Hamilton Rest 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 provider. 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 had a service improvement plan detailing areas for improvement and action being taken. This includes feedback shared by staff and people using the service.

There was a consistent staff team who were responsive to people’s needs and delivered person centred care.

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.

Feedback about the provider and registered manager was positive. There were clearly defined roles within the management team. The registered manager said they felt fully supported by the provider and had regular supervision / meetings to discuss the service and plans for improvement.

Staff spoken with also said they were able to speak with the registered manager in confidence and had been supported on both a personal and professional level.

People and their relatives spoke positively about the management of the service. People told us, “The home is well run. I always recommend it, it’s lovely” and “I know [registered manager], you can talk to her. I go to resident meetings. I’d say it’s very good here.”

People’s relatives also commented, “I know [registered manager], she’s very good and informs me what is happening” and “The manager is firm and professional, and she tells it like it is. She’s friendly and lets you know if there are any problems.”

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

Staff felt they were able to speak up about their concerns and would be listened to. Staff had access to the whistleblowing policy and said they were able to speak up about their concerns and were confident they would be listened to. Team meetings and individual supervisions also provided staff with opportunities to talk openly.

People and their relatives said there were opportunities for them to speak up. One person told us, “I go to the resident’s meetings.” Another said, “We have meetings every 2 months and if anything needs doing, they do it; they wouldn’t just ignore it.” The relative of one also told us “I do answer the questions on the door entry system. I do recommend it [the home]. I have nothing but good things to say about it and so does the family. Very happy with it.”

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 had access to guidance and training on equality and diversity, which promoted equal opportunities, including how people’s protected characteristics would be respected. Staff said they were always kept informed. Information was shared during daily handovers, through an App and team meetings.

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 were in place to evidence management and oversight of the service. The management team had clear roles and responsibilities and met regularly to review the home.

A range of audits and checks were undertaken to help monitor the services and experiences of people living at the home. Where areas for improvement had been identified, these were detailed in the homes plan along with action to be taken. Opportunities were provided for people, their relatives and staff to contribute, sharing their views and ideas. Information was gathered through meeting and surveys.

In relation to the long-term sustainability of the home, the provider was looking to increase the service provision with plans to expand the service, providing 3 further ground floor ensuite bedrooms.

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.

Effective relationships were in place with local health and social care professionals to support the team. The registered manager and staff said the local GP practice was available via telephone or visits when necessary. A recent quality monitoring visit had been undertaken by the local authority, actions identified had been addressed.

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.

Reviews of incidents or concerns were completed to help identify areas of learning or improvement. Information showed discussions were held with staff, plans and procedures reviewed and where necessary referrals made to outside agencies so appropriate equipment could be put in place.

Staff had received the necessary training on the computer-based care system, so they knew how to use it. One staff member had been identified as the ‘IT’ champion, they supported staff in their learning.

The provider had also installed an electronic log in system for staff and visitors. This provided people with the opportunity to record comments and compliments, acknowledging the support provided at the home. Feedback from the recent surveys identified improvement could be made to enhance the choice of activities provided. We were told 2 staff had been identified as ‘activity champions’. It was their role to explore and introduce more activities.