Myford House Nursing & 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.

At our last inspection we rated this key question good. At this inspection 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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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. People and relatives described a care environment which was caring, responsive to their needs and provided individual care and clinical interventions which were based on their specific circumstances. People, their relatives, and staff all felt listened to by the service. Everyone felt their views were valued and respected. People were encouraged to provide feedback on the care they received. Any outcomes or changes because of feedback were shared with people.

The service 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.

People, relatives and staff found the management team to be supportive and approachable. One staff member described that owing to their personal circumstances there needed to be a greater flexibility regarding their working pattern. They stated this was fully respected and supported by the management team who encouraged their wellbeing. This resulted in the person being able to continue working in an environment they enjoyed and found supportive. The management team kept themselves up to date with learning and attended regular upskilling sessions and information sessions with other care providers to ensure they had the skills to effectively manage the home.

The service fostered a positive culture where people felt they could speak up, and their voice would be heard. People, relatives and staff felt able to openly speak up about anything that concerned them. Staff members had access to policies which informed their practice including the whistleblowing policy. All those we spoke with felt they would be supported if they needed to raise a concern. People and relatives were encouraged to provide feedback. Any points raised were positively responded to by the management team. People, relatives and staff felt there was an open and encouraging culture where they were able to feedback on their experiences. The provider held regular meetings with people, relatives and staff and encouraged feedback and suggestions.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. All staff members we spoke with stated they felt they were treated equally and supported fairly. One staff member described a situation where the management team had positively challenged discriminatory behaviour. They stated the positive response by the management team demonstrated they were valued and that sort of behaviour was not tolerated. Staff were aware of policies and procedures including, but not limited to, antidiscrimination procedures, which informed their working experience.

The service 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. The provider had effective quality monitoring systems in place to identify and drive good care. During one quality check the management team, in discussion with the clinical team, identified improvements to their medication auditing. This was implemented and strengthened their quality checks on the safe administration of medicines to ensure people received their medicines as prescribed whilst minimising the potential for error.

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. People were supported by staff and the management team to engage with their local communities and partners. This included GPs, and others involved in their care and support. This supported people to remain in control of their own care and supported their own independence. One healthcare partner told us they found the communication between community-based services and Myford House Nursing Residential Home were exceptional. They felt the joint working had a direct impact on the positive outcomes for those living in the home. They went on to say they felt the clinical knowledge of the staff was excellent and any suggestions or instructions were carried out faultlessly. There was a strong emphasis on rehabilitation and encouraging people to improve with the goal of returning to their own homes. The management team had developed clinical assessment tools with community services to streamline the assessment processes for people. These tools helped identify any clinical needs at an early stage to ensure any interventions were implemented at the earliest opportunity providing the person with the best opportunity for rehabilitation. People were encouraged and supported to attend activities in their local community including shopping and visits to places of interest. Those at the risk of social isolation were supported and positive changes were noted in how they engaged with others as a result.

The service focused on continuous learning, innovation and improvement across their organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice. Quality checks were instrumental in driving good governance within the service. Results from audits included action taken to help to drive improvement and develop staff and systems further. Any lessons learnt or positive approaches to care were shared with other locations associated with the provider as part of a regular information sharing session. This included untoward incidents and near miss incidents. Lessons learnt, difficulties in care and the latest research were shared by the management team as part of a local care network where improvements in care were discussed and shared. This helped managers share best practices and learn from experiences in other homes which people benefited from.