Kenton Hall 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

At our last inspection we rated this key question good. The rating for this key question has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. All staff and the management team had a shared direction and a person-centred culture. The leadership team was positive, approachable and competent. Staff felt able to speak up about issues, ideas and improvements. The workforce was diverse and the culture of the service supported this. Effective governance systems were in place. Issues were identified and acted on appropriately.

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.

Staff and leaders shared the values and vision of the care provided in the home. All staff members said they now worked as a team and morale had improved since the change in management. One staff member said, “I am well supported by the management. They are always approachable and supportive.”

Processes supported staff and leaders in their shared direction of providing quality care. Staff received regular supervisions and appraisals. Recognition schemes were in place to celebrate excellent work by staff.

Staff felt there were supported by capable leaders. Various members of the management team received positive comments from all staff we spoke with.

The management team were effective leaders. Policies and processes were in place to manage the service safely and effectively. Regular meetings, audits and quality monitoring were taking place. Leaders were visible in the service, staff, people, relatives and visiting professionals were able to approach them as needed.

Staff said they had confidence in the management team and would not be afraid of raising any concerns. One staff member said, “I would go straight to my manager and report any concerns I have.”

The provider had a clear whistle blowing policy and systems in place. Staff could raise concerns when needed.

Staff members raised no concerns in this area. They felt well-supported by the manager personally and professionally.

The provider had policies in place to support workforce equality. A central human resources team was responsible for the overall management of this area.

Staff and leaders knew their responsibilities around quality and safety monitoring and governance. A staff member told us, “We have meetings at the start of shifts discuss any people at risk."

Robust governance systems were in place. Most aspects of governance were managed well. The provider had identified a number of shortfalls in recent months which had been improved quickly and efficiently. Of the issues we found during inspection, most had already been identified by the provider or manager, with plans in place to rectify them. Where we identified other issues, the management team took swift action to rectify them. For example, implementing a risk assessment for pulse readings and additional training around the used of thickener for people on modified diets. The manager understood the legal requirements and responsibilities of their role. They had submitted an application to the CQC register as the manager of the service.

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

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