The Rubens

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

The provider now had effective systems and processes to help monitor and improve the quality of services provided. Staff were able to speak up and raise any concerns they might have. There was positive feedback provided about the registered manager and how they ran the home. The culture of the home promoted good practice where people were valued as an individual.

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 managers had shared values and spoke about good teamwork and the home being like a family. Their priorities were for high quality and compassionate care to be delivered.

The registered manager understood the risks to delivering their organisational strategy, including local factors. The managers knew people well and supported staff to promote good practice and the values expected.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff had the confidence to and were aware of how to speak up and raise concerns they may have. They had confidence in managers at the home and felt valued.

Where required the provider and registered manager worked with the local authority to address any concerns raised by people, their relatives and staff. The registered manager was receptive to concerns we have raised with them and provided evidence the concerns were looked into with openness and transparency.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff were positive about the management of the home and of the support they received. One staff member told us, “I get good support from the management. They are approachable and I feel they listen to me.” The registered manager told us they were supported in their role by the provider and the regional manager. They also worked with a registered manager of the provider’s other care home, and they investigated incidents at each other’s services to ensure they were carried out with impartiality.

The provider’s monitoring systems now offered better oversight of quality within the home. The registered manager completed a range of quality checks, including infection prevention and control practices, medicines, people’s care records and the environment. These checks now effectively identified any issues and the registered manager ensured they were actioned in a timely manner. People’s health, safety and welfare was protected because the provider had systems in place to identify and assess risks to them. The registered manager reviewed incidents within the home, including when people had falls. We saw incidents were reviewed and people’s care plans and risk assessments updated to reflect changes to their care needs. Where required statutory notifications, including safety incidents have been sent to us to keep us informed of specific events which have happened at the service. The registered persons are required by law to submit these statutory notifications. These ensure that we are aware of important events and play a key role in our ongoing monitoring of services.

Staff and the registered manager worked closely with the GP, visiting health professionals and the local authority. This helped to ensure each person received the appropriate support and treatment when required.

People’s holistic needs were met as external professionals worked with the staff team to ensure people’s changing needs were met. One relative said, “Communication on all matters is direct and prompt, relatives are regularly informed of how the resident is doing and management takes the time to get to know the residents and their needs properly.”

The providers’ processes ensured they worked collaboratively with and shared relevant information with partners.

The provider worked well with other agencies and the feedback we received from the local authority was positive with them telling us they considered the registered manager had a good working relationship with them.

Processes were in place to seek people, relatives’ and staff views on the service. This helped the provider to evaluate and improve the service they provided based on this feedback. The registered manager investigated safety incidents, such as falls and accidents, to identify causes and to ensure learning happened where needed to help improve and develop practice. The provider had an annual improvement plan and last year met all of the actions on the plan. The registered manager told us improvements had been identified for this year, including new carpeting throughout the home and a switch to electronic care records. These plans had helped to improve the quality and safety of care provided.

Staff had opportunities for learning and the registered manager had introduced a ‘champion’ for the area of infection prevention and control. This role would promote best practice in this area. Staff were encouraged to contribute to improvements.