Avon House Rest Home - Balcombe

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 requires improvement. At this assessment the rating has changed to good.

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 clear vision and values that promoted openness, respect, inclusion and person-centred care. These were reflected in the provider's ethos and were embedded into everyday practice through a range of governance and communication processes, including supervision and the provider`s monthly policy focus.

Staff demonstrated a shared understanding of the provider's vision and were committed to delivering compassionate, person-centred care. We observed staff interacting with people and one another in a respectful, supportive and professional manner, reflecting the provider's values in practice.

A staff member described the working culture as “positive and supportive” while a relative told us, “They're all great. From the managers down to the guy who processes mum's payments. Everyone is on it. The managers are so dedicated to the people in their care.”

This shared culture promoted openness, teamwork, and continuous learning, helping staff deliver consistent, compassionate care in line with the provider's vision and values.

Leaders demonstrated the skills, experience, and compassion needed to lead effectively in their roles. People, relatives and staff consistently described leaders as “approachable”,and “supportive" and told us they were visible within the service and readily available when needed.

A relative told us, “[Name] is fantastic. It`s like having a sister helping me look after my[Name], which is so helpful to have someone to talk to.”

A relative spoke positively about the support they received when their family member was admitted to hospital. They told us the manager made regular visits to the person, maintained communication with the hospital and worked collaboratively with healthcare professionals to facilitate a safe discharge back to the service. This reflected an understanding of what was important to the person and the provider`s commitment to achieving the best possible outcome for people.

Staff also spoke positively about the leadership within the service. A new member of staff told us they felt welcomed from the onset, describing the manager's approach as “kind, supportive and inclusive.”

“supportive” and told us they were visible within the service and readily available when needed.

A relative told us, “[Name] is fantastic. It's like having a sister helping me look after my[Name], which is so helpful to have someone to talk to.”

A relative spoke positively about the support they received when their family member was admitted to hospital. They told us the manager made regular visits to the person, maintained communication with the hospital and worked collaboratively with healthcare professionals to facilitate a safe discharge back to the service. This reflected an understanding of what was important to the person and the provider`s commitment to achieving the best possible outcome for people.

Staff also spoke positively about the leadership within the service. A new member of staff told us they felt welcomed from the onset, describing the manager's approach as“ kind, supportive and inclusive.”

This visible and compassionate leadership promoted confidence, encouraged positive relationships, and helped create a culture where people, relatives, and staff felt included and supported.

The provider promoted a positive culture where staff were encouraged to speak up and felt confident their views and concerns would be listened to without fear of repercussions. This was reflected in the services ethos, which encouraged openness, transparency and speaking up via various channels if something was not right. We saw this message displayed prominently throughout the service as a reminder to staff.

People, staff and relatives spoke positively about being able to raise concerns and discuss issues openly. A staff member told us, “I don't like to keep things, I can go and talk to any manager or anyone. But I’ve not seen anything here to complain about.” A relative told us, “I would talk to[Name]. That wouldn't be a problem. They are approachable.”

This open culture helped create an environment where people felt able to raise concerns, knowing their views would be listened to and acted upon where appropriate.

The provider promoted equality, diversity and inclusion and fostered a fair working culture. We observed a diverse workforce whose different backgrounds, skills and experiences were recognised as a strength in meeting the needs of people using the service.

Staff told us they were treated fairly and had equal access to training, development opportunities and support. Workloads and delegated responsibilities were managed consistently across the staff. Team and staff described positive working relationships where they felt respected, valued and included. A staff member told us, “It is very good here, the managers are flexible and I can talk to them freely. I love it.”We observed a staff appreciation board which read, “You are shining stars-we would like to thank all the staff for the fantastic job you do.”

This inclusive approach supported staff well-being, encouraged collaborative working and helped ensure people received care from a motivated and supported workforce.

The provider had clear governance systems, defined responsibilities and effective oversight arrangements to monitor the quality, safety and sustainability of the service.

A range of audits, quality assurance processes and monitoring systems were used to review performance, identify risks and support continuous improvement.

An improvement action plan was used to monitor progress against identified actions. Ensuring improvements were implemented, reviewed and completed. Leaders also maintained contingency plans to support the continuity of care in the event of unforeseen circumstances, including infectious disease outbreaks, utility failures, staffing shortages and wider system pressures that could affect service delivery.

Leaders used information from audits, incidents, feedback and quality assurance activities to identify areas requiring improvement and acted where necessary. These governance arrangements promoted accountability, effective oversight and continuous improvement, helping to maintain safe, sustainable care for people using the service.

The provider worked in partnership with community organisations and external professionals to promote people's well-being and enhance their experiences. These partnerships helped people remain connected to their local community and provided opportunities for meaningful social interaction.

For example, the service had established links with a local nursery where children regularly visited to take part in shared activities with people living at the service. In a recent letter to the service the nursery manager said, “Seeing the residents faces light up when they see the children is so wonderful. Watching them interact with each other is one of the most inspiring things. The simple things like playing catch together, reading a storybook or simply singing songs and laughing is just so lovely to be part of.”

The provider also worked collaboratively with healthcare professionals to support people's changing health needs and ensure coordinated care where required.

These social and healthcare partnerships enriched people's lives, promoted social inclusion and helped people remain connected with both their community and the wider health and care system.

The provider promoted a culture of continuous learning and improvement, encouraging staff and leaders to reflect on, practice and identify opportunities to enhance the quality of care.

Staff meetings included reflective discussions following challenging events such as falls and end of life care, helping staff recognise the emotional impact of their role, share learning and consider how practise should be strengthened.

Leaders also engaged with external learning opportunities including local authority manager forums and had established links with another local care home to share ideas, exchange good practice and learn from one another.

This commitment to continuous learning supported improvements in practise, encouraged innovation and helped maintain good quality care for people using the service.