Kirkella Mansions Residential 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.

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 service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The service had a strong culture of caring. People, relatives and staff all described a family-orientated atmosphere. There was a strong sense of community within the home. A relative told us, “The ambience is like a family, it’s like a family home, it’s just wonderful.” A staff member told us, “Loads of people do different crafts and support each other with that. There’s lots of socialising skills. They instantly and naturally take them (new people) under their wing, it’s really nice to see.” Another staff member told us, “It’s a very homely place.”

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Without exception people, relatives and staff all provided positive feedback about the registered manager.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff described a positive culture of openness across the service. Staff were confident their opinions and views would be listened to, and acted upon where necessary.

The service strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who work for them. The registered manager recognised the benefits of fostering a diverse staff mix, which had enabled people, relatives and staff to enjoy developing their understanding of different cultures. This had been a wholly positive experience for everyone in the service. The registered manager explained, “Sponsorship staff [has] generated great discussions amongst people and staff; [talking about] weddings, christenings, different cultures and dynamics.” The registered manager remained aware of ensuring staff were well-supported and people’s care remained consistent. Staff described the support they had received. For example, when they had caring responsibilities and the flexible working arrangements provided for them.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. The service had a clear framework for governance and audits. This framework enabled the provider to have oversight of the home and provided methods for considering improvements. The registered manager had recently invested in training the assistant manager and senior staff to develop and strengthen the management arrangements.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. The service had forged excellent links with the local community. Visits were hosted by and for local schools, local organisations supported the service, and people regularly accessed local services.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research. Processes were in place to ensure learning happens when things go wrong. Staff told us they were encouraged to contribute ideas for improvement and the registered manager would always listen. Staff were given time to reflect and the space for collective problem-solving.