Templeton Place 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’s vision and values were on display in the main entrance. The registered manager told us they had worked hard to recruit staff to the service who had the same values as them. They said, “I have recruited based on values rather than skills because we can train people in the skills they need.” The clinical lead told us, “I believe we have a good staff culture here. We have different abilities and personalities, but we want staff to work days and nights and on all floors so that there are no cliques. We believe we have created a new culture here and we want staff to aspire to our high standards.”

Staff told us the management team were “supportive”, “approachable” and “brilliant.” Overall, staff said they enjoyed their roles and in the main felt valued. One staff member said, “This is my first care home job, and it’s blown my expectations of care homes [in a positive way].”

Regular staff meetings took place, across all departments and we saw minutes of these. There was a daily head of departments meeting.

Staff surveys were due to be carried out. The service had been open for 1 year so there was no previous staff survey data to review. We were told the provider ran “ask [chief executive officer (CEO)]” meetings every 3 months, where staff across all services were chosen at random to meet with the CEO and ask questions about anything they wanted. Issues that were raised during these meetings were then addressed, led by the CEO.

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 and their relatives knew who the management team were and felt able to speak to them. One person said, “[Clinical lead] has been very good. Recently I was upset and anxious about feeling poorly and [clinical lead] sat with me and explained my medication to me and why it was making me feel dreadful at that moment.” One person’s relative said, “The home is run in a person-centred way. It’s well managed and the management team are easy to talk to and available.”

The registered manager and the clinical lead both told us they encouraged staff input to improve the service. For example, they told us if they had concerns about a staff member working night shifts, they would ask them to do some day shifts where more support was available. They also told us, “Sometimes the staff have better ideas than me, and so I like to listen to them. I don’t want staff to be scared of raising ideas.”

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

Whistleblowing procedures were in place and there were signs on notice boards reminding staff how to do this. There was a ‘freedom to speak up’ email address that staff could access if they preferred not to report concerns to their line manager. Staff told us they felt confident to raise concerns and that they would be listened to. One staff member said, “Everyone has the right to speak their minds and any issues they need to speak up about, everyone has freedom to say what they want. Generally, I would go to my line manager and then escalate upwards.”

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.

There was a diverse staff team in post. All the staff we spoke with told us they felt valued and included. The registered manager gave examples of how they supported diversity, such as providing a private space for staff members to pray and ensuring quiet spaces for other staff to rest during religious fasting periods. Staff were encouraged to celebrate their diversity with each other, using a map to show how far staff had come and sharing examples of their cultures.

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.

There was a schedule of audits carried out. We reviewed records of audits, action plans, and overnight spot checks which demonstrated a clear governance process for good quality assurance and management oversight. The management team told us about a new initiative called the dignity framework. They told us, “We’ve done this to give us assurance of care interactions. We observe the whole process, and check for staff seeking consent, and the promotion of dignity and respect.”

Regular feedback was sought from staff and people using the service in the form of meetings. The service had been open for 1 year and surveys were due to be sent to people and their relatives.

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 service had a good relationship with the local GP service and teams of other health professionals. One health professional said, “I do feel the staff here know people really well. I have no concerns about it here; it’s all lovely.”

The management team told us they had worked to integrate with the local community in a variety of ways. This included initiatives such as a local carer’s coffee club, network brunches, inviting members of the emergency services to stop by for coffee and sandwiches, and linking with local schools for children to visit.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

During the inspection the management team were fully engaged and open to our feedback. They were proactive in addressing our areas of feedback and provided us with assurances during and after the inspection.

Staff received regular training and updates. The management team shared lessons learned with staff during stand-up meetings, supervision sessions and written records which staff signed to confirm they had read and understood them. One staff member said, “For example with incidents we have lessons learned. [Clinical Lead] will print a form out as to what the error was, and all staff must sign. It goes through what to do, and what not to do.”