Whitstable 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.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 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. Previously, there had not been an open and transparent culture within the service. The registered manager had worked to create an inclusive culture since they started at the service.

Staff were encouraged to report incidents and concerns, these were now investigated and action taken. Staff were positive about working at the service, the improvements which had been made and now felt involved in the service.

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. Following the last inspection, there had been changes to the management team. The new registered manager had developed a management team who shared their vision for the service going forward. There was a new management team who had the skills and knowledge to develop the service.

The registered manager had previously turned around a failing service and maintained a good rating. They had identified their teams’ skills and the roles they were given to reflect their skills. The deputy manager had clinical skills and had been given oversight of medicines for example. Staff told us they felt supported and were confident to discuss concerns with the management team including clinical concerns.

Staff had received training and supervision to develop their skills and discuss their practice. Staff told us this had been invaluable following the last inspection to rebuild their confidence.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff and people told us they were confident to raise concerns with the management team, and these would be dealt with. Relatives told us they knew how to complain and raise concerns. Comments included, “My first port of call would be the manager, [name]. I would not hold back if I had a problem.” Also, “No, I’ve not made a complaint. They are very transparent about where the information is. I have the direct emails of the management as well, so I could do it in person or through official channels.”

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 had policies and procedures in place to support a diverse and equal workplace. Staff told us they were supported and were treated equally.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, care, treatment and support. At our last inspection there were significant shortfalls in the oversight and monitoring of the service. At this inspection the new management team had put an effective system in place to monitor the quality of the service. The management team had identified the auditing tools within the electronic systems used by the service including medicine management, care plans and the call bell system. These systems enabled the management team to have real time oversight of the support people were receiving and act immediately when shortfalls were identified.

The registered manager had a plan in place to admit more people to the service safely. They were aware of the need to make sure the quality of the service was maintained, and systems remained effective.

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 new management team had made it a priority to work with other professionals and the community, which had been successful in improving relations.

The service welcomed local groups including church groups and therapy dogs.

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. The service had improved since the last inspection, the new management team had made changes which had been effective.

The registered manager had introduced the use of different elements of technology. This included the use of sheets on people’s beds which provided information about people’s breathing and when they got out of bed. The information was monitored by staff on the electronic system and were alerted when people got up. The use of the technology reduced the need for staff to check on people during the night. The registered manager had also identified the possible use of technology which notified staff when people had been incontinent of urine. The registered manager hoped the equipment would support people’s dignity and reduce the number of times people were disturbed unnecessarily.