to the governance issues.

At this assessment we found the breaches of regulations had been met and 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 71 (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.

Relatives were complementary of the service and the quality of support the staff team provided.

Relatives’ comments included, “It is a nice place, I have recommended it to several people”, “Really nice and [My relative] is enjoying it” and “It’s good, it is lovely, [My relative] is really happy with it”.

Staff were well motivated and had a good understanding of people’s support needs. They told us, “The Management are supportive of the staff on floor” and "It’s like a little family". Daily staff handovers ensured information about any changes in people’s needs or conditions was promptly shared with all staff.

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.

St Anthony’s did not have a registered manager as the previous registered manager had stepped down from the role following our previous assessment. There was a full time, acting manager in post, who was providing effective leadership to the staff team. The acting manager had applied for registration previously, but subsequently withdrawn from the process. Following feedback, the acting manager again applied for registration. Staff were complimentary of the leadership and the support they received. Staff comments included, “It is a good place to work” and “We have very supportive management, they always will listen if there is a problem. All staff are lovely; we all get on really well”. The provider and acting manager now had a more complete understanding of their roles in ensuring the service complied with the requirements of the regulations.

Since the last assessment, additional management and leadership roles had been introduced to support the acting manager. Two assistant managers and 2 team leaders had been appointed. The roles and responsibilities of these staff were understood by the staff team and records showed some tasks had been effectively delegated. There was an effective on-call system which enable staff on duty to access management support when required.

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

The provider and acting manager interacted with people using the service daily and acted on feedback they received. The service had systems to ensure any complaints received were investigated and addressed. People knew how to complain and told us, “If I had a complaint to make I would so via the staff”. While relatives said, “If had a complaint, I would raise it with [the acting manager or provider]. I am sure it would be dealt with”. The service regularly received compliments and thank you cards from people’s relatives.

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 were well motivated; supported by the management team and told us St Anthony’s was a good place to work. Requests for adjustments to working practice to enable staff to meet their caring responsibilities were looked at favourably. One staff member commented, “I would recommend a friend or a family member to work here”.

The provider had clear responsibilities, roles, systems of accountability and good governance. However, they did not always promptly act on identified issues or share information this securely with others when appropriate.

The service now had effective management, and regular meetings were held with staff and leaders to ensure all staff understood their current roles and responsibilities. Staff felt well supported and said the acting manager had made positive changes within the service. Staff told us, “It is more organised than previously”, “[The acting manager] is fair but very firm” and “[The provider] is such a good boss, so supportive”.

The service’s governance systems had improved since our last assessment. Additional quality assurance systems had been introduced to monitor the service’s performance and to identify areas of possible improvement. Audits were effective and had identified issues in relation to the environment of the service. However, these issues had not been fully resolved as the provider had not yet commissioned the necessary works. Following feedback, the provider agreed to fund improvement works for which the acting manager had previously sought quotes.

The service had made some appropriate notifications to the Care Quality Commission following the last assessment. However, not all necessary notifications had been submitted. Following feedback, the acting manager made additional notifications about incidents that had occurred.

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.

Care records showed external health care professionals were involved in people’s care. When people’s needs changed, prompt referrals were made for advice from GPs, specialist nursing teams and other health professionals. Any advice provided was acted upon.

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 service had taken action to address and resolve the issues identified during our previous assessment. Quality assurance systems had been formalised, audits regularly completed and new staffing structures introduced to provide additional support to the acting manager.