Tenby House

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 promoted a positive culture based on caring and person-centred values.

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.

The provider/registered manager told us they looked after their parents and would expect the same high level of care at the home, that personal care was delivered promptly and reassuring people who were worried they might be an inconvenience.

Information from a recent Provider Information Return stated, “Tenby House continues to provide a transparent, responsive and caring service supported by a stable and compassionate team. Relatives remain closely involved and consistently provide positive feedback, which helps maintain strong trust and partnership working.”

People provided positive feedback about the home. One person said, “The food is really good and they help you with something if you need it. Some people can’t do anything and need everything done for them. A lady looked after me when I wasn’t well the other day.”

The provider demonstrated a positive and supportive leadership approach, with staff and people reporting that the home was well managed.

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The provider was also the registered manager of the home, and people told us they felt it was run effectively. One person said, “You carry on like you did at home. They bring you all the meals and get you coffee.” A relative commented, “People are treated as people, regardless of their condition. The staff are really good to him.”

Staff were positive about the management of the home. One staff member said, “The management here is good. I always talk to [senior staff member] and she will fix it straight away. The people keep me here. Every job has ups and downs; I feel I belong here.”

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

Staff told us they found the management team approachable and accessible. Staff supervisions and staff meetings enabled staff to have a voice. Staff supervisions were conducted by an external consultant as the provider felt this would empower staff to speak freely. A staff member said, “If I had any concerns I would present the evidence and report it. I just see everything in black and white and people listen to me. I can follow anything up and ask for any updates.”

The provider had a whistleblowing policy and guidance for staff on how to raise concerns.

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.

Information within the Provider Information Return stated, “Our focus has been on ensuring that every member of staff feels valued, supported, and included, with equal opportunity contribute to the home’s success.” Reasonable adjustments were made to support protected characteristics. A staff member told us, “I like working here and it’s really interesting. Religious festivals like Diwali and other traditional festivals are celebrated like staff who come from Kerala.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

A range of audits monitored safety and quality across the service and were used to drive improvements. We reviewed audits including health and safety, accidents and incidents, care plans and the business contingency plan. While these supported the delivery of safe and consistent care overall, they had not identified the issue with the unlabelled medicine found during the assessment.

The provider worked with external professionals to support people’s care. Healthcare professionals provided positive feedback about the service and described staff as professional, approachable and supportive. This helped ensure people received appropriate care and support from relevant services.

We contacted several healthcare professionals and 2 gave us their feedback about Tenby House; both provided positive feedback which has been included in this report. One of them told us, “Based on the observations and discussions before and during the visit, I am satisfied that the person I visited is receiving a good standard of care. There are no concerns to raise currently.”

The provider supported learning and development for staff and engaged with external networks to share information and good practice.

Staff were encouraged in their continual professional development through vocational qualifications and ongoing training. Staff were treated with fairness, dignity and respect and an inclusive working environment was evident, where diversity was valued. Staff spoke freely with the inspection team, as did people and their relatives.

The provider/registered manager maintained regular contact with other home managers and providers through attendance at a West Sussex forum which enabled regular networking opportunities and information sessions.