Fairburn Mews

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 requires improvement. At this assessment the rating has changed to 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 very open and positive culture at the service, and the registered manager promoted a culture of togetherness with all people, staff and relatives. The registered manager and staff were passionate about ensuring high quality, person-centred care. Positive relationships were based on the key values of the service, shared engagement and understanding. Staff understood and demonstrated the values and there was collaborative teamwork to achieve this. Communication was clear and consistent and regular meetings, such as daily huddles, helped ensure information was disseminated to all staff.

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.

The registered manager had a passion for delivering high quality, person-centred care, where people and staff felt valued and included. There was good support for the registered manager whilst respecting their autonomy to lead the service. Staff enjoyed their work and gave positive feedback. Comments included, “As a whole morale is pretty good. I’ve been there for [many] years everyone supports each other. I feel valued and love my job” and “I love working here and would not want to work anywhere else”. People and relatives spoke highly about how the service was run. One person said they had nominated staff for the National Care Awards and they told us, “This place is really well run. All the managers and staff are brilliant, every one of them.”

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

Staff felt able to approach and discuss concerns and ideas with the registered manager. People and their relatives also felt able to discuss any concerns should they need to. The provider ensured all staff had readily accessible information on how to speak up and there were processes for them to give open or anonymous feedback. There were regular listening sessions available with the wider management team, and there was an open-door policy for anyone to speak with the registered manager.

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 employed a diverse workforce from varying backgrounds and cultures. Staff felt they were treated equally and spoke positively about their role and employment. The provider supported flexible working, and there were incentives and inclusive practices to ensure all staff members were engaged in shared ways of working. The registered manager made sure they connected with the night staff as well as the day staff, to make sure everyone felt equally included in the team. Staff had regular updates through weekly, monthly and quarterly newsletters as well as continuous communication in their day-to-day work.

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.

Since the last inspection of Fairburn Mews, the provider had made improvements regarding safety and quality monitoring in the service. Quality assurance systems and processes were operated effectively overall to ensure more consistent monitoring to drive improvement. Some aspects of recording needed more management scrutiny, such as occasional terminology in incident reporting not used in line with best practice, and some gaps in repositioning records. Conclusions to some incidents were not always detailed consistently. The management team were very receptive to feedback and continuously looked for ways to improve and sustain good practice.

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 provider worked effectively with partner organisations and visiting professionals to share information and enhance people’s care and treatment. Feedback and professional advice was readily accepted and action was taken where necessary. Staff had a proactive relationship with the GP, as well as district nurses, dietician, neurologist and specialist adviser from the Huntington’s Disease Association. People’s care plans had a detailed ‘circle of care’ record to show who was in their individual support network to enhance their care and treatment.

Regular opportunities were in place to encourage relatives and friends to participate and collaborate with the community and there were many organised events which people and their families enjoyed. The service had worked with the local college and involved people to help paint a storage unit. The registered manager told us, “Good partnerships are at the heart of what we do.”

The provider focused on continuous learning and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people.

There was an embedded culture of learning at the service. The management team and staff worked together to learn lessons, addressing the concerns and regulatory breaches identified at the previous inspection. Communication between the registered manager and staff was continuous, with regular updates and shared learning forming an integral part of team meetings and supervision sessions. Fairburn Mews had taken part in a government pilot scheme to monitor infections in care homes in England, as part of a collective commitment to people’s health and well-being.