Stocks Hall Nursing Home - Burscough

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 68 (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 a positive and stable culture within Stocks Hall Burscough. It was evident that staff enjoyed their jobs and were committed to providing care that met people’s needs well. Managers and staff thought it was important to encourage people to remain independent for as long as possible and supported people to complete tasks for themselves where this was safe and appropriate.

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.

The registered manager and deputy manager had both worked at the home for over 30 years and had very good understanding about the people they supported and staff requirements. Staff said their managers were approachable and supportive and could raise anything. Staff felt morale within the team was positive, and many members of staff worked at the home for several years.

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

Staff knew how to raise concerns and confirmed they felt comfortable to do so and would be listened to. There was an appropriate whistleblowing policy.

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 equality and diversity policies and staff completed relevant training. Staff did not have any concerns about fair treatment.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Although audits regarding care and support were completed and monitored by the provider, medicine audits had not identified issues we found during the assessment. The registered manager agreed to take action to make sure audits were effective at highlighting concerns and to make sure issues were resolved in a timely manner.

Leaders had a good understanding about their roles and took accountability for their different responsibilities.

The registered manager undertook staff development and dealt with performance issues robustly. Notifications were made to relevant organisations about different issues which is a legal responsibility of the registered manager.

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 provider had good links with the local community. There were connections with nearby schools, and people were invited to watch school plays for the local primary and high schools. The home organised a community fund raising event for charity, and local businesses contributed items and prizes. Information was shared at these events about healthy living. People visited the local area including shops and cafes on a regular basis.

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system.

We found that some of the audits conducted by the provider did not identify issues in medicines management which were found during the assessment. However, the registered manager was committed to completing further training, having completed NVQ level 5, and requested to complete level 7. The registered manager and deputy attended forums and conferences to keep up to date with current best practice. The service participated in pilots such using technology (movement sensors) which detected when someone had a fall in their bedroom, allowing for a quicker response time of staff. The service planned to widen out the use to more people.