Sandtoft 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 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.

There was a positive culture at Sandtoft Care Home. One staff member told us, “I felt really welcomed when I joined the team, working here has got a family feeling to it.” Another staff member said, “It’s a lovely place to work, I feel well supported, and I can speak to the registered manager any time.”

The registered manager demonstrated an understanding of their responsibilities under the duty of candour. They were responsive to the feedback we shared throughout the assessment. The current CQC rating was clearly displayed at 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.

There was clear management structure at the home. The registered manager was supported by senior care staff. Senior care staff were responsible for the smooth running of each shift. Before staff took on additional roles, the registered manager ensured they had the knowledge, skills, competence and confidence to do so.

People spoke positively about the leadership within the service. A family member said, “We’ve always been able to discuss any concerns, and they addressed them.” One person said, “The manager is approachable, and I would speak to them if I were worried or unhappy.”

Staff told us they felt supported in their role. They said they could raise any concerns or discuss any personal issues at any time. Comments from a recent staff survey included, “’Name’ (Manager) is always open to any problems or concerns and addresses them promptly”, and “’Name’ (Registered Manager) has a great relationship with residents, families and staff. She handles situations with a calm head and has created a family feel home for those living and working here.” The registered manager told us they received ongoing support from the provider.

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

Staff understood the whistleblowing policy, and they knew where to access this. Staff told us they would report any concerns to the manager, or if this was not appropriate, they would contact head office. Staff also knew they could raise concerns with the local authority or the Care Quality Commission.

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. Policies were in place to support this.

Staff received training in equality and diversity. They were encouraged to share concerns and ideas through supervisions and team meetings. Staff told us they felt valued, and everyone worked well together.

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.

Effective systems were in place to monitor and review the quality of care and support delivered at Sandtoft Care Home. People’s experiences were included within the auditing processes. The provider and Registered Manager spent time talking to people living at the service, their families and the staff team to seek feedback. This included what was going well and any areas that required improvement. Action plans were developed when areas for improvement were identified.

The provider was aware of their statutory responsibilities to notify CQC about certain changes, events and incidents that affected their service or the people who lived there. These notifications were submitted appropriately.

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.

The registered manager and staff team had developed positive working relationships with external services that provided support to people living at the home. This was demonstrated through the records we reviewed. Staff told us they would contact relevant external professionals to help them meet people’s changing needs, as well as ongoing needs.

One family member told us, “The staff are very responsive to (Name) needs. They promptly seek medical intervention via the GP for any pressure area concerns or changes in health needs.” One person said, “When I have felt unwell, the staff have arranged for the GP to visit.”

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 provider had systems in place to learn from accidents, incidents, safeguarding concerns, survey results, complaints or when things went wrong. Action plans were developed and showed when shortfalls had been addressed. Issues were also discussed in staff meetings and supervisions.

The complaints procedure was readily available and outlined the process to follow should a person wish to raise a concern. People told us they felt confident raising a concern or complaint. One family member commented, “I would raise concerns if I had any, I know they would be promptly addressed. I have a good relationship with the management team.”

Team meetings and ad hoc meetings were held with staff, which enabled them to provide feedback on their views about the service. A recent staff survey had been completed. The results were overall positive, with staff stating Sandtoft Care Home was a good place to work.

Accidents and incidents were recorded; the registered manager and staff were able to tell us what actions had been taken to prevent a recurrence, and information was recorded in people’s care records.