The Farmhouse

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 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 homes Business Plan and Visions and Aims placed people at the heart of the service and staff were positive about the home. We found that improvements had been made since our last assessment with people being supported safely by staff that felt supported and trained in their role.

Surveys had also been completed with feedback from staff and relatives to ensure there was a culture of continuous improvement. Feedback was also sought from people as part of 1:1 meeting.

We observed that there was an open and positive culture at the home whereby people felt safe and comfortable at the home and their views were respected.

A registered manager was in place. Staff were positive about the management of the home and the support they received from the registered manager. They told us that support was available when needed and that the service had an open and inclusive culture. The provider had an on-call system in place where staff could contact management for advice at any time.

During our site visit, we received many positive comments about the registered manager. A staff member told us, “It does not matter if it is a day staff or a night staff, the manager, ensures we all receive the right support that is needed.” Another staff said, “I know if I go to the manager, action will always be taken.”

The registered manager told us they felt supported by the senior management team and were given opportunities to help develop their knowledge and skills. We also saw evidence that the registered manager received the appropriate training for them to be able to conduct their role effectively.

We observed during our visit that there was very positive relationship with people and the registered manager. We saw a person was communicating with the registered manager in a positive way and smiling and laughing with them. Relatives were very complimentary about the work and changes that the registered manager had implemented. A relative said, “The manager is very hands on, and seems to lead by example.”

Systems were in place for staff to raise concerns internally and externally.

A whistleblowing policy was in place that included how to raise concerns both internally and externally, which allowed staff freedom to speak up. The registered manager told us how they had worked with staff to support the staff team to feel confident to speak up if they wanted to. The registered manager told us, “Since I have been at the service, I have worked with staff to embed the importance of safeguarding people that we support and how to respond to concerns immediately. We cover this area in all staff induction. I also discuss this in staff meetings and supervisions.”

An equality and diversity policy was in place. Shift plans showed that staff were able to work flexibly if required. Records were kept of incident with staff and action taken where appropriate to ensure staff felt safe at work.

Staff told us they had no concerns about the home, felt supported and enjoyed working at the home.

During our last assessment, we found robust quality assurance systems were not in place to identify shortfalls and take prompt action to ensure people were safe and the service still remained in breach in this area. During this assessment, we found improvements had been made.

Audits had been carried out on a number of areas such as care plans, risk assessments, health and safety, medicines, night care, and infection control. Audits were completed online, and outcomes of the audits were analysed for improvements.

Staff told us they enjoyed working at the home and how the service had improved over the past year. A staff member told us, “The registered manager involves us in decisions making and how we can develop the home further.” Another staff member said, “I like coming into work, it’s a nice place to be, everyone is very supportive, and we have achieved so much with the support from our manager.”

The home worked in partnership with social and health professionals to ensure people received safe and effective support. The registered manager told us how they worked with a range of health professionals over the past year, which has improved people’s outcomes. This included, speech and language therapists, GPs and consultants, and occupational therapists.

We saw evidence that the home had systems in place to receive feedback from partners, which helped to improve the service.

We also received positive feedback from professionals we contacted. A health and social care professional told us. “Over the last 12 months, there has been significant improvement in the quality of care provided at the placement. There has been good communication between staff and [professionals] and changes recommended have been actioned”. Another professional said, “I have no concerns to report regarding the [care and support from the service].Over the last couple of years, I have seen improvements in the overall running of the home, which in turn appears to have had a very positive effect on [person I represent].They are always well presented when I visit, and staff appear to have a good understanding of their needs.There is a positive behavioural support programme that has been implemented, which appears to have had a positive effect on the [persons wellbeing].”

Robust systems were in place for learning and improvement. Improvements had been made since our last assessment with concerns relating to risk assessments, staffing, safeguarding and quality assurance being addressed.

The home had systems in place for learning and improvements with surveys being completed and feedback being sought from, people, relatives, staff, and professionals to ensure there was a culture of continuous improvement. A relative told us. “We have a family meeting arranged for this week, we get to talk, pass over our thoughts and ask questions and this really helps.”