Archived: The Borrins Care 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 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.

As part of the Warmest Welcome group of services, the leadership style and approach were consistent, respected individual rights and encouraged engagement and understanding of both staff and people living at the service. This approach was delivered through the registered manager who shaped the culture at the service. Staff and relative feedback, evidenced governance checks as well as partner organisation information all demonstrated a fair and open culture of collaboration. The staff and registered manager were observed working well as a team, no evidence was found of a closed culture, nor any bias or discrimination.

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 knew all the people at the service well and could tell the inspection team what they needed to know; this was supported by consistent information in care and support plans. Likewise, the registered manager knew the staff well, and their feedback was consistent; that the registered manager had the right skills and qualities to make them want to do their best. Furthermore, staff told us the registered manager was present and proactive. Staff fed back very positively about the registered manager, that they had made a tangible difference since taking on the role, worked hard and consistently to improve all aspects of the home. Staff said that they were respected, supported and received appropriate training and development. Training records, supervision meetings and competency reviews were all evidenced strongly.

The registered manager adopted a very caring, credible and efficient approach and communicated well to provide all requested evidence promptly.

Feedback from relatives demonstrated that the registered manager was approachable and communicated well with families.

Relatives said that they would and have recommended the home to others. “The Borrins was recommended to us, and I have recently recommended it. The staff and manager are spot-on in understanding and managing”.

A relative said “We’ve never had any concerns, and I would absolutely trust the manager to take any concern seriously and to put it right”.

A person living at the service told us, “The manager has continued to chat regularly with me and continues to emphasise I must state my wishes”.

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

Evidence from all sources indicated individuals and families were empowered to speak up and be heard (for example through the residents’ handbook and at care reviews) – however there was not a clear process to speak up for relatives.

Relatives said they would like more opportunities to meet with the team as a group and suggested zoom calls as a possible means to do this if not in person.

Staff had regular meetings plus handovers daily, so stayed informed and able to speak up. Notices provided the means to access external support and advocacy for staff.

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.

Diversity and inclusion formed part of the evidence gathered through governance checks including looking at recruitment and selection as well as staff reviews, supervisions, any disciplinary records and staff meeting notes. The staff team came from a diverse range of backgrounds but worked cohesively with no perceived barriers

We did not look at Governance, management and sustainability during this assessment. The score for this quality statement is based on the previous rating for Well-led.

A relative told us:” There is an agreed protocol between the home, GP and hospital, so hospital admissions are arranged immediately with no fuss and home staff accompany [relative] to hospital.

The service had developed strong relationships with partners including a GP service which visited weekly and a dental practice. Other stakeholders fed back positively about working with the service including the local authority.

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.

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.

We reviewed staff records, training and development plans and supervision records, which demonstrated the team at the service participated in a range of opportunities to build their skills. We observed mentoring activities, and it was noted a range of means to gain knowledge was available and had been used. Staff said they accessed training in person and online, and this could be done flexibly to fit in with other commitments.

Following incidents, actions taken and lessons learned were documented, and reported to CQC promptly using the correct methods.