Aston Manor EMI 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 assessment we rated this key question inadequate. 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 71 (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.

Leadership was visible, approachable and responsive. Leaders fostered a positive culture focused on person-centred care, safety and continuous improvement. Staff spoke positively about the homes ethos and expressed pride in their work. One staff member said, “We can air our views, [The registered manager] is always at it to make it look nice, as well as the running of the place”.

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.

Managers responded promptly to concerns and provided effective support to staff. People and relatives told us they felt confident in the leadership team, and staff described leaders as fair and compassionate. Comments from staff included, “[The registered manager] is good and knows her stuff, she sorts any problems out, her door is always open” and “It’s very well managed, I wouldn't be there is I didn't think people were safe”.

People and relatives gave mixed feedback about raising a concern. Most felt comfortable to speak up if they had an issue and knew who to speak with to escalate a concern however, the provider did not always ensure a consistent pathway to support people to raise a concern. People told us they were not aware of resident or relative meetings, or surveys in which they could provide feedback. Comments from people included, “I don’t know who the manager is, I’ve normally dealt with a senior” and “We’re aware of the manager and would be happy to talk to them if we had any concerns”.

Staff told us they knew how to raise a concern and felt comfortable speaking up, they told us when they had, the provider acted quickly to resolve the issues. Staff told us they had opportunity to raise concerns and speak up, in team meetings and due to the registered managers open door policy. One staff member told us, “I feel heard and can raise a concern”.

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.We received no negative feedbackaround equality, diversity and inclusion, staff told us they felt valued and accepted. The registered manager put reasonable adjustments in place for staff, such as flexible work requests to observe religious beliefs.

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.

Governance processes were robust and subject to regular scrutiny. Records were well maintained and routinely checked, and regulatory requirements were understood and met. Clear lines of accountability were in place, and staff knew who to approach for guidance. Staff commented on the improvements. Comments included, “They are taking more control, all the training is up to date” and “The home in itself is looking better”.

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 collaborated with families, professionals and the wider community. Staff liaised effectively with healthcare teams and advocacy services to support people’s wellbeing.

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.

Since our last assessment the provider had acted on feedback and implemented positive changes to governance systems and record keeping. Learning from incidents, accidents and complaints was embedded through internal processes. Staff training was up to date and a system in place to ensure consistent compliance. The provider had actively sought ways to drive improvements to ensure safe effective practices.