Penns Mount 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 good-quality 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.

The provider and registered manager demonstrated the necessary skills and experience to lead the service effectively, with a focus on priorities and a transparent, open approach throughout the assessment.

The management team promoted a warm, consistent culture where people felt safe and respected. Staff told us they felt there was a good culture at the service and that the team worked well together.

By working closely with local authorities and health professionals, the provider ensured people received up-to-date care tailored to their needs.

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.

Leaders were visible, approachable and well regarded. People said they saw the registered manager regularly and that they were “helpful” and “friendly.

Relatives also praised leadership, saying “The manager, I know her and she’s lovely, hands on and very approachable” and “I have dealt with the manager. She is very able and capable, willing and helpful. She will do anything to help.”

Staff reported they felt well supported. Staff said they enjoyed their roles. One told us, “It’s a joy to work here”.

Leaders demonstrated a commitment to responsive, compassionate care by effectively addressing concerns and providing appropriate care and support.

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

Systems were in place to enable people to raise concerns and share suggestions, including surveys, meetings, and daily informal discussions with staff and managers. Quality assurance survey results indicated high levels of satisfaction. Where improvements were suggested, action plans were developed, with records confirming that actions were progressed and completed.

People and relatives said they felt comfortable raising concerns and were confident the manager listened and acted. One relative said, “If ever I ask the manager a question she can answer. She is very approachable; well, all the staff are. They always have time to stop and talk to you”.

Staff were able to speak up if they had concerns and told us they could speak with the registered manager or deputy.Staff were aware of how to escalate concerns externally if necessary. One told us, “I wouldn’t hesitate if I had concerns”.

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.

The provider had developed an inclusive workforce and recognised the value of diversity amongst the team.

Staff reported a positive, inclusive workplace where they felt respected and listened to, and they valued the supportive culture. Comments included, “I am very happy working here” and “I love them [the team] and get on well with them all”.

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.

Feedback from people using the service and their relatives was positive and demonstrated strong governance arrangements, effective leadership, and a person‑centred culture. Relatives’ comments included, “We are pleased. We looked at several homes; [person] is happy and nothing gives any concern”, “I’m so pleased to find somewhere [person] is settled; it has taken the pressure of us as a family” and “We all think the care in the home is outstanding”.

The registered manager and provider demonstrated good oversight of the service through a range of quality assurance audits. These audits informed action plans and supported continuous improvement, such as the refurbishment and redecoration improvements. Quality assurance surveys were used to engage people, relatives, staff, and stakeholders, enabling feedback to be captured and improvements identified to promote positive outcomes.

The registered manager understood their responsibility under duty of candour to be open and honest when things went wrong. Notifications of accident, incidents or safeguarding concerns were submitted in line with legal requirements.

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 registered manager worked closely with a range of healthcare professionals to ensure people’s healthcare needs were met and regularly reviewed. This included GPs, community nurses, social workers, dentists, and speech and language therapists. Where hospital reviews or specialist appointments were required, the registered manager ensured appropriate follow‑up was arranged. Healthcare professionals provided positive feedback about the level of engagement and collaboration from the service.

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 shared any learning from accidents, incidents or complaints to drive improvements and provide effective care and support to people. Learning was shared during meetings, feedback sessions and supervision.

Staff were supported to develop their skills through learning and development provided. Staff confirmed the training and support offered helped them to work safely with people.

The registered managerhad involved the service with the ENRICH (Enabling Research in Care Homes) initiative, which aimed to increase research participation among care home residents, who were often underrepresented in studies. The registered manager told us, “It is lovely to be involved with ENRICH as ultimately it is research in shaping and changing the lives of people living within our care home”.