Allonsfield House

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 prompted an open, fair culture. At our last assessment we rated this key question requires improvement. At this assessment 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider 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. Previous management changes had contributed to instability, a disgruntled workforce and inconsistencies in the service. These issues were being addressed by the registered manager. The current registered manager had implemented a clear vision and strategy in the service, based on transparency, fairness, equality and human rights, diversity and inclusion. This provided people with person- centred care and supported good outcomes. There was a shared understanding amongst management and the staff around people’s needs and the individual challenges they faced. Staff were respectful, kind and compassionate in their approach and worked in partnership with people to deliver good quality care. Staff shared that the registered manager had an open door policy and their approach was collaborative and empowering. One member of staff said, “I feel so supported, [registered manager] enables me to do my job to the best of my ability at a personal level and professionally.” The provider’s policies and procedures guided staff on their roles, responsibilities and the standards of what was expected of them. A visitor to the service commented how the atmosphere and culture in the service, “Has improved, people’s needs are being met. Staff seem more responsive. Happy staff, happy residents.”

The provider 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. The registered manager had the skills, knowledge, experience and credibility to lead effectively and were highly regarded by people, relatives and the staff team. Staff said the registered manager dealt with any issues calmly and professionally. One member of staff told us that the registered manager was, “A godsend to the home, knows the residents inside and out and respects the staff. Respect is earned. They are super approachable, cares about the staff, professionally and personally and understands that if there are problems outside of work how it can have an impact.” A relative shared with us, “[Registered manager] is nice to their staff. I have seen that; they are fair with them. They go round to ask residents if they are all right, doesn’t just sit in their office.” The registered manager was supported by the provider’s regional manager who frequently visited the service. A member of staff commented, “[Provider’s regional manager] is approachable and visible in the home, staff can talk to him and he will follow up.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager promoted a culture of openness, honesty and transparency at the service. Staff told us they felt able to speak up and to raise any concerns. One member of staff said the registered manager was open minded and, “You know where you are with her. Doesn’t stand for any nonsense. Is firm but fair and will listen. Listens and acts. Puts residents first and supports staff. It’s much calmer under her influence, clear direction. Staff are happy, there is good communication and morale is on the up.” There were policies in place to support staff with ‘whistle blowing’ should they witness poor practice and staff were encouraged to speak up through satisfaction surveys, supervisions and in meetings.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Staff told us they felt appreciated and valued in their role and a diverse workforce was present. Staff respected one another and said the registered manager supported them in their professional and personal development through recognition, constructive feedback and praise. This was reflected in the staff satisfaction results and increased staff morale. Staff progression was encouraged, and support provided to enable staff to achieve professional qualifications in care. The provider’s policies and procedures included ‘making reasonable adjustments’ for a prospective employee if they had protected characteristics.

The provider 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 acted on the information about risk, performance and outcomes, and shared this securely with others when appropriate. Staff were clear on their roles and responsibilities. They were a supportive team who worked well together guided by the registered manager, who led by example to deliver a ‘whole home’ approach with everyone playing their part. A member of staff said, “[Registered manager] is everywhere doesn’t miss a thing. Knows the residents, staff, the home inside and out. It’s what this place needed to get the home back on track.” The positive influence of the registered manager had led to a renewed sense of pride in the service, an increase in morale with staff who felt valued and respected. Audits and governance systems were used to enable effective oversight of the service by the registered manager with support and investment from the provider’s regional team. Where inconsistencies and areas for development had been idenitified, there were supporting actions including staff accountability and timescales for completion to drive the improvement needed, and deliver positive outcomes for people and staff. This included decorating people’s rooms, communal spaces, planned upgrades to the building and outside spaces to enhance people’s lived experience in the service.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. People and relatives confirmed they were supported to access visiting healthcare professionals and to attend hospital appointments where required. Processes were in place to refer people to external professionals when people’s needs changed. Staff and the registered manager understood their duty to collaborate and work in partnership, sharing information and learning with relevant professionals to improve outcomes for people. The registered manager networked with other healthcare professionals to support learning and development for the service. One professional involved with the service commented, “It was a positive move to bring [registered manager] back as the home’s manager in October 2024, due to their clinical background, [experience they] bring some stability, knowing the home and staff team.”

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.