Chestnut Gardens Care 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

The service was managed well. The registered manager was suitably skilled, experienced and highly regarded by people, relatives, staff and partners that worked with the service. The registered manager understood the needs of people using the service and supported staff to meet these needs by delivering safe, high quality care to people, in line with the service’s vision and values. Staff were valued and respected. They were encouraged to raise concerns and confident these would be listened to. Staff enjoyed working at the service and were provided fair and equal opportunity at work. The registered manager made sure there were regular checks of the quality and safety of the care and support provided to people and any issues identified, acted on and used to support staff to improve their working practices. The registered manager understood their role and responsibilities and demonstrated compliance with regulatory requirements. The service worked with partners to support people to experience positive outcomes in relation to their needs. Feedback was sought from people and staff about how the service could be improved. Feedback was used, with other learning, to make improvements to the service when this was required.

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 understood the vision and values of the service and how these should be achieved when delivering care and support. Staff feedback was focussed on people and how their individual needs were being met which indicated staff put people at the heart of everything they did. The registered manager understood the needs of people using the service and how these should be met so that people received high quality care and support consistently.

Systems and processes had been designed in line with the service’s vision and values and focused on people and meeting their individual needs. The registered manager used supervision and staff team meetings to make sure staff remained focussed and understood how the service’s vision and values should be achieved through their working practices.

The registered manager was highly regarded by people, relatives and the staff team. They were suitably experienced, knowledgeable and skilled and managed the service well. They understood the priorities for the service and how to achieve these through effective leadership and management.

The provider had systems in place to support managers with their continuous learning and development to help them remain effective in their roles. The registered manager received regular support from the provider to make sure the priorities and aims for the service were met. The registered manager made sure they stayed up to date with relevant training and current practice and guidance. They told us, “I am signed up for every newsletter going. The provider and regulation team are amazing and they give us an excellent overview about our roles and duties.”

Staff were encouraged to speak up and report any concerns they had. Staff were comfortable reporting concerns to the registered manager and felt they would be listened to and their concerns acted on, promptly. The registered manager encouraged an open, positive culture in which all feedback was welcomed. They told us, “I think it’s an integral part of my role and I need to know all feedback, positive and negative.”

Systems were in place to support people and staff to speak up and share any concerns they had. People and staff were informed about how to report concerns and how these would be dealt with by the provider. There was a designated ‘speak up champion’ at the service, who met with a senior leader from the provider’s organisation once a month, to talk about any concerns the staff team might have. The registered manager used supervision meetings to discuss any individual concerns staff had and staff were encouraged to speak freely and without fear of consequences.

Staff feedback indicated high levels of satisfaction with their roles and the opportunities available to them to progress at work. The registered manager was committed to providing a fair and inclusive workplace for staff. They told us, “We have very good equality and diversity training and we talk about equality and diversity in supervisions and team meetings. So we instil a culture of respect for each other and for the people we support.”

The provider had systems in place to support all staff to continuously learn and develop in the role. There were clear pathways for career progression which were available to any staff member that wanted this. Staff were provided support through relevant training and supervision to inform their knowledge and understanding of inclusivity and fairness in the workplace.

Staff had a clear understanding of their roles and responsibilities and were well supported and motivated to provide safe, high quality care to people. The registered manager undertook a range of audits and checks to help them monitor, review and assess the actions, behaviours and performance of staff.

Systems were in place to check and audit the quality and safety of the care and support provided to people. Issues identified through these checks were acted on and used to make any changes required and support staff to improve their working practices. The registered manager understood and demonstrated compliance with regulatory requirements. They also understood their responsibility to provide honest information, suitable support and to apply duty of candour where appropriate.

People were supported to give their feedback about how the service could be improved for them. The registered manager acted on people’s feedback to make improvements that people wanted. This ensured the service was designed and delivered in line with people’s needs, wishes and preferences.

Staff were provided regular opportunities to share their views and give feedback about how the service could be improved for people. Staff feedback indicated that the registered manager and the provider were responsive to feedback and acted on this to positively improve the experiences of people using the service.

The provider worked in partnership with external professionals. Professionals confirmed they had a good working relationship with the provider and worked well together. One professional told us they “have a really good working relationship.” Professionals confirmed that staff shared information and learning and collaborated for improvement. One professional told us “Nothing is always perfect and the team is ready to accept the challenges of the job.” They added, “The staff feel comfortable in coming forward in asking questions and giving ideas.”

Arrangements were in place for the service to work proactively with partners when required and seek their guidance and recommendations about how to support people achieve positive outcomes and experiences. The registered manager met with partners when needed, to share learning and experiences about the delivery of people’s care and support. This was then shared with the staff team to help them improve their practice and deliver high quality care and support to people.

Staff were supported to learn and improve in their role, through regular training, supervision and staff meetings. The registered manager used feedback and learning to improve outcomes and people’s quality of life.

Systems were in place to obtain feedback from people and staff to help the service learn and improve. The registered manager used the learning from feedback, along with outcomes from audits and checks, to make improvements to the quality and safety of the care and support provided to people.