Kenton Manor

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.

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.

People who used the service, and their relatives, were invited to attend regular meetings where information about the service was shared. The registered manager encouraged feedback and suggestions to help drive improvement and ensure the service continued to meet people’s expectations.

Staff told us they took part in regular handover meetings where up-to-date information about people’s wellbeing and any changes to their care was shared. In addition, clinical meetings were held between nurses, senior care staff and the management team to ensure people’s needs were being closely monitored and responded to in a timely way.

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.

Managers demonstrated a positive and open culture that encouraged communication, learning and improvement. Staff told us they felt valued and well supported in their roles. They described the service as having a strong team ethos and a management team that was approachable and responsive to their concerns or ideas. A staff member said, “I feel the service is well-led because the chain of command is well laid out. Staff can speak to management directly when the need arises. Support, further explanation and further guidance is given when you need it.”

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

Staff told us they felt confident to speak up and were assured they would be listened to. They said they had regular opportunities to raise ideas or concerns during one-to-one supervisions and staff meetings. Staff also told us that managers were visible and approachable. A staff member said, “We have our say through staff meetings and on days when external managers come in for one-on-one sessions. Internal management is always available and welcoming to address any concerns raised too.”

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 received training in equality, diversity and inclusion. Staff were actively encouraged to share concerns and ideas. This was achieved through supervisions, appraisals and team meetings. Staff told us they felt valued by the organisation and everyone worked well together.

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 systems in place to monitor the quality and safety of the service. The registered manager told us they carried out regular walkarounds of the home to check the quality of care being provided and ensure the environment remained safe for people. A programme of regular audits was carried out by the registered manager, deputy managers and regional manager. These covered key areas such as medicines management, health and safety, and care planning. Where improvements were identified, action plans were developed and progress monitored to ensure they were completed.

Routine maintenance, electrical safety checks, and property inspections were completed to ensure the premises remained safe and fit for purpose. Equipment used within the home was regularly serviced and maintained in line with manufacturer guidance.

The registered manager and deputy manager monitored staff training needs. Staff told us they received the training they needed to carry out their roles and felt confident in their responsibilities. Training records confirmed staff received regular updates to maintain their knowledge and skills.

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 worked in partnership with other health and social care professionals to meet people's needs. Records evidenced appropriate healthcare referrals and appointments. A healthcare professional told us, “I met [Carer] for the first time last week and he was very concerned about a resident who just seemed ‘off’. It was nice to see that he knew the clients well enough to notice the little things. They seem to make appropriate referrals to our team.”

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.

There were effective systems and processes in place to ensure lessons were learned when things went wrong. Accidents, incidents and safeguarding concerns were reviewed and analysed to identify any emerging themes or patterns. Where necessary, changes were made to practice reducing the risk of recurrence and improve outcomes for people using the service.

Information and learning from incidents were shared with staff through regular team meetings, clinical discussions and daily handovers. This helped ensure staff remained informed and supported a consistent and proactive approach to safety and risk management.

The registered manager demonstrated a clear understanding of their responsibilities under the Duty of Candour. They were aware of the importance of being open and honest with people using the service, their families, and other relevant parties when incidents occurred that had caused, or had the potential to cause, harm. The manager confirmed they would provide timely apologies and share relevant information in a transparent manner.