Norlands 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. Managers 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.

Newer staff members were supported by experienced staff to ensure the values of the organisation are learned understood and embedded in the service. Staff spoke very positively about the culture within the care home. One staff member told us “The care here is outstanding we're like a family. Any issues are dealt with straight away. We don't have any agency staff we all know everybody really well, it’s a lovely place to be.” Another staff member told us, “We are a really homely home, that are like family.” When staff were asked if they would place their own relative in the home the responses were immediately positive with comments such as “100%” and “Yes without hesitation.”

This culture was observed in practice during and our assessment and was also echoed by relatives. One relative told us “It’s perfect for my (relative), nice and small and that’s why they can provide such a good standard of care. It’s like a home from home, it smells and feels homely and I would give it 5 stars. (Relative) is settled now and happy because everyone across the board is lovely and I have peace of mind.”

The provider had inclusive managers 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. Managers had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager was experienced, knowledgeable and suitably qualified to manage the service. Staff spoke positively about the leadership of both the registered manager and the nominated individual (owner). One staff member told us,” Yeah, they listen to you, and they are hands on, they (registered manager) are a good leader, and (owner) is also great.”

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

The service had a whistleblowing policy in place, which staff could access and understood. Staff described how to raise concerns and demonstrated knowledge of the escalation process when required. They told us they felt confident the management team would listen to, respond and address concerns appropriately.

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 registered manager promoted a positive and inclusive workplace culture and treated staff fairly.

The provider had policies to support equality and diversity. Staff understood these policies and applied them in practice.

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.

The registered manager provided effective leadership and worked closely with the provider to maintain oversight of the service. Clear roles and responsibilities were in place, and the registered manager used their skills, knowledge and experience to lead the service consistently. Their leadership promoted a positive culture, where staff provided good-quality care and support in a warm, kind and welcoming environment.

The provider maintained effective oversight through structured governance systems and a clear audit process. Records showed audits were completed regularly and supported ongoing monitoring of the quality and safety of the service.

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 and staff worked effectively with a range of external partners, including health and social care professionals, to ensure people received safe and appropriate care and support. They maintained effective communication and shared relevant information to support coordinated care.

We saw evidence of partnership working in care records and through discussions with staff and managers.

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 effective systems in place to manage incidents, accidents and near misses. The registered manager understood their responsibilities and reported incidents to relevant authorities in line with organisational policies and procedures.

When incidents occurred, managers carried out investigations to identify the cause and determine whether any changes were needed to reduce the risk of recurrence. Staff shared learning from incidents across the team to support improvements in practice.