Sloe Hill Residential 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.

This is the first assessment for this newly registered service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

People, relatives and staff were positive about how the service was run and the management team.

Systems were in place to drive improvement and identify any issues. Action plans were in place where needed. However, we found remedial works following equipment inspections was not completed or monitored. Systems had not identified or resolved these issues. A new system was developed following our assessment.

The team worked with external agencies and partners to help ensure people received good care. The management team shared their vision for the service they wanted to provide, and staff were clear on expectations to achieve this.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff were positive about how the team engaged in helping people live their best lives. A staff member said, “I actively encourage both residents and families to provide feedback, including constructive criticism, to support continuous improvement in the service we offer. I also encourage my colleagues to reflect on areas where we can enhance our care practices. I would have no hesitation in recommending Sloe Hill as a residence for my own relatives. The home speaks for itself, with its welcoming environment and homely atmosphere.”

The provider had a service development plan in place. There were plans to introduce surveys as the number of people living in the home increased. Feedback from people and their relatives was currently obtained through casual meetings and care plan reviews. Meetings were held with staff to share information.

Staff were positive about the culture and approach in the home. A staff member said, “At Sloe Hill we all work as a team whether is the owner, manager, or any other personnel. There is no specific role for anyone because we all do what is required to keep our residents safe and happy. I really enjoy coming into work.”

The registered manager told us, “I want to be with the residents, they are lovely people, I like playing cards with them, or doing a jigsaw, feels like home.” Staff were positive about the management team who supported the home.

There were systems in place to help ensure care was personalised. Training and guidance were in place to for staff.

Staff were positive about how the management team engaged with and involved them. A staff member said, “The family spirit we have is the best thing. Yes, we have a manager, but they are a part of our team. Whilst we respect them, we are not afraid to raise any concerns with them. They will always support us but at the same time discipline us as well where this may be needed.” Staff told us the provider and management team were visible and approachable.

There were resident and staff meetings. A survey for people and relatives, and relative’s meetings, were to be planned as numbers living in the home increased. Relatives had informal contact with staff and managers, and during assessment, care planning and events in the home. This enabled effective communication and sharing of feedback.

Staff were happy to share their views with us. Staff felt supported and respected by the management team. A staff member who had been through a challenging time in their personal life said, “Management have been great in giving me support in my role at times with this.”

The provider had an equal opportunities policy which they adhered to.

Staff were positive about the management and running of the service. A staff member said, “We get regular spot checks when they (management team) come in, asking about residents, checking PPE is in correct place and equipment is OK and that we haven't missed anything. Also checking in with the residents to see how they are doing.”

There were governance systems to help identify and address any issues they identified as part of their monitoring. These checks covered key areas such as health and safety, falls and medicines. Where issues were found, a plan was implemented and actioned to resolve it. However, these had not identified or addressed the remedial fire and nurse call equipment work needed or ensured staff had carried out fire drills. We discussed with the management team the benefit of having an ongoing action plan that captured all areas for development including equipment checks, audits and feedback. The management team advised of changes and checks now implemented in response to our assessment process to ensure this did not happen again.

People and relatives told us they were supported to access other professionals. A relative said, “There are regular visits by a Doctor to Sloe Hill and should [person] require a visit, it is reassuring to know there is that contact and relationship with the local surgery. A regular chiropodist and hairdresser also attend as does the local Church, with a monthly service being held on site, which is popular with a number of residents.” We observed health professionals in the home on the day of our visit.

The management team advised us of the agencies they worked with outside of the organisation, which included health and social care agencies, and about the benefits to people and the service. The staff working at the service worked for the provider so had training and support opportunities from working at another of the provider’s larger locations.

A visiting health professional told us they felt people were well cared for; staff followed advice. They said, “I feel that we have built a trusting professional relationship, The care staff appear to be well led by the senior staff that I talk to often, in particular [senior care staff[ who I have found and observed to be very kind, caring and knowledgeable. [Senior carer] in particular has a very kind and empathetic nature.”

The provider worked with external agencies to help ensure people received the care they needed. This included a care providers association to access training and updates, and other health and social care teams so health care and support were accessible.

Staff told us information was shared and training provided to drive improvements and innovation. A staff member said, “We have an internal communication system where any changes to our policies or protocols are cascaded to all the staff physical and via mail chip (message system) so no one misses it. We are also expected to acknowledge and sign copies for our file. We have a weekly focus topic which reflects on complaints, accidents and safeguarding so everyone is fully aware of what is going on. There is a daily discussion about this topic on each floor, so everyone is given the opportunity to contribute to lessons learnt. All of this is also discussed during supervision and staff meetings.”

The provider had developed systems to help identify any learning and improvement areas. We discussed implementing some of the systems the provider had in place at their other location to help maintain standards and learning as the number of people living in the home grew.

The home benefited from having management and staff who worked with additional agencies and resources at their other location. For example, the hospice at home team.

The team worked with external agencies such as a care providers association. This meant the team had access to updates, training and resources to support the service.