Arundel House - Frinton-on-Sea

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 Inadequate. At this assessment the rating has improved 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 registered manager spoke of the challenges they had faced to change the culture of the whole home. Staff told us they had embraced the changes within the service and understood the direction the registered manager wanted to take. A staff member told us, “The changes over the past year have been very positive. Our manager plays a key role in this. They are very good at handling the team and always checks every part of the house to ensure safety and high standards. These improvements, along with updated training and care planning processes, have helped staff provide even better support. As a result, people are enjoying a better quality of life and more consistent, person-centred care.”

A relative told us, “As you know, the (registered) manager, is relatively new to Arundel House but seems to have taken to, and been carrying out their role, very well in the time since they have taken over and my [family member] seems to like and respect them.”

Another relative said, “As a family we cannot praise Arundel and the (registered) manager highly enough. The (registered) manager and the team are exemplary, just how a care home should be run. All the staff and seniors go above and beyond the call of duty. It is the 5 star of care homes.” 

A staff member told us, “Over the last year Arundel house has had a new manager in place I feel it has been supportive to have a manager that goes the extra mile and makes sure the house is safe and always staffed and listens to the staff and the people we support.”

A professional said, “[Registered manager] is on the shop floor so to speak providing role modelling and leadership.”

Management actively promoted staff empowerment to drive improvement at the home. They encouraged staff to raise concerns and promoted the value of doing so. All staff said they were now confident their voices would be heard and gave examples of this.

When concerns were raised, the management team investigated sensitively, lessons were shared and acted upon.

Management continually reviewed the culture of the organisation in the context of equality, diversity and inclusion. Staff told us there was equality of opportunity at Arundel House.

Management ensured there were effective and proactive ways to engage with and involve staff. Staff told us the change of management in the home had been positive and they now were confident that their concerns and ideas could result in positive change for them and for the people using the service.

At the previous inspection in March 2023 the provider had failed to assess, monitor and improve the quality and safety of the service. This was a breach of regulation 17 of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014. At this inspection provider had made improvements and the service was no longer in breach of regulation 17. However, it should be recognised the improvements made to date and those going forward are still being embedded into staff practice and into the culture within the home.

The provider had digital oversight of how the service was performing and monthly governance meetings took place to discuss any areas of concern. The provider said, “The implementation of [digital care planning system], improved training systems, and focused infection control actions represent meaningful steps in delivering safe, effective, and person-centred care.”

There were clear and effective governance, management and accountability arrangements. Staff understood their roles and responsibilities and managers could account for the actions, behaviours and performance of staff. Data or notifications were consistently submitted to external organisations as required.

The provider and registered manager were open and transparent, they collaborated with relevant external stakeholders and agencies to support care provision, service development and joined-up care.

The provider and registered manager engaged with people, relatives, communities and stakeholders to share learning with each other that resulted in continuous improvements to the service and better outcomes for people.

The provider and registered manager had a clear understanding of how to make improvements happen. People, their families and carers are involved in developing and evaluating improvement and innovation initiatives. There were processes to help ensure learning happens when things went wrong, and from examples of good practice. Leaders encourage reflection and collective problem-solving.

Management encouraged staff to speak up with ideas for improvement and innovation and actively invested time to listen and engage. There was a keen sense of trust between management and staff.