St Catherines 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 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 people were safe and protected from avoidable harm.

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 current management team were working with staff to foster a positive culture, and to support staff in delivering consistent, high-quality care. The team had developed an action plan and had commenced implementing changes. They understood the work that was required to embed these improvements and ensure they resulted in sustained and positive outcomes for people.

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 working with the provider to improve the service. The home was supported by a peripatetic manager and regional manager to drive the improvements. Most staff we spoke with were positive about the leadership.

A professional told us the staff were knowledgeable about the people living in the service. They described the staff as caring and kind and willing to work collaboratively with external professionals.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.The provider had a whistleblowing policy, and staff told us they knew how to use it if needed. Staff felt confident the registered manager would act on any safeguarding concerns they raised. They told us the management team was visible throughout the service and, the registered manager was available and approachable.

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 recruitment was carried out in line with good practice and equal opportunities principles. Staff were recruited with the appropriate skills and values, and the staff team reflected the cultural diversity of people living at the service.Staff had access to training opportunities within the organisation which equipped them with the skills needed to carry out their roles.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The provider and management team had developed an improvement plan and were aware of improvements required. They had strengthened governance systems and processes to improve oversight of the service. The plan was continually monitored and reviewed to ensure progress. The provider and registered manager were committed to driving improvements to achieve the best possible outcomes for people.

The management team were supporting and empowering staff to embed the systems into practice. Most staff we spoke with felt listened to, respected and valued. However, some felt at times they were not listened to. Staff raised concerns with us that at times staff training was while you were on duty so left the service short staffed while the training took place and if staff had to complete training in their own time it was not remunerated. This was feedback to the registered manager who agreed to discuss with staff. Staff also raised issues with the electronic care documentation system, that it was taking a long time to complete. Wi-Fi reception was being improved to assist with this.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They continued to share information with partners and collaborated for improvement. The staff team worked closely with health and care partners, and they followed advice and guidance to ensure good outcomes for people.

The current management team were committed to embedding a culture of 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. The provider was making changes to improve the service based on feedback received from staff, people and relatives. The management team demonstrated a commitment to improving people’s experiences, outcomes and quality of life by encouraging new ways of working and promoting reflective practice.