South Wold 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.

South Wold Nursing Home is a small service owned by the registered manager. The registered manager ensured they had oversight of the day to day running of the home by being present most of the time. They held team meetings and ensured staff were aware of their caring ethos and vision for the service.

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 owner of the service was also the registered manager and often worked shifts as the nurse at the service. The service did not have a deputy manager in post at the time of our inspection. However, there was a senior carer who also worked as admin staff. They and others had been delegated duties such as audits and care planning. There remained duties that the registered manager could delegate so they were free to concentrate on their management role. We found these systems and processes were effective.

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

The provider sought feedback from their staff and the people receiving care at the service. Staff told us they were happy and would raise issues as and when they occurred.

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 provided positive feedback about their experience of working at the service and told us they felt equally treated and supported by the registered manager.

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.

All staff were aware of their roles and responsibilities. The management team carried out a variety of audits to ensure a high-quality service. When issues were found during audits, action was taken and shared with the staff team. This supported the improvement and sustainability 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.

We received positive feedback from visiting health care professionals who told us the service always communicated well and supported people well.People were supported by staff to be part of the local community and to access local facilities.

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 service recorded and monitored incidents in order to learn and improve. Learning was discussed with staff at team meetings, during supervisions and via a group chat. The registered manager used live incidents during supervision, so staff could understand what had gone well or not so well. They discussed how they could all work differently if they needed to do so, in order to gain better outcomes for people.