Archived: Guysfield Residential 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 the last inspection, we rated this key question as good. At this inspection this key question 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.

Staff were very positive about how the team engaged in helping people live their best lives. A staff member said, “The service is running good as we have received many great comments and praise from visitors and relatives on our [social media] page and in person to indicate we are on the right track.”

The provider had a service development plan in place. This managed areas identified by the team as needing improvement, such as training or mealtimes, and also included new ideas to further improve people’s experiences and staff skills.

Feedback from people and their relatives was obtained through meetings and care plan reviews. In addition, people and relatives told us the registered manager checked in with them regularly asking how things were. Meetings were held with staff to share information.

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.

Staff were positive about the culture and approach in the home. A staff member said, “Definitely, I would recommend using our services in the care home as a resident and I recommend being employed by the company.”

There were systems in place to help ensure care was personalised and people had a positive experience. A function of the provider’s system included an overview of people’s involvement and engagement with activities, social interaction and time with family or friends and general wellbeing. There were also monthly wellbeing meetings where team members across the provider’s locations came together to discuss new ideas and things that had gone well and positively impacted people.

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

Staff were positive about how the management team engaged with and involved them. A staff member said, “During our meetings (once a month) we are given the chance to voice out our concerns and express our ideas. Our manager has an open-door policy.” Another staff member said, “you can speak freely as well as there is an open-door policy so a staff can always step in the manager's office to voice any concern or share any advice.” Staff told us the management team were visible and approachable.

There were resident, relative and staff meetings. A survey for people, relatives, and staff had been carried out by the provider. Actions were recorded in a ‘You said, We did’ response. We discussed with the management team how some responses did not validate people’s views as it stated, ‘we are already doing that’. They agreed the wording needed to better reflect the work done in response to feedback.

Relatives had regular contact with staff and managers, and during assessment, care planning and events in the home. This enabled effective communication and sharing of feedback.

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.

Staff were happy to share their views with us. Staff felt supported and respected by the management team. A staff member said, “As far as I am aware all staff are treated fairly and equally.”

The provider had an equal opportunities policy which they adhered to. Staff employed demonstrated different backgrounds, ages, genders and ethnicity which was a benefit for the people they supported.

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.

Staff were positive about the management and running of the service. A staff member said, “Our manager and deputy manager walk around and do spot checks both on daytime and nighttime.”

There were governance systems to help identify and address any issues. These systems covered key areas such as care plans, falls and medicines. Where issues were found, a plan was implemented and actioned to resolve it.

We found the registered manager responded to any complaints, feedback and requests.

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.

People and relatives told us they were supported to access other professionals.

A visiting health and social care professional told us they felt people were well cared for. They told us staff followed their advice.

The management team advised us of the agencies they worked with outside of the organisation, which included health and social care agencies, and about the benefits to people and the service. This included a care providers association to access training and updates, and other health and social care teams so health care and support were accessible.

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.

Staff told us information was shared and training provided to drive improvements and innovation. A staff member said, “I have been trained and do regular renewal via the training platform.”

The provider had developed systems to help identify any learning and improvement areas. This included a Dementia Observation Tool. This was used by the team and visiting quality team to observe and monitor how staff engaged and supported resident’s care. This was used to provide feedback to the team once the tool was completed.