Summerville 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

Care plans were reviewed regularly, daily walkaround checks and handover meetings were consistently carried out and the provider had processes in place to help them to learn and improve the service. Staff morale was low; however, this was already being addressed by the registered manager by introducing various incentives and giving staff opportunities to raise any concerns.

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.

Most staff told us staff morale in the home was low. Comments included, “It’s awful” and “Morale is low, colleagues have left.” However, one staff member did tell us, “I love the place, morale is good.” The registered manager was aware of staff morale and was being proactive in embedding positive changes.

The provider’s philosophy of care was shared in the ‘resident’ guide. The latest staff survey demonstrated the culture was not positive. The registered manager had already been addressing this by introducing staff incentives, staff recognition awards and kindness in care awards. Staff had various opportunities to feedback to the registered manager regarding concerns, individually and anonymously.

Some staff did not feel supported in their role and did not know the management team. Although, one staff member told us, “I have a lot of time for the managers and their approach, the manager is very protective of staff.” The registered manager gave an example how staff worked together as a team to improve the care of one person by sourcing specialist training and equipment. The registered manager told us, “I’m not just here sat in the office, I’ll ask if they [staff] need assistance, there is nothing I won’t do.”

Staff had various ways they could engage with the management team. Regular meetings were held giving staff the opportunity to share their views and seek support. Individual supervisions had been increased.

Whilst staff knew how to raise concerns, we received mixed feedback from staff about raising concerns with the registered manager. The registered manager confirmed the various ways staff could feedback. Posters on noticeboards for staff also gave this information.

The provider had policies and procedures in place which guided staff through several ways they could speak up about any concerns they had about people’s care. This included how they could raise concerns externally to other agencies if they felt they were not being listened to.

Most staff felt they were treated fairly, staff said they did feel supported with regards to their well-being.

Policies and procedures were in place to ensure people were treated fairly and equitably.

All staff confirmed managers carried out regular checks on safety and standards of care. Any concerns identified through these checks were actioned in a timely manner. The registered manager completed daily walkarounds and took photographs of rooms and equipment to evidence good practice and any short comings.

The provider had systems and processes to monitor the quality of the service, however, these did not find the concerns we raised about the management of medicines There was a range of policies in place that provided sufficient guidance to staff and leaders in ensuring safe and effective care was provided.

Relatives told us the provider worked well with them and other professionals to deliver co-ordinated care to people.

Both the care staff and management team were able to demonstrate how they worked collaboratively with health professionals. For example, making referrals to GP’s and liaising with social workers.

Partners told us they had positive interactions with the provider and staff. One professional said of a staff member, “[Name] is fab and knowledgeable, knew the information off the top of their head.”

There were processes in place to guide collaborative and partnership working with other health and social care professionals. For example, professional visitor records noted reviews and instructions for staff to follow.

All staff confirmed they received a debrief after any incident. The registered manager described various ways learning was embedded into conversations and meetings with the team.

The provider had processes in place to help the staff to learn and improve. This included processes to prevent repeat events such as accidents and incidents.