18 Argyle Road

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

Governance systems were in place to help monitor aspects of the service so that the quality of care provided could be assessed and monitored. Quality assurance systems and processes included audits looking at aspects of the running of the service. Management was well organised and had clear oversight of the home and promoted regular communication and openness. Staff spoke positively about management and felt able to speak up. Management sought feedback from people and relatives. They worked in partnership with others to assess, monitor and improve the quality of the service. Management was open and transparent throughout the assessment process and responded to any requests positively.

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 home had a shared vision, strategy and culture. The manager was visible in the home, approachable and took a genuine interest in what people, staff, relatives and other professionals had to say.

Staff felt respected, supported and valued by the manager. The manager was receptive to challenge and welcomed fresh perspectives.

Staff were respectful, caring and passionate about providing good quality care to people in the home. Staff spoke positively about working in the home and understood the values of the organisation. Staff had sufficient information about these values to ensure they promoted these in their work.

Management had regular meetings with the staff to discuss their work, the expectations of the organisation and any concerns they had.

Management had the skills, knowledge, experience to run the home effectively. The ethos, values, attitudes and behaviours of management helped people to lead confident, inclusive and empowered lives. People were treated with respect and dignity.

Staff spoke positively about working at the home. They were complimentary about the manager and said they felt well supported. A member of staff said, “Support I get from the manager is good. I do get proper support. Whenever we need help, the manager is there to support.”

The manager knew the home and people’s individual needs well. The manager was well organised and had effective systems in place to help with the smooth daily running of the home. Regular meetings and communication between management and staff provided them with an opportunity to discuss the running of the service and people's individual support needs.

The home operated in an open and transparent way. There was an open-door policy where the manager was available for people, relatives and staff when they were needed.

People, relatives, external community professionals and staff who worked at the care home expressed being satisfied with the management and how people were supported.

There was a positive culture where people and staff felt they could speak up and their voice would be heard. Staff told us they knew how to speak up if they had concerns or something went wrong. They felt the manager and the organisation supported them and listened to them.

Management operated an open-door policy and welcomed feedback from staff.

Staff were able to discuss issues at one to one meetings and team meetings. There were procedures for responding to concerns and to support staff to feel confident speaking up. Systems were in place for staff to raise anonymous concerns.

The service valued diversity in its workforce and promoted an inclusive and fair culture by improving equality and equity for staff. Staff spoke positively about working at the home and said that their diversity needs were met. Staff were supported with flexible working conditions, felt discrimination would be challenged and had opportunities to celebrate their diversity.

There were systems in place to help ensure staff were treated well and ensure they had development opportunities. A member of staff said, “There have been opportunities for me to progress in the work. It is really good.” Another member of staff told us, “[The manager] is very encouraging and gives us opportunity to learn.”

Policies and procedures were in place for workforce equality, diversity and inclusion. These were implemented through recruitment practices, training, and support for staff.

A management structure was in place and staff had roles and responsibilities. There were reporting arrangements in place. Staff spoke positively about the management of the service.

Systems were in place to assess and monitor governance. Thorough audits and checks were carried out to monitor the running and efficiency of the home to help identify deficiencies and drive improvements. Audits and checks were carried out by the manager and operations manager who worked closely together to improve the running of the home.

The outcome of all these audits were analysed at regular intervals to identify performance shortfalls, learn lessons, and develop action plans to improve the service people received.

The manager understood their responsibilities in relation to their regulatory requirements around notifiable incidents.

Systems were in place to help encourage good working relationships with health care professionals. These relationships helped to support people to receive joined up and consistent care.

The manager understood their duty to collaborate and work in partnership with other professionals. They stressed the importance of sharing information and making referrals to other agencies if needed.



Staff worked closely with the local community to deliver the best possible care and had strong community links.

Effective processes enabled management to use information from audits, feedback and care plan reviews to make positive changes.

Management had clear oversight over the running of the home. The operations manager and manager had worked collectively to develop a comprehensive audit which provided a robust oversight of the overall running and governance of the home. This helped to easily identify areas of improvement.

The manager explained that they were continuously looking at ways to enhance the lives of people in the home through new ideas and innovation.