Sid Bailey 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 service. This key question has been rated outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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. Staff and leaders were focused on providing a person led service which promoted positive outcomes for people. Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, and helped staff develop in their roles. The values of empowerment, individuality, respect, inclusiveness, and authenticity were embedded into everyday practices at the service. The provider’s policies and procedures promoted and upheld human rights. People felt valued and respected, which led to improved self-esteem and promoted person-centred approach where people’s views were respected. People and relatives felt involved in the service and were included in everything. One relative said, “‘I would recommend the home it is amazing; I can’t speak highly enough about them [staff]. The staff and the manager are amazing. I am convinced that without the care they provide my [family member] wouldn’t be with me now.” Another relative said, “Everything is well managed. I can’t fault the how the home is looking after [family member]. They [staff] are a lovely bunch of people.”

The provider had exceptionally 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 always did so with integrity, openness and honesty. There was a strong, dedicated management team who were all focused on delivering the best possible care and support for people to achieve their outcomes. Leaders understood the requirement of duty of candour. This is their duty to be honest and open about any accident or incident that had caused or placed a person at risk of harm. The service notified the relevant authorities, including local authorities and CQC where required. The management team were extremely motivated and enthusiastic and were constantly looking for areas they could improve and develop. People and relatives had confidence in the whole staff team. One relative said, “The manager is helpful and professional. The staff all get on as a team and work together well.” Another relative said, “The manager’s door is always open. Also [Staff member] is wonderful, so cheery and helpful.” Leaders maintained strong links with people and their relatives and had several methods of communicating with them. For example, some people preferred to attend meetings and events, whilst others preferred emails and written updates. The registered manager was keen to ensure people were involved and included and clearly led a very person-centred service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had access to a whistle blowing policy and were supported to raise concerns as they arose. There was regular engagement with people and their relatives, and they felt listened to. Staff were confident the management team would resolve any concerns immediately.

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 an equal opportunities policy not to discriminate against its employees. The principle of non-discrimination and equal opportunities applied equally to the treatment of visitors, people, customers and staff. Arrangements were in place for staff which facilitated flexible working and time off to attend appointments and special occasions.

 

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The provider had a robust governance framework to ensure the service operated within the standard expected from the provider. Audits were extremely detailed and focused on improving standards and outcomes for people. Action plans were used appropriately to address any concerns and to identify even better ways to deliver the service. The registered manager completed daily walk arounds to ensure people were supported appropriately, staff were carrying out their roles as expected, and the building was safe and maintained. Any issues were addressed immediately. The regional manager carried out monthly governance visits to the home to review the service and check the management team’s ability to lead the service effectively. People were involved in all areas of the home including governance. This ensured people were knowledgeable about the home and had direct involvement in shaping the service. For example, people took part in the interviews and selection of new staff and been part of the decision-making process. This has enabled people to have insight and knowledge into those who would be supporting them. People had also been part of team meetings and been able to express their views and opinions and be involved in current discussions about their home. Leaders invited relatives to be part of the governance systems, in order to actively involve people to help shape how the team considered their practice. This allowed the home to have a fresh pair of eyes from important stakeholders, and helped staff and leaders to improved how the home was presented and managed

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. Staff and leaders worked exceptionally well with local groups to ensure people using the service were part of their community. Staff and leaders had worked extremely well to make links with the community and had several good initiatives. For example, the home ran a ‘blue light’ breakfast, where members of essential services could visit the home for breakfast, developing links with healthcare professionals. A ‘lunch on the go’ scheme was set up for health and social care professionals visiting the home. This helped build relationships and gave forums to share knowledge and information. Relatives told us how pleased they were that the home was very much part of the community. One relative said, “They [staff] are working with social services, and they are very closely connected to the community groups in the village.” The home had established positive relationships with community support groups which had led to further activity provision within the home. The home facilitated a ‘spare chair’ Sunday, where people from the local community were invited to visit the home for Sunday lunch. To enhance the quality and experience people received, leaders promoted collaborative ways of working with specialist services such as the district nursing team, care home team, occupational therapies, and other external professionals, by making referrals in order to support people’s needs. Leaders had a post referral routine where they contacted external professionals, following a referral, to ask for initial guidance to manage and reduce any immediate risks, whilst awaiting an assessment. Staff and leaders facilitated a community sports service to visit the home to provide chair-based exercises which supported people to remain fit through exercise regardless of age, gender, and physical and cognitive capabilities. This supported people to maintain their physical well-being, alongside the feeling of achievement and benefits exercise provides from an emotional point of view.

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. There was a culture of continuous improvement with staff given time and resources to try new ideas. The registered manager showed they analysed events and supported the team to look at what went wrong, what could be prevented and what needed to change in the future. This was done in a nurturing and positive way where the whole team learnt and were part of improving the service. Any concerns identified were used as an opportunity to develop and learn, with the constant desire to ensure people received optimum care and support. The provider had a robust governance system which demonstrated effective and clear oversight, by adopting an analytical and quality focused approach. All events effecting the service and updates to people’s health and safety, were analysed to support performance improvement across all areas. This created a pathway for the home to develop and adopt a continuous learning approach and drive quality for people, including early identification of change to allow for quick responses, reducing risk and improving wellbeing. Staff and leaders listened, acted and involved people in all aspects of the day-to-day operations within the home. Staff and leaders encouraged feedback from people and other stakeholders and used this information to adapt and change the service to accurately meet peoples’ individual preferences and characteristics. Staff and leaders used learning opportunities to reflect on their practice. For example, a medication error had occurred during a particularly busy day. Staff involved reflected on what had happened and took action to ensure their future practice was improved by double checking dosages prior to administration and concentrating on the task. This was discussed with staff responsible for medication administration and used to help mitigate future risks.