Keate House Residential 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 good. At this assessment the rating has remained 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 and management team fostered a positive workplace culture which was inclusive, person centred, empowering and focused on the provision of high-quality compassionate care. This culture was both understood and practiced by staff at every level. The management team had also fostered an inclusive relationship with people’s relatives, who were empowered to have a genuine say in their loved one’s care and support. People’s relatives were welcomed and included. The management team and staff described Keate House as the ‘Keate House family’.

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.

The provider and leaders were visible, approachable, consistent and led by example. Keate House enjoyed the benefits of having a stable staff team, the registered manager has been at the service for a long time. Both the registered manager provider demonstrated both a passion and capability about their role and what they were setting out to achieve. Leaders were committed to providing high-quality care in a family and home like environment. They were highly regarded by people, relatives and staff alike. One relative told us, “The manager is just fantastic.”

Staff understood the vision and strategy of the provider and leaders had the experience and capability to help ensure the strategy was delivered.The provider demonstrated a commitment to leadership development with succession planning and career progression encouraged across the wider workforce.

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

Systems and processes enabled people, relatives and staff to express their views, including meetings and surveys. Surveys were analysed by the management team to determine if there was anything to follow up on. If so, changes were made directly in response.

People and family members told us there were opportunities to provide feedback and felt comfortable raising any issues and believed staff and managers would listen and respond.

The provider practiced a ‘You said we did’ programme whereby people were able to make suggestions. For example, people had suggested plane viewing at Manchester airport, afternoon tea and the transformation of the garden pergola, all of which the provider had made happen for people.

Staff were also able to voice their opinions and views in a variety of both formal and informal ways.

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.

Equality and diversity were actively promoted, and processes were in place to help ensure staff felt treated equitably. The provider was keen to show appreciation to staff and recognised good practice and achievements through several initiatives including a monthly ‘Outstanding Team Member’ award, weekly staff recognition communications and themed training incentive programmes. For example, the monthly training draw had a theme around a policy or awareness campaign to keep training both interesting and relevant.

It was the provider’s belief that a valued and supported workforce contributed to positive outcomes for people using the service. Staff told us they felt respected, valued and supported.

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.

The provider had effective governance, management and accountability arrangements.

Governance processes helped the provider to have a current picture of any risks to the safety and quality of the service. These processes were used to further drive up the quality and safety of the service. Layers of managerial oversight helped to ensure any shortfalls or areas for improvement where both identified and mitigated in a timely way.

The registered manager and the deputy manager were on hand and available to staff during weekends and operated an on-call rota.

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 provider was open and collaborative with relevant stakeholders. It worked in partnership to help support care provision and joined up care. We saw examples of the provider working in partnership with external professionals to help ensure people experienced a more seamless experience of care and support.

The provider had achieved a reduction in the number of falls through the implementation of new falls prevention practices and technology. They intended to share this learning across the wider community so others could benefit.

People remained connected to their local community via a host of community-based activities opportunities for meaningful engagement and social interaction, with a strong family involvement.

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. The provider’s fall reduction programme was an example of innovative practice and continued evidence-based learning.

Quality assurance arrangements were in place to help identify any areas for improvement. Leaders considered information about the service’s performance and how it could be used to make the required improvements. Lessons were learned following incidents and safeguarding concerns to help support improvements in practice.

The provider demonstrated a commitment to learning and improving, they acted on any feedback provided during the inspection in a timely and proactive way.