Kailash Manor 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 well-led. The leadership team were present and very involved in the service. The culture in the home was open and honest. Staff were able to speak up and had no fear of repercussions. There were good governance systems in place to ensure there was good quality care provided. The provider had a number of initiatives and had developed good community links. Outcomes for people were outlined in their care plans and monitored for progression. There were clear procedures in place for equality and diversity.

This service scored 93 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager told us when staff began in their role they received training to understand the organisation’s values. This was then checked in team meetings and 1:1 support meeting. The culture was open and transparent, staff were free to speak up and did not have a fear of any consequences.

The culture of the organisation was embedded in the home. Staff were recruited based on values as well as skills and experience. The induction and training provided to staff supported an open and honest culture. For example the provider had a ‘day in the life’ programme where the leadership team shadowed and worked alongside the care team which fostered a positive and inclusive culture within the service.

Everyone we spoke with told us the home was managed well and the home manager was approachable and supportive. Staff said they liked working for the provider.

The provider had a framework in place which promoted leadership skills. Staff could progress within the organisation if they wanted to and if they took the opportunities available to them to learn and to progress within the organisation. The management team was a very much ‘hands on’ within the organisation. This approach came from the top down.

All staff we spoke with told us they could speak up with no fear. Staff spoke openly about the service.

The provider had a whistleblowing policy in place. This provided staff with guidance when needed. Staff were able to explain the importance of whistleblowing.

Staff and leaders told us they had a clear understanding of equality and diversity. There was a diverse workforce which reflected the needs of the people using the service.

Staff had training in equality and diversity. There were equality and diversity policies in place. This meant staff had guidance when needed and had a good understanding of equality and diversity. The provider supports oversees recruitment, staff can access a tailored programme which enables them to be integrated into the workforce and life in the UK.

The registered manager carried out a number of checks and audits as part of the quality of care assurance framework. For example, staff were observed when supporting people and feedback about their performance was provided by line managers. This was one aspect of the governance arrangements that helped to ensure people received consistent and good quality care.

The provider had an effective auditing system in place. Audits were carried out in a number of areas, for example, care notes, care plans, medicine records and health and safety. Actions and outcomes were recorded, and the findings of audits drove forward improvements. Governance meetings took place to discuss compliance with company policies and reports were sent regularly to senior management. The management team had a good oversight of the service.

People and relatives told us they enjoyed a variety of indoor and outdoor activities. There was a wellbeing activities plan in the home. The focus of the plan was to ensure everyone was able to find things they liked to do. People had a number of options to choose from according to the preferences. For example, working with several local cultural centres, having coffee mornings for people to reduce lonliness and running health and wellness workshops.

Staff and leaders told us they had regular trips out within the community. This was enjoyed by people living in the home.

All of the feedback we received from external agencies working with the home in some capacity, expressed how well run and managed the home was.

The provider had established key links within the community. For example, the home had initiated a workshop about dementia, which people in the community could join in. The aim was to involve relatives supporting a person living with dementia and to increase their understanding of the condition. This was one of several examples of community engagement.

The registered manager told us that learning and improving was a part of everyone’s role. Where improvements were required the provider had action plans to address these. The culture of the home was to embrace technology and to strive to be the best care provider. The home was working towards accreditation for hospitality. Overall people could feel confident that their care and support was being provided by staff who were motivated and committed to making the home the best it could be.

The provider had a process in place to ensure that learning and improvement were part of their daily delivery. The management team had created an environment that clearly included lots of opportunities for learning and development, which the staff availed themselves of. Staff from different parts of the organisation with key roles contributed overall to continuous improvement of the service. This lead to the service improving the quality of care.