Jesmund Nursing 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 assessment we 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 75 (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.

Staff were supported to deliver high quality care and support to people in line with the provider’s values. The provider ensured staff received appropriate training and support through supervision and had access to policies, procedures and systems to help them provide person-centred care.

Senior staff used audits and checks, supervision and staff team meetings to make sure staff understood how the provider’s values should be achieved through their working practices.

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 registered manager was passionate about their role and committed to ensuring that people at the service received high quality, safe care. They were experienced and undertook continuous learning and development to maintain their skills and knowledge. They told us, “I show staff that you take responsibility and accountability for what you do including your mistakes. I want them to be inspired by my story and encourage them to go the extra mile for people. I want my staff to be honest and do well and make a difference to the lives of people. I have been a manager here for 3 years now. I really love my job.”

People spoke highly of the registered manager. A relative said, “[Registered manager] is approachable and really helpful.” A staff member told us, “[Registered manager] is a good role model. She does regular staff meetings, and we discuss things we are doing and where we can improve. We look at how we can make things better for people.” A healthcare partner said, “[Registered manager] runs a tight ship. I have been very impressed with her, and we work very well together. She is a very good manager and leader. She is on top of things.”

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

People were comfortable speaking up if they had concerns. A relative told us, “If there was a problem I would speak up. I would see [registered manager].”

Staff were also encouraged and supported to raise any concerns. A staff member said, “You can speak easily to managers and there is open communication.” The registered manager told us, “With regards to concerns, I talk to staff during meetings as this part of our agenda. We discuss all current concerns. I also speak to staff in one to one’s, supervisions and appraisals…I tell staff that they shouldn’t be scared about safeguarding, that it’s about protecting our residents and it’s their responsibility.”

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 were treated equally and fairly at work. A staff member told us, “I have the same opportunity as everyone else.” The registered manager said, “In interviews we ask staff about their needs to make sure these are met and not discriminated against…I always instil in staff that there is no favouritism, and they can approach me at any time for anything.”

Staff were provided support through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.

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.

Governance systems were effective. Senior staff carried out regular checks and audits to monitor the quality and safety of care and support provided to people. The outcomes of these checks and audits were used to make any necessary changes and to support staff in improving their working practices. During our assessment, we noted that daily notes recorded by staff documented the care and support provided to people. However, some staff were not consistently recording their observations about people’s general wellbeing, which could provide useful information about the quality of care and support provided by staff. The registered manager had already identified this through her audits, and an action plan was in place at the time of our assessment to address this by the end of March 2026. We will check at out next assessment of the service that the provider took action to make these improvements.

The registered manager demonstrated a clear understanding of regulatory requirements and their responsibilities, including providing accurate information, offering suitable support, and applying the duty of candour where appropriate.

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 well with healthcare partners to collaborate on the delivery of safe, high quality care to people. They followed guidance and recommendations from partners, to support the delivery of people’s care and support. A healthcare partner told us, “Working with the [staff team] is good…there is real partnership working now rather than them being dependent on me.”

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 was actively working to improve the service, including implementing a new electronic system for medicines management. Staff and a healthcare partner told us this was a positive change and would improve the management and administration of medicines at the service. The provider was also exploring ways to improve the living environment, consulting external dementia specialists for guidance and support.

Arrangements were in place to obtain feedback from people, their families, and staff to help the service learn and improve. Feedback, alongside outcomes of audits, checks, and lessons learned from safety events, was used to make improvements to the quality and safety of care and support provided to people.

The registered manager was proactive, networking with local health and social care providers. They understood the value of working with other local services to share and learn good practice, supporting continuous improvement within the service.