Southcrest Nursing 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 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 and registered manager had a strong vision, commitment, 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. The provider and management team had made significant improvements since the last inspection and had responded and learnt from previous concerns by embedding comprehensive governance systems and clearly steering a path towards further improvement. There was an open culture which empowered staff and the people in the service with a voice and influence in the care provided.

The registered manager demonstrated they understood their role and had effective systems to have the oversight and control needed to ensure the best results for people. The registered manager had been able to bring their clinical knowledge to the role as well as encompassing the assessment and delivery of care in a holistic person centered way. This meant people’s care records were rich in detail about the person as well as their clinical needs. The registered manager was open, and transparent and staff feedback showed a manager who was compassionate and supportive, and this had led to a content and motivated ethos in the service.

People we spoke with told us the registered manager engaged with them, and they felt they were compassionate to their needs.

The registered manager had systems to capture people’s voices and supported feedback. Feedback was actively encouraged, reviewed and utilised to bring about positive change and improvements in the service. Where concerns were raised by family members these were responded to in a way that was open and supported people and families to be able to share their views, while taking the concerns and looking for ways to embed good practice and any learning gained from the feedback.

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. There were no issues identified with the workforce relating to equality, diversity or inclusion. All staff we spoke with were positive about their experiences of working for the provider.

The registered manager had a clear understanding of their responsibilities, role, systems of accountability and good governance. They maintained good oversight of the day to day performance of staff and the wider service, taking opportunities to reflect and learn when issues or concerns were identified. We found where required communication with staff around enhanced observations of people or to book additional training to address manual handling concerns were taken quickly once a potential gap or issue had been identified. There were daily medicine audits as well as regular checks and audits relating to the equipment, incidents, feedback and complaints as well as observations of staff practice. Spreadsheets and charts were in place for areas checked or audited with clear timelines of actions detailed in these. We were assured of a system of governance and oversight that was extensive and responsive to addressing actions when needed. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

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. There was engagement with external entertainment for people including a person from Scotland with bagpipes, therapy animals, singers and other entertainment. There was a clear focus from the management team to be a part of the local community and encourage active partnerships.

The registered manager was committed on continuous learning, innovation and improvement across the service. Staff were encouraged to provide the very best care and creative ways of delivering equality of experience, outcome and quality of life.

The provider and registered manager had responded to the concerns raised during the last inspection by implementing and embedding improved systems of governance and had worked positively with staff to improve the safety and quality of care for people. The registered manager was forward thinking in their approach to care and was able to drive improvements in the care and support for both the clinical and wider holistic needs of people in the service.