Fairfax Manor Care 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. 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 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.The provider created a shared vision and set a high standard to ensure people received a good experience of care. Staff shared a positive view of the service and its leaders. People benefitted from a culture of engagement and inclusion where people had experienced a good quality of life.

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.Improvements had been implemented in a short space of time. Internal audits had identified care plans and the standard of care was not to the standard the provider expected. Changes were implemented which has seen an improvement in the quality of documentation and the experience of care people received. One person told us, “I have met the new manager. She seems nice.” And another person told us, “The new manager is very pleasant.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.People felt able to speak up. People told us consistently they felt able to raise a concern and felt confident this would be handled in a prompt and professional way. This was also the case for staff who felt they would be heard if they needed to raise an issue.

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.Staff were treated fairly. All staff told us leaders were supportive, flexible and approachable. The staff team supported people from a wide range of backgrounds and diversity was celebrated with a focus on inclusion.

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 and monitoring systems had identified when improvements were needed. The provider and leaders had rapidly implemented changes to ensure people received a consistently high level of support. The provider also made immediate changes to improve the quality and standard of care plans and risk assessments. Leaders completed a range of audits, spot checks, observations and sought the views of people, relatives and visitors. Leaders analysed this information to celebrate successes, whilst acting on any improvements which were needed.

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.Leaders worked in collaboration with partner organisations to make sure people received good quality care. Leaders worked in an open and transparent way to ensure information was shared as required to ensure people’s safety. For example, the GP visited on a weekly basis and staff worked closely to ensure those who were unwell were prioritised to the GP in advanced to ensure they could be seen. One person told us, “I am with the local doctor’s surgery. It is better doing it that way as you get continuity. The doctor comes regularly.” Staff knew people well and they could clearly articulate people’s situation and any areas of change or concern.

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 culture to learn lessons when things had gone wrong. Leaders analysed information and had a system of monitoring in place to develop learning and changes. Staff shared this approach and worked with leaders in a transparent way to escalate incidents to ensure the person’s safety could be maintained.