Acer House 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.

At our last assessmentwe rated this key question good. At this assessment the rating has remained 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 promoted a clear, shared vision and strategy rooted in transparency, equity,human rights, diversity, and inclusion. This vision focused on delivering high-quality, safe services that enhance people’s lives and empower them to reach their full potential. The registered manager embedded this vision, ensuring staff understood and worked towards it. One staff member said, “My reward comes from knowing I am helping people to be happy and live a fulfilling life.”

Leaders worked closely with people, their representatives, and staff to create an empowering and inclusive culture. This approach enabled individuals to pursue personal goals, such as supporting one person to attend a college taster day after expressing a long-standing interest in further education. Staff spoke positively about the culture, with one saying, “We are like one happy family. We support each other. It’s a happy place to work.”

The provider regularly reviewed and refreshed its values, and staff demonstrated a strongunderstanding of them in practice. Leadership was visible and supportive, with the registeredmanager, deputy manager, and nominated individual readily available to staff and people. The registered manager and deputy manager significantly strengthened stability and culturewithin the service. Following an extended recruitment period, the permanent leadership teamprovided consistency and clear direction, which positively impacted staff morale and servicedelivery.

The provider had inclusive senior management 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. Senior management led the service effectively, drawing on their skills, knowledge, experience, and professional credibility. They acted with integrity and demonstrated openness and honesty in all aspects of their leadership.

Staff described managers as approachable, supportive, and respectful, and felt confident raising concerns or seeking guidance. Leaders understood the needs of people, relatives, and staff and responded with flexibility and empathy. They supported staff through personal challenges and made reasonable adjustments where needed, fostering trust and inclusion. This compassionate leadership contributed to strong staff morale and continuity of care. The registered manager had been in post for 8 years and this strengthened leadership capacity and stability. This ensured consistent oversight, inclusive decision making, and a positive culture focused on delivering high quality, person centred care.-making, and a positive culture focused on delivering high-quality, person-centred care.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People and staff told us they felt able to speak up, and that the registered manager listened and responded. Staff described the atmosphere as supportive and said the management team was approachable.

The registered manager actively sought feedback from people, relatives and staff, and acted on it, involving external agencies when needed. The manager and deputy manager promoted an open culture where concerns were raised confidently and addressed promptly.Staff had clear routes to raise issues, including supervisions, meetings, surveys and day-to-day communication. At the time of the assessment, the manager told us they were awaiting feedback from people and their relatives. Staff said concerns and suggestions were taken seriously. At their request, senior management purchased a piece of equipment to help staff exercise and relax.

“The provider promoted equality, diversity and inclusion across the workforce. Leaders valuedstaff from different cultural backgrounds and recognised diversity through inclusive practices.Staff told us they felt respected and supported, with comments such as, “I feel valued here,”and, ‘Managers treat everyone fairly.”

Leaders made reasonable adjustments to meet individual needs. Staff reported flexible supportaround personal circumstances and caring responsibilities, including one person who said, “The

manager adjusted my shifts when I had a family issue.” This inclusive approach promotedfairness, wellbeing and retention, and contributed to a positive and motivated workforce.”

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.

We found governance arrangements were in place. Leaders used an electronic system to monitor quality. The registered manager maintained oversight through regular audits and reviews, including medicines management, health and safety, and infection prevention and control.

However, we found some improvements were required. For example, a monthly falls audit did not evidence comprehensive documentation of trend analysis or how the provider evaluated whether the actions taken had effectively reduced falls. It was also unclear when improvements were expected to take effect or how the provider monitored staff implementation of actions aimed at reducing unwitnessed falls. While systems existed, the recording of follow‑up actions and the analysis of their impact needed to be strengthened.

Leadership was stable, visible and supportive. The registered manager received consistent oversight from senior leaders who were regularly present in the service. The permanent leadership team provided continuity, accountability and clear management, which supported staff confidence and the delivery of safe, person‑centred care.

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.

Leaders shared information appropriately, communicated clearly, and supported joined up working, which enabled seamless care. Managers actively developed community links and supported people to access local activities and services, promoting inclusion, independence and wellbeing. Partners consistently reported positive experiences of working with the service, reflecting strong, collaborative relationships.‑up working, which enabled seamless care. Managers actively developed community links and supported people to access local activities and services, promoting inclusion, independence and wellbeing. Partners consistently reported positive experiences of working with the service, reflecting strong, collaborative relationships.

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 manager took part in monthly disciplinary team meetings where knowledge such as wound management and catheter care was shared. During our assessment the manager showed us some recently updated infection prevention control guidance they had recently shared with their staff. Managers also responded positively to feedback and took action to improve the environment, including completing refurbishment to an activity room. This approach strengthened practice, reduced risk and supported ongoing improvement, in line with the size and complexity of the service.