Hurstway Care 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 inspection we rated this key question requires improvement. At this inspection the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

At the last inspection the service was in breach of regulations regarding the effective management of the service. Enough improvements had been made, and the provider was no longer in breach of regulation.

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 service 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. People, their relatives, and staff all felt listened to by the service. Everyone felt their views were valued and respected. People were encouraged to provide feedback on the care they received. Any outcomes or changes as a result of feedback was shared with people. One relative told us about an incident some time ago with their family member. They found the response from the management team to be supportive and felt there was not a culture of blame but one which was supportive and engaging.

The service 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 provider had relatively recently appointed a manager to the role. The manager was going through the application process to become a registered manager with the CQC. People, relatives and staff found the management team to be supportive and approachable. One staff member described how the management team had adapted their approach to make themselves more accessible to people and staff following feedback. The management team kept themselves up to date with learning and attended regular upskilling sessions to ensure they had the skills to effectively manage the home.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff felt able to openly speak up about anything that concerned them. Staff members had access to policies which informed their practice including the whistleblowing policy. All those we spoke with felt they would be supported if they needed to raise a concern. One staff member said, “The manager is nice and approachable.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. All staff members we spoke with stated they felt they were treated equally and supported fairly. One staff member said the management had checked in with them to ensure they were not being subjected to any discriminatory or unfair treatment. Staff were aware of policies and procedures including, but not limited to, antidiscrimination procedures, which informed their working experience.

The service 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 share this securely with others when appropriate. The provider had effective quality monitoring systems in place to identify and drive good care. The management team assessed changes in people’s welfare including weight, diabetes management, and prompted action where improvements were identified. For example, following a recent audit the management team identified some professional information was missing and instructed the care team to make these changes. We found the care and support plans reflected the information known about people.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. People were supported by staff and the management team to engage with their local communities and partners. This included GP’s, and others involved in their care and support. This supported people to remain in control of their own care and supported their own independence. People were encouraged and supported to attend activities in their local community including shopping and visits to places of interest. Those at the risk of social isolation were supported and positive changes were noted in how they engaged with others as a result. The provider encouraged local groups to be involved in social events at Hurstway Care Home helping people to remain engaged in their local community. For example, the provider hosted external entertainment which was open to people not just those living at the home.

The service focused on continuous learning, innovation and improvement across their organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice. Quality checks were instrumental in driving good governance within the service. Results from audits included action taken to help to drive improvement and develop staff and systems further. The service looked at how they could support in a way that met people’s individual’s needs. The home sought people's views and opinions from residents. Staff had access to team meetings and records confirmed the manager took action when they received feedback. Any lessons learnt or positive approaches to care were shared with other locations associated with the provider as part of a regular information sharing session. This helped managers share best practices and learn from experiences in other homes.