Polesworth Group Newborough Close

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 inspection for this newly registered service. This key question has been rated 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.

Staff understood the vision of Polesworth Group Homes and worked to promote people’s human rights and inclusion. Polices and procedures were in place to support equality and diversity and staff had been trained in this and was reflected their practice.

The registered manager demonstrated he understood the needs of the people living at the home and for staff to take life at a relaxed pace, reflecting the older age group being supported.

Staff told us they felt confident in advocating on behalf of the people they supported. One staff member told us, “It is rewarding to help people maintain their independence and improve their quality of life.” Staff gave us examples of how they engaged within their local community and with different groups and clubs people enjoyed taking part in.

The provider valued staff teamwork and there was a strong focus on this. Staff felt valued and able to talk with the management team whenever needed.

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 manager for Newborough Close was also registered manager for another of the provider’s residential care homes and supported living service. However, the manager felt they were able to spend sufficient time supporting and managing each of the services. They were also supported by an assistant manager and they themselves felt very supported by the provider’s Chief Executive Officer (CEO).

Staff told us the manager was largely based at the other care home but had very regular contact with them either by telephone or calling in “at least twice a week”. Staff felt the management team were accessible to them, even though they were not based at the care home. One staff member told us, “We can just phone, the on call is always available to support us.”

We observed people and staff were relaxed in the presence of the registered manager during our inspection visit and staff felt they could speak openly with them about any concerns they had. There was a culture of trust and transparency within the organisation.

Leaders had the skills, knowledge and experience they needed to lead effectively. The management team engaged and participated with external ‘Provider Forums’ to share good practice and learn from one another.

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

The management team aimed to create and maintain a positive culture where people’s voice was heard and listened to. People’s voice had been recorded in the CEO and director’s quality monitoring visits and people told us the management team asked for their opinions and feedback and this was acted on.

Staff felt they could speak up if needed. For example, to advocate on behalf of a person or to raise any concern about care. Regular team meetings provided staff with this opportunity to share feedback. One staff member told us, “The management team are approachable, supportive and professional, they are available to provide guidance when needed and encourage staff to provide the best possible care.”

Relatives felt they could contact staff or managers if they needed to discuss anything.

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 was committed to promoting equality and diversity in the workplace. Staff felt they were valued and supported by the management team. For example, when staff had enrolled to complete some further training with an external provider, some felt they were not being fully supported by their allocated assessor. This was addressed with the external provider by the management team, who recognised staff’s different learning styles, and improvements were made enabling the staff to successfully complete their training.

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.

Systems and processes were in place to check the safety and quality of the service. These included checks, on the environment and health and safety at the home, by the registered manager. Spot checks on staff were also completed, including their competencies being assessed on, for example, the safe handling of medicines.

The CEO and directors of Polesworth Group Homes also undertook quality monitoring visits to the home. Where any areas for improvement were found or feedback from people needed to be acted, this had happened. For example, 1 person said they felt they were tipping forward on their cushion on the sofa and action was taken to resolve this.

The most recent contract monitoring visit undertaken at the home by the local authority did not identify any areas needing a service improvement plan. This meant the provider’s own checks on the service were effective in maintaining standards.

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 management and staff team worked with healthcare professionals to provide joined up care for people. For example, people’s healthcare records showed staff shared important information ahead of appointments, so consultants had the details they needed.

People were involved in their local community and accessed numerous venues. For example, people told us about regular pub meals they enjoyed.

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 learning culture driven by the provider’s willingness to improve services. The registered manager and CEO told us they read published CQC inspection reports for homes providing a similar service and picked up any useful tips from those rated ‘good’ and ‘outstanding’. The management team were involved in sharing good practice at the local provider’s forum. The CEO also promoted learning among the provider’s numerous registered managers so lessons could be learned, where needed, across Polesworth Group Homes.

The CEO told us about Polesworth Group Homes’ commitment to the environment and sustainability, with aims to reduce the carbon footprint of their homes. While adapting Newborough Close for people’s needs, a ground source heating and cooling system was installed to support the health and wellbeing of people living at the home and staff working there.