Thurlaston Meadows Care Home Ltd

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. The leadership at the home and staff contributed to a culture at the home which was focused on providing good care to people. People were positive about the approach to their care. One person said, “I live life as I would wish. I have not stayed in hotels as nice as this home before, and the staff are very nice.” Another person told us because of the ethos created at the home, “I love living here, it’s outstanding. I would give 98 out of 100, I am well looked after.” People told us the approach taken by staff showed they were valued. One person said, “The staff respect me, and I respect them. You give and receive respect here.” These views were echoed by relatives. One relative said, “ [All staff] works so hard, they all know me they are so friendly. I know that [person’s name] is being looked after. It a whole team effort there." Staff were assured about the way they were managed and described an open culture, in which their needs, well-being and aspirations were also considered. One staff member told us, “It’s a lovely job and a lovely place”. Another staff member said because of the focus on providing good care to people, “It’s one of the best jobs I have ever had. It’s nice that it’s a family run home and it feels homely.” The registered manager told us there vision was to ensure were confident, still active and enjoyed a good quality of life. The registered manager said, “It’s about our family values. We want residents [people] to come here and to feel safe and happy.” Senior staff considered how to address any barriers which may prevent staff from delivering care as they expected, through staff meetings, supervision sessions and by reviewing shift patterns.

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 were now confident in the skills, knowledge and inclusive leadership of the service. One person told us, “I know who the manager is, she is approachable and the staff. They are all friendly.” Another person said, “The home seems to be well run at the moment.” Relatives told they would recommend the home to people, because of the quality of care which was provided. Relatives said they were included in their family member’s care and staff worked together to support them, as well as their family members. One relative said, “I know I can go to the staff and [senior staff member’s name] any time if I have a concern or worry.” Another relative told us the provider had also supported them at key stages of their family member’s care. Relatives were now confident in the skills of leadership team and how the home was run. One relative said, “I think [registered manager’s name] is lovely, bubbly, knowledgeable very helpful. They always have a smile on their face. They have been really good in every way, really good with [person’s name]. We are delighted with the care and can’t fault it.” Staff told us the registered manager and senior staff demonstrated their compassion and skills when leading the service and by working alongside them to deliver and check on people’s care. This helped senior staff to understand any barriers staff faced to providing good care. The registered manager told us they were supported the provider. One staff member told us, “We are a good little team.” The staff member told us they were supported by regular supervisions, where they were encouraged to discuss any potential developments at the home, their own development and any concerns they may have.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff understood how to raise any concerns and escalate these to other organisations, should this be required. One staff member said, “ I would go to the [registered] manager if they didn't listen I would go to CQC or council or both.” Staff told us they had not wanted to raise any whistle-blowing concerns as feedback was encouraged and listened to.

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 said they were encouraged to work as a team, for the benefit of people living at the home, treated fairly. Staff were confident if they raised any concerns these would be appropriately responded to. Where staff required extra support or adjustments because of their own protected characteristics action was taken to put this in place.

The provider had clear responsibilities, roles, systems of accountability. There had been significant improvements in the governance of the home, but some elements of governance needed to be developed further and embedded. This will help to ensure the provider always acts on the best information about risk, performance and outcomes, and to communicate this with others when appropriate. There had been significant improvements in oversight of the quality and safety of the service. Processes were now in place to assess, monitor and mitigate the risks relating to the health, safety and welfare of people and others. There had been improvements in the majority of areas of medicine administration, including robust investigations of any errors. There had been improvements in acting on identified concerns, including fire safety concerns. In the most instances, systems for checking people’s care plans working effectively. However, some further development of governance systems and practice was required to ensure all care provided was recorded. For example, in relation to daily checks undertaken by staff, fluid intake and output, repositioning and to ensure staff consistently assisted people to move around the home safely. This will help to further reduce risks to people, and ensure their care needs are known when they receive care from other organisations. The registered manager began to address these concerns during our inspection. People, relatives and staff told us there had been improvements in the care provided. One person said, “The staff here look after us very well, and another person told us, “I think that [staff] do a good job here.” The provider, registered manager and staff team had worked together to drive improvements at the home and in people’s care. Staff met regularly to share information across teams, review people’ needs and to ensure there was a consistent approach to ensuring people had the care they wanted.

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. Effective systems were in place for working with other health and social care professionals and staff gave examples showing how they advocated for people, so they had access to the support they wanted. People told us their views on their care were listened through informal discussions, residents meetings and care reviews. People told us they were provided with feedback on the suggestions they made. One person said, “We do have a newsletter, and it is on display throughout the home.” People, relatives and staff were also encouraged to provide feedback and make suggestions through surveys on the quality of care. This helped to ensure all parties felt their contribution to the home mattered. Health and social care professionals told us there were processes in place to ensure effective partnership working. One health and social care professional said because of this, “The home is a lovely place to visit, and I have no concerns about the people living there.” Another health and social care professional told us about the partnership work they did with staff and said, “Communication with us is very good and staff are very kind and caring.” The registered manager had considered links they had developed with other local homes and community venues into their business continuity planning. This aimed to maximise opportunities for people to benefit from these strategic relationships in the event of any untoward incidents.

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. People and relatives were confident if they made any suggestions to improve the care provided their suggestions would be adopted. Staff told us the culture of the home now encouraged staff to tell senior staff when mistake had happened, so lessons could be learned. Processes were in place to share any learning across staff teams, and embrace new initiatives and quality assurances processes. For example, to ensure people who were former armed forces staff had the access and support they needed when moving to a care home. Learning in relation to The Mental Capacity Act and safeguarding had also been communicated to staff through business card sized quick reference guides.