Norwood Guest House

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 assessment 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 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 the challenges and needs of people and their communities.

The registered manager had developed a good work culture, and staff were happy working at Norwood Guest House. People were also happy to access the service for respite care. Work was ongoing to develop the organisational structure following recent changes within the provider. The guidance to ensure ‘Right support, right care, right culture’ was embedded within staff practice.

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.

People, families and staff spoke positively about the registered manager and the management team. One relative commented, “[Registered manager] is very approachable. There have been a few occasions where the manager has been very chatty and asked if there is anything they can do.”

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

Staff told us they felt able to raise concerns and were confident matters were addressed when they did. Team meetings provided staff with an opportunity to share views and ideas, and these were valued and acted upon by the management team.

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 supported a diverse workforce, and the registered manager ensured staff received the support they needed, tailored to their individual needs.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

We found shortfalls in how matters such as issues identified in the fire risk assessment had been resolved in a timely way. Changes in the organisational structure had led to some gaps in oversight, the registered manager was taking action to ensure implement the systems needed to manage oversight of all aspects of running a care home. The registered manager completed a range of checks across the service and had a good knowledge of the people using the service and the staff team.

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.

Staff supported people to engage fully with the local community and worked well with partner agencies to meet the needs of people accessing services at Norwood Guest House. The registered manager was responsive to partner agencies’ requests for support and would action emergency placements where possible when needed.
 

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people. They actively contributed to safe, effective practice and research.

The registered manager and staff team were very responsive to feedback and quick to take action where areas for improvement were identified. Feedback from people using the service was consistently sought in order to drive improvement within the service.