Nightingales Nursing 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 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.

We observed staff and the management team engage in positive, compassionate interactions with people they supported. Policies reflected best practice guidance. The providers statement of purpose promoted people’s right to privacy, dignity and independence. It highlighted people had the right to enjoy the same human rights as any other ‘citizen.’ One staff member told us, “[Provider] is good as a company at making care person centred.” A second staff member told us, “Staff know what’s right and wrong. You get good training here.”

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.

All the staff we spoke with felt supported by the management team and directors. They felt the community managers were visible within the home and modelled positive, nurturing behaviours. One staff member told us, [Registered manager] has made changes for the better and they are approachable."

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

The provider had a whistleblowing policy which staff had access to. Staff told us they knew how to make complaints and raise concerns. They could report concerns in one-to-one meetings and felt the registered manager had an open-door policy. They felt comfortable sharing any concerns with the registered manager who listened and acted on feedback.

The provider had formal processes to investigate concerns effectively and confidentially.

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.

There were appropriate policies to support workforce equality and diversity. Staff told us they felt valued and were confident the registered manager and provider promoted inclusion and equity.

The provider had clear responsibilities, roles, systems of accountability or good governance. Systems and processes did not consistently ensure documentation was accurate.

Audits had incorrectly identified some people’s care plans as accurate when information was outdated or wrong. Some environmental concerns found at this assessment had not been identified in any quality assurance processes. The registered manager took action to review and update these care plans and improve the living environment.

Fire, gas, electrical and water safety checks were carried out in line with guidance and issues identified were resolved. Audits and checks carried out on equipment used to support people with their care were effective.

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 service had become a vaccination centre. The deputy manager told us, “We can give vaccines anytime of the day. We know the residents who know the staff, so less refusals.” They also said they planned to offer vaccinations to relatives who visited family members. This would make vaccinations more accessible and support their local GP surgeries.

Management and staff worked closely with relatives, health and social care agencies, the local authorities and us (CQC) to drivewe viewed and our experience of transparent conversations with the management team and information sharing confirmed this.

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 had installed smart lamps in some bedrooms to monitor people’s safety and wellbeing. The lamps can alert staff if people get out of bed or fall and the motion sensor lighting can prevent disorientation, trips and falls. The registered manager told us they were in the process of reviewing their effectiveness and hoped to see a significant reduction in falls.

Staff and relatives spoke of their confidence in the registered manager and management team and the improvements in the service since the registered manager had been appointed. One relative told us, “[Registered manager] is very open, and she will act on any issues we raise.”

The management team put in place an action plan straight away to ensure feedback from the inspection led to improved practice.