St Anthony's - Care Home with Nursing Physical Disabilities

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

Staff told us the morale at the home had improved and was now positive. The provider had a clear vision which was shared amongst the staffing group. Despite there not being a registered manager in post at the time of the site visit, staff told us this had not impacted the running of the home as the regional manager and clinical lead were supportive and approachable. Staff felt able to speak up and were given the opportunity to feed back and suggest improvements. The provider worked closely with health and social care partners who indicated they made appropriate referrals and were responsive to guidance given. Effective audit systems were in place which identified any actions needed to improve the quality of the service which were addressed by the provider. The provider had a high level of oversight of the home and systems were in place to identify patterns and trends so action could then be taken to improve care provided to people.

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 regional manager told us staff morale at the home had improved and was now good which staff agreed with. One staff member told us, “Staff morale is really good at the moment. Staff ask if they need help.” The regional manager told us where there were any concerns, senior managers were proactive in inviting staff to speak with them to resolve any issues. The regional manager told us team meetings were held monthly and they also undertook additional night staff meetings. Staff confirmed they were invited to regular team meetings where they discussed the direction of the home and any improvements that could be made. The regional manager told us they were available to be contacted at any time should staff need them and staff confirmed this was the case.

The provider was proactive in sharing a clear vision and culture to the management team and staff at the home. Clear processes were in place that were disseminated amongst the workforce. The provider understood the specific risks that this home may encounter and how to manage those risks in an appropriate way. For example, how the layout of the home impacted upon the staffing levels required to meet people's needs safely.

Although there was no registered manager in post at the time of the site visit, staff told us this did not impact the running of the home. Staff told us they were well supported and found the regional manager and clinical lead to be approachable and responsive.

Despite there being no registered manager in post at the time of the assessment, managerial arrangements implemented by the provider were effective and ensured consistent and capable management of the home. The clinical lead and regional manager were supported by The leadership team were passionate about improving the home and the quality of care provided to people and managed in a way that promoted compassion and inclusivity for people living at the home and staff. Changes had been made to recruitment to ensure staff competence was improved prior to them supporting people. Thorough processes had been implemented to ensure staff were sufficiently trained and competent enough to meet people's needs safely and effectively. For example, where staff were recruited from overseas, the provider had introduced additional competencies to ensure their English language skills were sufficient to enable them to meet people's needs safely. Where any poor culture was identified, the leadership team were quick to speak with staff to address this and take any action needed to improve the culture at the home.

Staff felt comfortable in speaking up and were confident senior managers would address any concerns they had. Staff were also aware of who they could speak with if they did not wish to share concerns within the home itself. The regional manager and clinical lead encouraged staff to raise any concerns and responded appropriately when they did so.

Staff were given the opportunity to speak up in team meetings but the leadership team also promoted an open door policy where staff could approach them if they had any concerns outside of these meetings. A whistleblowing policy was in place and staff knew where to find it.

Staff told us they were treated fairly and equally. One staff member told us, “I think staff are treated fairly. The management team are really open and friendly but professional at the same time.” Where people had been recruited from overseas, they told us they felt well supported by the provider. The regional manager told us processes were in place to ensure all staff were treated equally and supported in a way that respected their diversity.

Processes were in place to promote the wellbeing of the workforce. Policies were in place to promote equality, and these were regularly reviewed to ensure they were kept up to date. Measures were in place to ensure all staff were included and given the opportunity to feedback irrespective of the time they worked and their personal circumstances.

The regional manager told us the provider’s systems enabled them to have continuous oversight over audits and service improvement plans. The regional manager told us the provider was notified if audits weren’t completed in the required timescale and this would be followed up. The regional manager told us they looked at every incident that occurred to see lessons learnt through the manager review and fed back any learning in staff meetings. The regional manager told us they had taken action following incident reviewed including offering mediation between staff and people they support when needed.

Health and safety checks were carried out by the provider and external agencies. A thorough business continuity plan was in place. People had Personal Emergency Evacuation Plans in place to guide staff how to support them to evacuate the home in the event of an emergency. Audit systems in place to check the quality of the service were robust and enabled the provider to identify actions needed to improve the service. The provider showed us significant evidence of where they had addressed actions identified within monthly audit checks. Audit actions were compiled on a service improvement plan which the provider had oversight of to ensure these could be followed off if they were not addressed within the home in an adequate timescale.

People told us they received support from health professionals when needed and we saw significant evidence of input from other professionals. One person said, “I would tell the nurses if I was feeling poorly, they would act and make sure I am okay. I have been poorly before they helped me to feel better.” People told us they could raise concerns and make suggestions to improve the service in resident’s meetings.

Staff followed advice given by partners in order to improve outcomes to people. One staff member told us, “I am proud I have built very good relationships with visiting professionals.” The regional manager told us about positive relationships that had been built with professionals. The regional manager told us about links they had developed with the local GP practice and Advanced Nurse Practitioner.

Visiting professionals provided positive feedback regarding the home. They told us the provider communicated effectively, shared concerns relating to people and followed guidance they provided to ensure people’s needs were met. One professional told us, “If I ask them to do something, they do it. Everyone is really friendly and nice. I like coming here and people seem to be happy here.”

Records confirmed the provider worked in partnership with health and social care professionals including physiotherapists, pharmacists, advanced nurse practitioners and social workers. Where concerns were identified the provider made the appropriate referrals and records indicated guidance was followed when provided by other professionals.

The regional manager told us they sought feedback from people living at the home and their relatives by undertaking surveys. The regional manager told us this included asking for suggestions around the home environment and activities they may wish to do. The regional manager told us they were trying to encourage people living at the home to become involved in job interviews and this had occurred on multiple occasions. The regional manager told us the provider issued a quality newsletter which shared quality issues that had been identified by CQC or internal quality services which enabled them to improve care at the home. The regional manager gave examples of where they had acted on this feedback.

Residents’ meetings took place where people were encouraged to share concerns and make suggestions. Relatives and professionals were asked to complete surveys to feedback regarding the quality of care at the home. Systems were in place to enable the provider to share learning across the provider group which was disseminated to St Anthony’s via the leadership team. Processes were in place to encourage staff to undergo additional training and improve their knowledge and learning.