Swan 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.

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.

We have not awarded this service a score for Well-led.

Find out about when we will not publish a key question score and what we look at when we assess Well-led.

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.

We found there was a positive culture at the service which supported positive outcomes for people. Staff were supported by the registered manager to deliver consistently safe, person-centred, and inclusive care and support to people in line with the provider’s vision and values for the service.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. This 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 registered manager demonstrated that they knew people well, and supported staff positively. We received only positive feedback about the registered manager from a relative. Staff told us, of the leadership team within the home, “[Registered manager] is great, very visible and helps out.”

People did not always feel they could speak up and that their voice would be heard.

The provider had a Raising Concerns, Freedom to Speak Up and Whistleblowing Policy andProcedure in place. However, the policy did not reflect best practice guidance because it did not signpost staff to an individual who was independent of the leadership structure. Staff we spoke to did feel they could raise a concern however and they felt there have been improvements in this area.

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 had policies and procedures in place regarding equality, diversity and inclusion and all staff had received training on equality and diversity. We received feedback from staff who explained when adjustments were needed, they were made to support them with their personal circumstances. Overall, staff were positive about working at the service and felt they were supported and treated with respect. One staff member told us, “Really happy here and the management are really supportive.”

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.

The registered manager had good oversight of the service. They had clear and effective governance process in place. The provider conducted regular checks and reviews of the service to ensure there was a consistent level of quality and people’s needs were being met appropriately. Staff felt the service is well organised and managed. Staff said, “The service is well managed, and we deliver a high standard of care.”

The provider shared information and learning with partners and collaborated for improvement.

Leaders engaged with external health professionals and people were able to access health professionals for support when required. Staff and leaders understand their duty to collaborate and work in partnership with people, other organisations and services, so services work seamlessly for people.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

Leaders demonstrated a clear commitment to improving the quality of care and the environment. They acknowledged that further improvements were required and changes had already started to be implemented.

Leadership recognised the need for a structured approach to future development. The nominated individual told us that an action plan was needed to evidence their intentions to increase the number of people using the service, strengthen staffing levels and expand the leadership team. Training was actively encouraged. Staff told us they felt listened to, with one saying, “I am encouraged to share ideas.”