Ruislip 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

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 inspection we rated this key question requires improvement. At this inspection 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. There was a positive culture at the service, where people living there and staff felt supported and happy. There were 2 registered managers who knew the service well and worked closely with staff to provide care. There were suitable governance systems including a range of polices and procedures which reflected best practice and legislation. There were effective systems for monitoring and improving quality as well as learning and reflecting on feedback from stakeholders.

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.

There was a positive culture at the service. Staff knew and understood the values of the organisation and felt these were important. Staff spoke positively about their experiences, telling us they would recommend the service as a good place to work and live. People using the service and their representatives told us there was a positive atmosphere and they were listened to and valued. The registered manager explained, ‘’We work as a family. There is no difference between managers and staff, we work together and if anyone needs help we are all there.’’

At the time of our assessment, there were 2 registered managers. This was because the provider wanted to ensure there was a handover of management information and a consistent approach before the long serving manager left. Both registered managers knew the home well and had worked in different roles within the service. They were registered nurses and had management in care qualifications. The directors of the company worked closely with them and regularly spent time at the service. Staff and people living at the service spoke positively about the management team, including their knowledge and support.

There were systems to support staff, and others, to speak up when they had concerns. The management team were available for formal and informal support and staff confirmed this, telling us they would be confident raising concerns. There were also systems for staff to share concerns anonymously if they needed. The provider had acted appropriately when staff had raised concerns or spoken up.

There were systems to ensure workforce equality and inclusion. The staff team was diverse, including having diverse cultural backgrounds. They told us the provider respected their religious and cultural needs, allowing them time off when needed. The registered manager told us they celebrated all religious festivals at the home and photographs and records demonstrated this. Staff who needed support with English language skills or understanding British culture were supported to access relevant training. Staff also told us the provider was flexible and understanding of personal needs. For example, 1 member of staff explained how they had been supported to take time off when a family member was unwell.

There were effective systems for monitoring and improving the quality of the service. These included a business plan which was regularly reviewed, a wider range of audits and systems for obtaining feedback from all stakeholders. The provider had taken action when they identified areas for improvement. There were suitable policies and procedures which reflected legislation and guidance. These were regularly reviewed, updated and discussed with staff.

The provider helped to maintain links and partnerships with other organisations. They had joined various networks and groups to help discuss and learn best practice. The registered managers worked closely with other local managers and the local authority, regularly meeting with them to discuss lessons learnt and good practice. External professionals told us the staff and management teams communicated well with them.

There was a learning culture at the service which involved staff as well as managers. The provider created action plans for specific areas where improvements were needed. They shared these with staff. Each staff meeting included learning sessions about specific topics for staff to discuss and share ideas. The provider supported staff to take on ‘champion’ roles, developing skills and knowledge about key topics.