St Joseph's Nursing 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.

At our last assessment we rated this key question requires improvement. 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.

The service was previously in breach of legal regulation in relation to good governance at the service. Enough improvements had been made at this assessment, and the service was no longer in breach of these regulations.

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 that was based on openness, inclusion and delivering person-centred care. Staff spoke positively about the culture within the service and described leaders as approachable and supportive.

One staff member told us, “I encourage open communication, respectful teamwork and a blame-free culture where staff feel comfortable speaking up about concerns.” Another member of staff said, “The leadership team is approachable, supportive and places a strong emphasis on resident-centred care and safety.”

Leaders promoted professional development and encouraged staff to take on additional responsibilities and training opportunities. This helped create a positive culture where staff felt valued, supported and focused on achieving good outcomes for people.

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.

Staff feedback demonstrated leaders were compassionate, inclusive and supportive. Staff consistently described managers as approachable and said they felt able to raise concerns, share ideas and seek support when needed. One staff member told us, "They encourage us to raise concerns, share ideas and work together to provide safe, effective and person-centred care," while another said, "I feel well supported in my role and appreciate the opportunities to continue learning and developing my skills." Staff feedback was reinforced by positive comments from people and their relatives. One person told us, "Manager is very good and took immediate action when I had a problem," and a relative said, "Staff speak to us and keep us fully involved." This demonstrated leaders fostered an open and inclusive culture where people, relatives and staff felt listened to, valued and involved in decisions about care and support.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff were encouraged to share feedback and raise concerns through a variety of formal and informal channels.

Staff told us they felt listened to and supported by leaders. One staff member said, I feel comfortable raising concerns with senior staff or the manager. They listen to staff and encourage us to speak up if we have concerns.”

Leaders promoted openness and transparency through regular staff meetings, supervision sessions and resident and relative feedback opportunities. The service had also introduced a staff shift feedback survey, accessible via a QR code which was also promoted through the feedback corner in their monthly newsletter, giving staff an additional way to share their views and experiences. This demonstrated the provider's commitment to listening to feedback and using it to drive continuous improvement.

The provider valued and promoted equality, diversity and inclusion within the workforce and created a culture where staff felt respected,supportedand able to develop.

Leaders recognised and celebrated the diversity of the staff team through regular engagement activities, including international food days where staff shared and celebrateddifferent culturesand backgrounds.

Staff were supported as individuals and reasonable adjustments were made where needed to promote their health,wellbeingand ability to remain in work. Staff were also provided with opportunities for learning and career progression, helping to create an engaged and motivated workforce. These approachesdemonstrateda commitment to fairness,inclusionand staff wellbeing, contributing to a positive workplace culture and the delivery of person-centred care

Leaders had established effective governance and management systems which provided more robust oversight of quality, safety and performance. The registered manager demonstrated a clear understanding of the service and used a range of monitoring activities, including audits, spot checks, walkarounds and analysis of incidents, to identify trends and drive improvement. The registered manager told us, “We use a daily governance system which I review each day with the deputy manager and administrator. Oversight is maintained through regular monitoring, spot checks, walkarounds and departmental checklists completed by each head of department."

This was to maintain oversight of risks, support learning and improve outcomes for people. They were aware of areas requiring further development and spoke openly about future priorities, stating, "There is still some work to do with the environment." This demonstrated leaders had a realistic understanding of the service, were responsive to findings from governance activities and were committed to continuous improvement and the long-term sustainability of the service.

The provider worked in partnership with other organisations and the local community to improve outcomes for people and support their wellbeing. Staff worked closely with healthcare professionals, including GPs, district nurses, tissue viability nurses, speech and language therapists and other specialist services, to ensure people received coordinated and responsive care. The service also supported people to maintain links with their local community and access activities that were important to them. Leaders demonstrated a commitment to partnership working, ensuring advice from external professionals was acted upon and used to support people's health, independence and quality of life. These collaborative approaches helped people receive joined-up care that reflected their individual needs and preferences.

The provider had systems in place to support learning, improvement and innovation and used feedback and oversight processes to drive changes within the service.

Following the previous assessment, leaders had taken action to improve medicines management and repositioning records by reintroducing paper-based recording systems while improvements to electronic systems continued. The registered manager monitored progress through lessons learned, complaints and accident trackers, reviewing outcomes to ensure improvements were embedded.

Leaders also introduced initiatives to enhance people's experiences, including reinstating a 'Resident of the Day' programme, where staff from different departments worked together to focus on an individual's wellbeing, environment, dining experience and care needs.

Whilst there was still work to do, ongoing refurbishment plans and regular clinical reviews further demonstrated the provider's commitment to continuous improvement and achieving positive outcomes for people.