Ferndale Court Nursing 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

Well-led – this means we looked for evidence the service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This was the first assessment for this service. This key question has been rated 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 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service did not have a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. Some staff told us although they could speak to the management team, they did not feel they were listened too. The provider was aware of some of the challenges and concerns being raised by staff and had acted where possible, this included increasing the staffing levels, however, they were aware further work was required to bridge gaps in communication. The service had a clear action plan in place to drive improvements.

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. New staff were appropriately inducted into the service to ensure they were suitable trained to meet peoples needs. Safe recruitment processes were in place and followed, these included checks with the disclosure and barring services (DBS). Staff, people and relatives told us the management team were visible in the home. Whilst not all staff had received recent supervision this was due to the provider recently taking over the service, supervision were scheduled for staff. The provider completed audits regularly to ensure required actions were completed to drive improvements.

People and staff did not always feel their voice was heard when they spoke up. Whilst whistle blowing policies were available not all staff were aware of them and how it could be utilised. One staff member told us, “I could raise a concern if needed, whenever I have asked for something, I have been given it no questions asked.” However, another staff member told us, “Nothing gets done even if issues are raised.” There was evidence lessons learnt processes were completed when concerns had been raised. The provider arranged team meetings and relative meetings to allow for feedback.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider is working towards improving the culture within the organisation. There is an acknowledgement some staff do not feel as valued as others, the provider recognises this and is implementing steps to ensure all staff feel valued. The provider ensured there was management presence within the service daily and they were visible.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. Since the provider has taken over the running of the service, steps have been implemented to drive improvements and changes have been made. This included the implementation of person-centred software which allows for closer monitoring and effective recording of information.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. The service worked alongside other partners including health and social care service and sought advice when required. This ensured peoples needs could be assessed when required and support implemented.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research. Although not all staff had completed mandatory training the provider had introduced further training and refresher training for all staff. All staff told us they received a lot of training to enable them to do their job.