Barley 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.

Staff could describe the vision of the service which aligned with the managers. Staff felt the culture was positive, and they were focussed on delivering good quality care to people. Staff said they felt supported by the managers. They were aware of health and safety and equality policies and knew how to access them.

The registered manager encouraged open discussion about potential risks, including the early signs of a closed culture. They promoted reflection through team meetings, daily handovers, and audits. The culture was one where staff felt safe to raise concerns, and where people’s rights and choices were at the centre of decision-making. Staff made efforts to adapt around individuals, rather than expecting people to fit into set routines.

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 leadership was values-driven, inclusive and person-centred. They modelled openness, compassion and integrity in both words and actions. We saw that the registered manager and their line manager knew people well and listened to any concerns from people or ideas for improvements.

Training was identified by staff as being supportive to their development. One staff member told us, “They had to help me a lot as I was new to the role.” There were systems in place to support staff, and others, to speak up when they had concerns and a 24 hour on-call service to speak to management in emergencies.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There were processes in place to allow people, relatives and staff to raise concerns and / or share ideas. People and their relatives told us the registered manager was very approachable and addressed any concerns they had immediately. People and relatives were encouraged to complete regular feedback and attend residents’ meetings.

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.

Appropriate policies and procedures were in place to support workforce equality and diversity. Staff reported being treated fairly and equally. Staff told us they felt included in decisions about the service and spoke positively about the management team and the provider organisation.

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 policies in place to support equality and diversity in the workplace. There were a diverse range skills and experience within the workforce. The service had an open, inclusive recruitment procedure. Audits were completed regularly and when necessary, actions plans were put in place.

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 established links with external companies and businesses, and staff took the time to find out what was available locally for people to access. People confirmed they felt part of the local community and attended activities on a regular basis.

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. Improvement was embedded in daily routines and structured meetings such as a daily head of department meeting, clinical meetings, nurses’ meetings and all staff meetings.

The provider had suitable systems and policies to ensure learning and improvement. We noted lessons learnt were in place and where concerns had been identified these concerns were shared with the staff team. The registered manager was responsive to feedback from all sources and had several ideas on how to continuously improve the experience for people living at the home.