Queensgate 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 requires improvement. At this assessment the rating has remained requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service remained in breach of legal regulation in relation to the governance at the service.

This service scored 61 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The management team were clear in their aims for the culture of the service and working to benefit the lives of people and staff. We saw staff were caring and aimed to provide the best care, though at times care was not fully meeting people’s needs and had not ensured equality and inclusion for all people. Further work was needed to implement and maintain a positive culture.

The provider was keen to drive improvements in the service through appointing a new manager and investment into the service. We received positive feedback from staff regarding changes to the management team and their approach to making improvements. The new manager shared the provider’s values and had already started to implement positive changes in the short time they had been in post, actively demonstrating their skills, knowledge and ability to lead.

Staff told us how they had not felt valued by previous managers, but were positive about the recognition they were receiving from the current management team. The management team understood staff had not always felt valued and supported and were working to address this.

The management team were working to improve the culture so staff were more comfortable speaking up. There was an open-door policy in place, and the management team could be contacted with any concerns.

A whistleblowing policy was in place and understood by staff. Staff told us they were confident any concerns they raised would be fully acted upon.

The management team considered diversity within their workforce to be a positive attribute and they worked towards an inclusive and fair culture. They told us how they worked flexibly with staff to accommodate staff needs. For example, shifts were arranged so staff could practice their religion. Staff were trained in equality and diversity and told us they were treated equally and there was respect among staff regardless of their ethnicity or other spoken languages.

The provider did not have clear and effective systems to support good governance of the service and improve quality. For example, we found shortfalls in PEEPs at the last assessment and continued to find shortfalls with the personal evacuation information stored in the emergency grab bag at this assessment. There was no effective system in place to monitor information stored in the emergency grab bag.

The provider’s quality assurance systems were not always operated in line with the provider’s schedule. We found there were significant gaps in the completion of audits which meant the provider had been unable to effectively monitor and improve the service. Some improvements had been made to the service, however the service remained in breach of some regulations.

The management team understood their duty to collaborate with other providers and services to support improvements within the service. They were part of a local management network which supported the sharing and implementation of good practice. The service also worked with a local church and school to promote community connections.

The provider was working to improve the service and learn from any shortfalls. This included monitoring and analysing data, recognising where shortfalls have occurred and implementing actions such as further training on care planning systems to reduce the risk of shortfalls happening again. The management team recognised further improvements within the service were required before innovation could be considered.