St Martins Residential 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 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 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. The service had clear, person-centred values that focused on ensuring people were treated with dignity, respect and compassion. The registered manager and leaders promoted these values by leading by example and monitoring practice to ensure care was delivered in line with the service's ethos. The service aimed to provide high-quality care in a friendly and homely environment, supporting people to live fulfilling lives while maintaining their individuality, dignity and freedom of choice.

Staff were able to describe the vision and values of the service and how these were reflected in their day-to-day practice. A member of staff told us, “It’s to make sure the residents are respected and treated with dignity. We have to value them as individuals, respect their rights and value them as people. This is their home, so we need to make sure they are living in a nice place and are comfortable.”

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 visible and actively involved within the service, providing practical support to both staff and people receiving care. Staff consistently described the registered manager as approachable, supportive, and responsive to their needs. One member of staff told us, “Yes, [the registered manager] is very nice. We have 2 residents that need one to one support and when we need help with hoisting, [the registered manager] will come and help. If we are doing long days, [the registered manager] will come and tell us to rest and will cover us. [The registered manager] is a very nice person.” Staff also felt well supported in their professional development, with one member of staff sharing, “Yes, [the registered manager] helps me a lot. At the moment I am doing my Level 4 Lead Practitioner qualification and I am almost finished. If I need time off or to change my hours, [the registered manager] is really helpful.”

Feedback from professionals regarding the management of the service was equally positive. One professional told us, “From what I can see, the service is well-managed. [Registered manager and the administrator] are always approachable and eager to ensure that things run smoothly. They’re open to suggestions and really seem to value continuous improvement. There’s a strong emphasis on teamwork, and the staff are motivated and supported in their roles, which I think contributes to the overall positive atmosphere.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Leaders were open and receptive to feedback and promoted a culture where staff felt comfortable raising concerns or sharing ideas. The registered manager operated an open door policy and regularly reminded staff of the various opportunities available to discuss any issues, including during staff meetings, supervision sessions, and one-to-one discussions. Staff were routinely asked whether they had any concerns and were encouraged to speak openly. Staff spoke positively about the culture within the service, with one member of staff telling us, “We work as a team here, and our manager is very good, we can go and talk to her about anything.”

Where concerns were raised, the registered manager responded appropriately, carrying out thorough, sensitive, and confidential investigations. Any learning identified was shared with the wider team through meetings, memos, and other communication channels to support improvements in practice and help prevent similar issues from occurring in the future.

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 employed from a range of cultural backgrounds and heritages. Staff we spoke to said they were treated fairly and spoke of a positive culture that focused on teamwork. All staff completed annual equality and diversity training to help them understand protected characteristics, promote inclusion, and recognise and respond appropriately to discrimination.

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.

The service had previously been in breach of the legal regulation in relation to good governance however, improvements had been made since our last inspection. The registered manager, supported by the service’s trustees and senior care assistants, had taken positive steps to address concerns by strengthening quality assurance processes, introducing more effective audits, and using action plans to monitor and drive improvement.

Records demonstrated a commitment to continuous improvement. Audits were used to identify areas for development, monitor progress, and ensure issues were addressed. The registered manager's action plans clearly outlined required actions and showed evidence of sustained improvements. Ongoing oversight and monitoring helped ensure emerging concerns were identified promptly and appropriate action was taken to improve the quality and safety of the service.

During our inspection, we found that some senior care assistant audits did not always record when actions had been completed. The required actions were clearly identified, and the senior care assistant was able to explain what had been done. They told us future audits would include clearer updates on completed actions.

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 and leaders understood the importance of working in partnership with people, healthcare professionals, and other organisations to ensure people received joined up and effective care. Information was shared appropriately with relevant professionals, and the service worked collaboratively to support positive outcomes for people. As part of the inspection, we spoke with a range of external professionals who worked closely with the service and received consistently positive feedback. One professional told us, “The service works very well with me and the rest of the team. There is a shared commitment to providing safe, high-quality, person-centred care. Team members communicate regularly through handovers, telephone discussions and referrals, ensuring care is well coordinated and responsive to patients' needs. Overall, the service demonstrates good multidisciplinary working, fostering a supportive environment where staff work together effectively to achieve the best possible outcomes for patients and their families.”

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 registered manager promoted a culture of continuous learning and improvement across the service. Feedback from people, relatives, staff, and professionals was welcomed and used to drive positive change, with clear evidence of actions taken in response. Staff meeting records demonstrated a reflective approach with discussions focused on service developments, lessons learned, and opportunities for improvement. Staff contributions and achievements were valued, and their efforts to support and implement required improvements were recognised by the registered manager. A positive and encouraging approach was taken, with staff receiving acknowledgement for the progress they had made, even where improvement work was ongoing.

Staff were encouraged to share ideas and suggestions to enhance the quality of care provided. Trustees had introduced a suggestions box and regularly reminded staff to use it, helping to create an open and inclusive culture where people felt able to contribute to service development. Action plans provided further evidence of the service’s commitment to continuous improvement, with clear objectives, timescales, and oversight of progress.