Stronvar Rest 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 service scored 71 (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 clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. They understood the challenges and the needs of people and their communities.

The provider had developed clear core values called ‘FACE’. These focused on ensuring staff and people were treated with fairness and respect, promoting a positive culture, valuing skilled staff and empowering them to provide high quality outcomes.

The registered manager had introduced a weekly roundup newsletter for staff with key events impacting people, such as changes to health, but also outcomes of health professional visits and positive feedback about staffs care provision which helped keep staff informed, promote consistency of care and recognise good practice.
Staff referred to people using respectful language which was also observed within care plans and care notes.
 

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 spoke positively about the team leader and how they nurtured staff and supported them well.

The provider was activity looking at ways to improve rewards and engagement with staff. They had sent vouchers over the Christmas period to thank staff for their hard work.

Staff told us sometimes there was difference of opinion of how various shifts should operate and this could cause conflict. The registered manager was actively looking at addressing concerns and would sometimes work different shift patterns to gain understanding of how all members of the team were working together.

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

Staff we spoke with told us they felt confident to raise concerns and that the registered manager and team leader would listen to these and take action where it related to people’s needs which helped ensure issues were addressed promptly and supported safe, responsive and person centred care.
 

The provider did not always value diversity in their workforce. They did not always work towards an inclusive and fair culture by improving equality and equity for people who worked for them.
All staff we spoke too said they completed online mandatory training mostly in their own time and were not paid for this. Although face to face training was paid. Staff told us they were occasionally able to complete training during shifts, but this was infrequent due to meet the needs of people.

The provider and registered manager took immediate action to address this issue following inspection, ensuring that mechanisms were put in place to support staff training in working hours. The provider also used this information to check across services within their portfolio so that staff receiving minimum wage were not disadvantaged.

Most of the workforce were women with caring responsibilities and gender specific health needs, but the provider did not have policies describing how they supported staff in these areas. One staff member said, “Sometimes rotas are changed without consulting with us. This is difficult when you have caring responsibilities and have to juggle your plans.” However, in the vast majority of cases the team worked well at supporting each other if changes were needed.

The team leader explained that some staff had difficulties using electronic systems, including those with dyslexia or communication barriers, and they offered 1:1 support when requested.
 

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 provider had plans to expand the care home in consultation with people and staff, that considered the need to adjust the layout of the service to meet peoples changing needs. This included in particular those who were living with a dementia.

The provider had also invested in electronic care records and were considering next steps in terms of innovations that might improve outcomes for people, looking across other services within their portfolio.

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 provider had plans to expand the care home in consultation with people and staff, that considered the need to adjust the layout of the service to meet peoples changing needs. This included in particular those who were living with a dementia.

The provider had also invested in electronic care records and were considering next steps in terms of innovations that might improve outcomes for people, looking across other services within their portfolio.

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 embraced social media to connect the local community having their own Facebook page. The provider had a social media policy that supported this engagement whilst adhering to data protection standards.

Health professionals confirmed that all staff at the service were quick to act to join up care or alert them when people’s needs required a review. This helped ensure timely interventions, and care that remained responsive to people’s changing needs.