St Annes Residential 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 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.

Since there had been a change of management and ownership at the home, there had been a number of positive changes. People, relatives and staff all spoke of an improved atmosphere where they felt able to raise concerns and be involved in the shaping of the service. There was an open-door policy with management and transparency and equity were encouraged. People remained supported to maintain their religious and cultural needs, and the community were able to join for the daily service. The provider was proactive and visited the home regularly to support the registered manager and gather the views of staff. There was a want to continue driving improvements within the home and an emphasis on this being a complete team effort.

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, relatives and staff all spoke positively about the registered manager and wider senior team. Everyone spoke about the registered manager’s supportive approach and being approachable should any concerns be raised. Regular staff meetings and resident meetings were held, enabling the management team to openly discuss any issues with people and staff. Leaders demonstrated a commitment to driving improvement at the home and ensuring people were at the forefront of how it was run. One staff member said, “I can see a of change since I came, lots of transitions, but it has been a smooth transition. It’s getting better than what we were. I think it is getting better and better."

The registered manager demonstrated a strong knowledge of their responsibilities, including when they needed to alert external agencies of any concerns. They showed an openness throughout the inspection and was receptive to any feedback offered.

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

There was a relevant whistleblowing policy which staff confirmed was in place. It was also displayed throughout the home and encourage staff to speak up should they wish to raise concerns about the home or management. Staff spoke of an improved culture where they were able to raise any concerns internally with the management team. They were confident that matters raised would be treated seriously.

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 positive culture at the home and the registered manager spoke of the importance of promoting an inclusive workplace, where staff were treated equally and fairly. Staff had undertaken training in equality and diversity. Policies were in place to ensure this was promoted across the workplace. Staff felt fairly treated and opportunities were offered equally throughout the home.

The provider had clear responsibilities, roles, systems of accountability and good governance. However, this required further embedded to ensure full effectiveness across the home. A number of quality assurance processes had been implemented since the change in management and the new ownership. These were used to ensure risks were minimised and performance and outcomes were monitored. Learning was shared securely with others when appropriate.

The registered manager undertook several regular audits to keep oversight of the quality of care at the service. Whilst these were largely effective, some of the improvements we noted on the inspection day, had not been picked up through these processes. The registered manager and provider were very receptive to the feedback and took measures to make immediate changes. There was no negative impact noted to people. The registered manager had a service improvement plan which was a live working document and updated regularly with action needed to be taken to address any issues. There were clear timescales for matters to be addressed, and significant improvements had been made since the service was previously inspected.

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 registered manager worked actively with partners and the local community. Professionals we spoke with reported positive working relationships and described a ‘want to improve’ from staff and management. The good working relationship with external agencies helped ensure people received appropriate care and support.

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.

When incidents, accidents had happened or complaints were received, investigations had been carried out to understand what occurred and see if anything could be done differently in the future. The registered manager had a service improvement plan in place which was regularly reviewed. The management team told us how they supported staff to reflect following incidents and action plans were used to ensure that changes and improvements were implemented.