Stratford Bentley Care Centre

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 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. 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.

There was a friendly and welcoming atmosphere in the home. The registered manager and the wider staff team positively engaged with the inspection process demonstrating a shared culture of teamwork, kindness and respect. One staff member told us, “The residents are so lovely, the staff work as a team, and you couldn’t ask for a nicer manager." Another member of staff commented, “Everyone just pulls together, they (staff) are all so kind and considerate." The registered manager told us they reinforced this culture through working alongside staff and observations of their practice. They explained, “I think it is nice for the staff to see that I will help any time. It promotes that we are a team and it does not matter what role you have. I say to staff if you can go home knowing you have done everything you can to make people happy, then you have done a good job."

Processes to involve people, relatives and staff in developing the culture included seeking feedback, through meetings and questionnaires on the quality of care and service provided.

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.

There was an established registered manager in post who demonstrated a very detailed knowledge and understanding of people and their clinical needs. Staff described the registered manager as leading by example and working alongside them to ensure people received good standards of care. One staff member told us, “She (registered manager) is caring, and she doesn’t mind getting her hands dirty and rolling her sleeves up. She listens to you; she is obviously busy, but she always makes time." Another staff member commented, “She (registered manager) is very accommodating, really friendly and she is really good with the residents. On Sunday I worked with her on shift because she was covering for a nurse. It is nice to have a manager who works as a nurse."

The registered manager understood their obligation under the duty of candour to be open and transparent with people and their relatives when things had gone wrong or accidents occurred. They told us they felt very supported by the provider who was available to provide support and guidance.

People knew the registered manager and said she spent time around the home.

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

Staff felt confident they would be listened to if they raised any concerns or problems. They also felt encouraged to make suggestions about the running of the service. Comments included: “If you have a problem, you can go straight to [registered manager] and her door is always open. She will sit you down and ask you what it is, and it will be resolved" and “[Registered manager] always says if you think we can do something in a different or better way, put it to me. She is always open to suggestions."

The provider had processes to support staff to speak up. This included handovers, staff meetings and a whistleblowing policy. One staff member told us they knew about the whistleblowing policy and explained, “All the policies are in the manager's office, anyone can go and get them.”

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.

The provider promoted a multicultural and diverse staff team and had a zero-tolerance policy against any form of discrimination. Different religions were respected and staff demonstrated flexibility in rotas to enable team members to celebrate days that were important to them. Where staff had health conditions, shift patterns were reviewed so staff could continue in their role with the assurance their health needs had been considered.

The provider’s information return told us, “We promote a positive working atmosphere within the home and often discuss the importance of being respectful and kind to each other when we have staff meetings.” This was confirmed by staff who told us they had never experienced discrimination but would feel confident to challenge it and report it to the registered manager. The registered manager told us, “If there are any issues staff come and talk to me and we resolve it. We are all respectful of each other here."

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.

Systems and processes were in place to monitor the quality and safety of the service. These included audits of care plans, medication, the environment and infection control practices. However, some checks needed improvement, such as making sure water temperatures remained at safe levels so people did not get harmed and ensuring all risk management strategies were accurately recorded. These shortfalls were immediately addressed during our inspection.

Some audits and checks looked at people’s experiences to ensure positive outcomes for them. This included dignity checks and audits of people’s dining experience. People’s enjoyment of activities was evaluated to ensure they were benefiting from them, and people were doing the things they wanted to do.

Meetings with staff were used as an opportunity to discuss any areas where audits and checks had identified improvements were required. They were also used to reinforce the importance of following the provider’s policies and procedures and reminding staff of their delegated responsibilities. Staff told us they found the meetings useful and supportive.

The provider used CCTV to monitor communal areas of the home. The provider had registered with the Information Commissioners Office and considered their reasons for installing CCTV and the impact on people. The provider had sought people’s consent to CCTV, but we recommended revisiting it periodically to ensure compliance with data protection laws.

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.

Staff worked in partnership with health and social care professionals to ensure people had the best outcomes for their health and wellbeing. One healthcare professional told us they were able to work effectively with the service because staff knew people well. Another healthcare professional commented, “The team that work alongside the staff at Stratford Bentley have established a good working relationship based on mutual respect and trust.”

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 encouraged staff to complete further training and gain extra qualifications specific to their job role. This increased staff knowledge and confidence, supporting them to carry out their role to the best of their ability. The registered manager and clinical staff maintained their revalidation through continuous learning and reflection. One healthcare professional described the registered manager as being, “Very proactive and enthusiastic about training.”

The registered manager welcomed feedback to improve people’s outcomes and the quality of service provided.