Water Royd 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 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. There was a warm and welcoming atmosphere in the service. Staff were happy in their roles and told us they were supported in their roles, by managers who were fair and approachable. A staff member said, “The manager is very supportive. The staff team work really well together. I have worked here a long time, as have a lot of the staff. I had my own relative living here.” People and relatives were provided with a newsletter, which shared information, key events and celebrations, such as activity dates, fairs and coffee mornings.

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. There was a clear management structure in place. The service benefited from a team of managers, quality teams, clinical leads and nursing staff. The management team completed daily walk rounds, to ensure the home was safe, the quality of care was good, and staff were adhering to policies and procedures. People, relatives, staff and partners told us the service was well led. A person said, “It is well led, the manager comes onto the units, and I know them.” Staff told us the manager supported them and operated an open-door policy.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People and relatives felt listened to and included in the operation of the service. Staff told us they felt comfortable raising suggestions or concerns, and they would be listened to. A staff member said, “I can go to the manager with anything, and they listen to me and would take action.” Staff were involved in regular team meetings, where they could raise concerns or suggestions. Team meetings included discussions about how the service was working well and what could be done better.

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. All staff were supported with their professional development and were encouraged to develop their skills and knowledge. Staff told us the managers were fair, and no one had been subject to discrimination. Some staff were given flexible working hours, to support them to remain in work, whilst having childcare responsibilities.

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. There were effective systems and processes for auditing the quality and safety of the service. This included audits from the providers quality teams and regional management. The provider had clear oversight of the operation of the service. The management team had a robust risk assessment system in place, which assessed and mitigated risks posed to people, to enable people to take positive risks. For example, assessments were made if people wished to go swimming, or if people wished to have specific furniture.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. Staff worked in partnership with professionals and partners. They told us staff were readily available and communication between them was good, which provided continuity of care for people. A professional said, “I have never had any concerns about this service. People always look clean and well cared for, and the staff are very kind.” People were supported to access the community, such as going to the gym and garden centres. People had taken part in a summer fair, which had involved several community businesses and activities and relatives were encouraged to attend events and activities. The service had a high score of 9.6 on the Carehomes.uk website, which allows people and their relatives to give impartial feedback about 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. The provider focused on improving the service, such as recently introducing a new care planning system and completing refurbishments. An ongoing quality action plan was in place, which included continuing refurbishments. Feedback surveys were in place, for people, relatives and staff. These were collated and action taken to improve people's experience. Surveys evidenced people were happy with their care and living at the service. Staff were also happy with how the management team supported and encouraged them.