Silversprings

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 68 (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 which was understood and supported by staff, people using the service, and relatives. Staff and people using the service described a caring and supportive environment, with several people reporting that they felt the service was well run. A professional commented, “I would say this is one of the best homes in the area, I am impressed that the registered manager is very resident focused they run the place very well.” Staff we spoke with also felt there was a positive culture. Many staff had worked at the home for several years and they felt this was because it was a good supportive place to work.

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. The management team at Silversprings was described as, “Hands on, very visible and approachable.” There was a clear management structure at the home. The registered manager was supported by a deputy manager, office manager and senior care staff. Staff told us there was an open-door policy and there was always someone they could talk to, and they felt the registered manager was supportive when they had had personal issues which may affect work.

The provider fostered a positive culture where people felt they could speak up and their voices would be heard. Staff understood the whistle‑blowing policy, which was displayed in the staff office. Staff told us they would report any concerns to the management team, or, if this was not appropriate, they would contact head office. Staff were confident that issues raised would be addressed, and the registered manager confirmed there had been no concerns raised in the last 4 years.

The provider promoted workforce equality, diversity and inclusion. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Staff received training in equality and diversity. They were encouraged to share concerns and ideas through supervisions and team meetings. Staff told us they felt valued and that everyone worked well together.

Governance, management and sustainability at Silversprings required improvement. While the manager communicated learning from incidents further work was required to ensure actions were embedded to ensure people received safe care and support.

The provider was carrying out audits and regular resident meetings, but they did not identify the concerns we found during the site visit. The home was unclean in places and some environmental issues, required addressing. Further improvements needed to be implemented and sustained to ensure people were supported to enjoy their mealtime experience and to ensure people had meaningful engagement with activities.

The provider’s existing governance systems included clear accountability, risk management, and performance monitoring with a range of audits completed to check service performance and the quality of care. The registered manager acknowledged areas where practice had fallen short and showed an enthusiasm and willingness to learn and improve service delivery. There was evidence from the management team of a passion for meeting the care needs of people living at the home.

The registered manager and staff team had developed positive working relationships with services that supported people living at the home. This was demonstrated through the records we saw. Staff told us how they would contact relevant external professionals to help them meet people’s changing and ongoing needs. Feedback from healthcare professionals was positive, noting that the home participated in many partnerships.

The provider demonstrated a commitment to learning, improvement and innovation. The manager communicated learning from incidents and offered insight, and there was evidence of some reflective practice, such as analysis of falls. Incident reports showed evidence of analysis, lessons learned and action plans. The service responded appropriately to safeguarding concerns and incidents, and there was evidence of ongoing review and adjustment of care plans. However, people told us the activities, and the day-to-day engagement was not always meaningful or engaging.