Cranhill 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. 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.

The registered manager told us new staff completed an induction when they joined the service and were provided with a handbook outlining expectations and standards of practice.

Staff spoke positively about working at the home and described as a supportive team environment.

Feedback from people, relatives and health professionals confirmed that the registered manager and staff fostered a positive culture and consistently delivered person-centred care.

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. People, relatives, staff and health professionals were complimentary of the leadership team. One relative said, “[Registered manager} is great, her attention to detail is very reassuring.” One health professional said, “I have always found [registered manager] to be helpful and supportive, providing up to date information regarding the residents at Cranhill.” Staff spoke positively about the registered manager and told us they were supportive and approachable.

The registered manager told us they received a good induction into the service. They felt they were supported by the provider and said they had regular contact with the provider.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Leaders encouraged people, staff and relatives to feed back about the service. This included a suggestions box, and relative and staff surveys. The registered manager said they had made changes following feedback received about food. For example, purchasing some new equipment to ensure food was served warm.

Staff, relatives and people were confident about raising any concerns with leaders. Staff told us the registered manager was approachable and had an open-door 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.

Staff received training in equality and diversity, and relevant policies were in place reflected current best practice. The registered manager described how they had supported staff on anindividual basis, for example by adapting training to make it accessible and by accommodating staff members religious requirements.

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.

Governance systems were established to provide effective oversight and monitor performance, risks and outcomes. Information was used appropriately to identify areas for improvement and was shared securely when needed.

Quality assurance systems were used to maintain oversight of the service. For example, environmental audits had identified areas for improvement, and action had been taken to address these. There was also evidence of management oversight in key areas such as wound care and Deprivation of Liberty Safeguards. The registered manager said they completed daily walkarounds of the home to monitor people’s wellbeing and staff competence.

However, governance arrangements relating to medicines management required strengthening. We found that risks associated with medicines were not always managed consistently and records relating to ‘as required’ medicines were not always completed accurately.

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 said they worked in partnership with health professionals and the local authority to ensure good outcomes for people.

The registered manager described how the home’s own physiotherapist and community physiotherapist had worked together to find appropriate equipment for a person so they could join in with communal activities.

The service worked closely with the GP practice to ensure coordinated care for people living at the home. Health professionals told us staff worked collaboratively with them, ensuring appropriate support was available.

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 registered manager demonstrated a commitment to keeping up to date with best practice by regularly attending local authority care forums. They described this as a valuable source of support, information and shared learning. Learning from these forums was cascaded to staff to support ongoing development and service improvement. The registered manager said they were developing plans to work in partnership with a nearby care service to enhance learning and development opportunities for staff. This included sharing learning, jointly reviewing staff competencies and exchanging examples of good practice. The aim was to support staff development, promote consistent high standards of care and improve outcomes for people using the service.