Sidmouth 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 outstanding. At this assessment 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.

This service scored 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. All staff worked together to provide the best quality care for people. The team understood the common goal.

Managers actively sought feedback from people, relatives and professionals. Feedback was used to assess the effectiveness of the service. Feedback from everyone we spoke with was overwhelmingly positive about how the service was managed. People and Staff told us they felt valued and listened to. One person said, “I see [the deputy] almost daily. [They] are caring as well and usually around at mealtimes. Yes, they are approachable.” A visiting professional said, “I would happily recommend it as an excellent care home. Other care homes could learn a lot from the way the home is run and managed”. A member of staff said, “I want to highlight the way our management treats the staff, with respect, empathy, and a true sense of value. This supportive environment plays a big role in allowing us to do our jobs well and to stay committed for the long term”.

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 management team were dedicated to providing high quality care. Everyone we spoke with told us managers were approachable and visible in the home. The management team strived for excellence and went the extra mile. For example, taking on additional courses in staff mental health well-being to support staff more effectively. People, professionals and relatives without exception told us they felt the home was very well run. One person said, “The staff, manager and cook are incredible”. A professional said, “My opinion of Sidmouth Nursing Home is that it is an exceptional home with high standards of care and attention, and I would recommend them as a home with values that would make life happy for their residents.”

The provider promoted a positive culture where people knew they could speak up, and their voice would be heard. Everyone we spoke with told us there was an emphasis on openness and learning within the service. Records reviewed showed that staff communication focused on developing a deep understanding of raising concerns and feeling confident they would be listened to, and actions would be taken. Staff had no fear about consequences. The provider had whistle blowing policies and procedures to guide staff if required.

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.The provider supported staff both professionally and on a personal level. Staff could work in a flexible way which enabled them to have a work life balance. Staff told us they had excellent support and loved working at the home. The management team regularly engaged with the team and checked their well-being. Records reviewed showed there was an emphasis on staff mental health in the workplace.

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. For example, the provider carried out several audits of the quality of care. These included care plans, daily care notes, risk plans, medicine records and health and safety checks.

Audits were extremely detailed and the information from these were used effectively to improve service delivery. However, some shortfalls we found in some areas had not been picked up by the provider. When we returned for our follow up visit, we found that the issues raised had been addressed by the provider. Regular checks were conducted by the managers this was done to ensure the home was safe, clean, adequately staffed, observations of medicines and care being delivered and planned activities were being carried out. Regular meetings at all staffing levels were held to discuss any concerns or complaints. Managers led by example and created a transparent and open culture within the home.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. Providers told us they had no concerns about the service. Partners gave us overwhelmingly positive feedback about working with the service. One professional said, “I would happily recommend it as an excellent care home. Other care homes could learn a lot from the way the home is run and managed”. A person said, “The lady who came this morning is very good. A group comes in 2 or 3 times a week, which is very good, and they ask what people want. There’s a chap who plays the saxophone and he is very good. There’s enough to do.” The provider had a clear emphasis on links with the local community and health care professionals, outcomes for people had been improved as a result. For example, a reduction in falls following input from the physiotherapist. In another example, a person’s mobility improved following input from the health care team. Another person’s health improved following the introduction of a new digital monitor, which helped them to maintain their blood sugars.

In addition, the provider had developed links with the local primary school, and the children came to the home and engaged with people. The provider supported student placements. People and staff went out on outings such as the seaside and parks.

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. For example, the service had achieved a nationally recognised award supporting people who were at the end of their life. The management team had an excellent understanding of end-of-life care. Records reviewed showed learning and improvement were discussed regularly. Actions and outcomes were recorded and reflective meetings held regularly.