Saintbridge House Nursing and 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 Good. At this assessment the rating has changed to Outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. Leaders demonstrated an exceptional understanding of the challenges faced by people using the service and the wider community, as they regularly engaged with people and relatives to understand their experiences and changing needs, and used this insight to continually develop and enhance the service.

The service demonstrated a clear and consistent vision focused on delivering compassionate, person-centred care. Staff understood the values of the service and were able to describe how these guided their day-to-day practice. The provider’s expectations around dignity, respect and quality care were reflected in the way staff spoke about people and in the support provided. A member of staff we spoke to, told us, “The care here is very person centred. Nothing is never any trouble. I have worked in care before here and this home stands out. We have a really good team.”

All staff took responsibility for providing safe, high-quality care. A handy person spoke positively about the culture of the service and told us they felt able to raise any concerns with the registered manager. They described a strong, values based approach across the home and told us they “always see staff talking to people with dignity and respect.” This demonstrated a whole-team approach to safety and quality, where all staff, regardless of role, contributed to delivering exceptional care.

Professionals gave positive feedback about the culture of the service. A professional told us, “Staff are open and honest when mistakes are made and open to receiving advice on how rectify these.” This demonstrated a strong, transparent, and learning focused culture, where feedback was used to drive improvement.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

Leaders at the service were experienced, visible and approachable, creating a positive and supportive culture for both people using the service and staff. There was a long standing registered manager in post, providing stability and continuity within the home. People and their relatives spoke positively about the leadership of the service. A person told us, “The manager is around all the time and makes time to speak to you. Very approachable and responds to everything you mention.” A relative also shared, “The managers are really good. I have spoken to them. They are welcoming and helpful. Nothing is too much trouble.”

The registered manager and nominated individual had established a strong and longstanding partnership. Their collaborative approach created a cohesive and effective leadership team. Both leaders demonstrated a genuine passion for the home and a clear commitment to their roles and responsibilities. Leadership within the home was characterised by integrity, openness and honesty, fostering a culture where staff felt supported and motivated to deliver high quality care.

Leaders demonstrated a good understanding of the service and were actively involved in the day-to-day running of the home. Staff described management as supportive and accessible. Leaders demonstrated a genuine passion in delivering high‑quality, person‑centred care. A member of staff we spoke to, told us, “Management are always on the floor and don't hide away. If the emergency bell goes, they both come straight away.”

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard. Systems were in place to support staff to raise concerns, provide feedback and contribute to improvements within the service.

Staff had regular opportunities to speak openly through supervisions, team meetings and daily handovers. These meetings encouraged reflective discussions and ensured any concerns could be escalated appropriately. A member of staff told us, “I worked in another care home before here. When I left there and came here, I realised it is totally different. If I see something or have a concern and go to management, they always sort it there and then. 100% the management want the best for people living here”. There was a clear process for managing concerns and complaints. Records demonstrated that when issues were raised, they were investigated appropriately and learning was identified. Root cause analysis was used to review incidents and drive improvements within the service, showing a proactive approach to learning and governance.

An open-door approach from the management team further supported a transparent culture. Leaders were visible and approachable within the home, which helped staff feel comfortable seeking advice or raising concerns when needed. A member of staff we spoke to, told us, “I feel really supported by management. If I am concerned or see something management respond immediately.” There was evidence that staff were raising concerns where appropriate and management was taking prompt action where issues were identified. For example, when staff identified that a person’s needs had changed, the service promptly reassessed them and updated their care plan to reflect those changes.

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. An equality, diversity and inclusion policy was in place and provided clear guidance for staff on expected behaviours and standards. Staff had access to equality and diversity training, which supported their understanding of protected characteristics, respectful practices and inclusive working. Leaders demonstrated awareness of the importance of supporting staff wellbeing and maintaining a positive working environment.

The service was enriched by an exceptionally diverse and dynamic staff team, reflecting a broad spectrum of backgrounds, cultures, and identities. Processes were in place to enable staff to raise concerns relating to bullying, harassment or discrimination. There were clear reporting routes and leaders responded appropriately when issues were identified. This supported a culture where staff felt safe and treated fairly.

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.

A clinical governance framework supported oversight, with defined management structures and clear lines of accountability. Staff understood their roles and responsibilities and could describe how they contributed to maintaining safe and effective care.

Regular audits and spot checks were completed, and where issues were identified, timely action was taken to drive improvement. Records showed that performance and quality were routinely reviewed through management systems and oversight processes.

Workforce planning arrangements were in place, supported by rotas and allocation systems which demonstrated how staffing levels and deployment were monitored. Leaders maintained oversight of care delivery and used governance processes to ensure standards were maintained.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. Managers and staff understood the important of working in partnership with both health professionals and the wider community to enhance people’s wellbeing and reduce social isolation.

There were established and proactive relationships with a range of external partners. These included local healthcare professionals and community organisations who worked alongside the service to support people’s individual needs. Partnership working was seen to enhance people’s experiences and promote meaningful engagement beyond the home.

Links with the local community were well developed. Community partners supported activities within the home, including gardening and wellbeing opportunities, which people were observed to enjoy. Major retailers contributed resources and volunteers to support gardening projects, enabling people to take part in outdoor activities that promote wellbeing. Local funeral directors regularly visit to support people with flower‑arranging sessions, helping to build meaningful relationships and offering a creative, therapeutic activity. The service also worked with local schools and colleges, hosting 25 pupils doing their Duke of Edinburgh award and taking three student paramedics on an eight‑week placement.

During our assessment, we observed people enjoying a music and exercise session run by the local school. It was a person’s birthday and staff had organised for the pupils to sing happy birthday to them. We noted that this had a profoundly positive effect on the individual, who was visibly uplifted, smiling and singing along

Management demonstrated a positive approach to building and sustaining community relationships. This supported integrated working and helped ensure people remained connected to their local community.

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 service had a clear emphasis on staff development bringing new knowledge into the service. Staff had access to ongoing training and were supported to develop their skills and confidence in their roles. Induction processes included shadow shifts, which could be extended where needed to ensure staff felt competent and supported. Additional development opportunities were available, including funded qualification and specialist training, which helped to strengthen the skill mix within the home. For example, a member of the kitchen team is currently undertaking an accredited chef qualification, attending training one day per week. The course is fully funded, demonstrating the provider’s commitment to investing in staff development and supporting career progression. This opportunity enables the member of staff to enhance their skills and bring improved knowledge and practice back into the service. A person living at the service told us, “At first, I didn’t realise that you could ask for things [specific meals]. When I was first here, I didn’t like the food very much it is different now because the chef comes round and asks you for your likes and dislikes and caters for it. With the help of the chef, I am working myself back in to it. Curries, Chinese; a good variety of food.”

The provider recognised and valued staff contributions. Initiatives such as employee of the month, long service awards and team recognition following the kitchen refurbishment promoted a positive culture and encouraged staff engagement. Staff told us they felt supported to develop and improve practice.