Swallownest 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

It was clear from our site visit a positive, caring culture was actively promoted by the provider. There was a positive and open culture at the service and the registered manager worked to continuously improve the service. The registered manager was passionate about their role and their aims for the people using the service and staff team. There was a clear management structure that included regular monitoring the quality of care to help drive learning and improvement. An experienced and committed management team addressed concerns and mistakes in an honest, positive and proactive way. Staff had clear responsibilities and roles, and there were effective systems of governance and accountability. The team worked collaboratively with people using the service, those close to them, and partner professionals.

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 registered manager told us they had recently returned to the service after several years. Upon their return, they felt there was a need to focus on the shared direction and culture in the team. They told us people using the service were benefiting from an improved service due to improvements in staff morale and teamwork. Staff we spoke with supported this view. They said the registered manager had brought a shared vision for the service and positive change. They said teamwork had improved and staff were working well together to meet people’s needs.

It was clear staff and managers were aware of the provider’s values and shared a common vision for the service. The service had a clear statement of purpose and description of the values which the whole team aimed to work in line with. Staff had opportunities to attend meetings and training sessions, which supported good communication in the team.

The registered manager felt supported in their role, and staff spoke positively about the leadership in the service. Managers had a good understanding of their regulatory responsibilities. They were enthusiastic about their work and open to feedback and learning. Staff valued the management team and felt they were approachable and competent leaders. Staff told us they felt listened to. There was a supportive and inclusive culture, equality was respected and diversity celebrated.

A range of audits were carried out to provide oversight of risk and improvement within the service. This included oversight of the culture within the service, including out of hours visits by managers. People were actively encouraged to be involved in broader decisions about the running of the home. The relationships we saw between people, their visitors and staff were warm and friendly. The atmosphere in the service was calm and relaxed.

Staff knew how to raise concerns and told us they felt comfortable to do so if needed. Members of the management team talked openly and honestly about the culture at Swallownest. They told us they had an ‘open-door’ policy, to enhance communication in the team by providing available avenues to speak about issues. Staff told us they were encouraged to speak up, especially about issues they felt might impact negatively on people using the service.

There was clear information in place for people and for staff on how to raise concerns, including policies on complaints and whistleblowing. The management team sought feedback about the service through surveys, meetings and reviews, involving people, those close to them, staff and other professionals. Guidance and support was available to managers when responding to any concerns raised.

Staff told us the management team created and supported an inclusive, respectful culture in the service. Our observations supported this. Staff we spoke with felt supported and described being treated fairly and equally regardless of any protected characteristics such as race, religion, gender or sexual orientation. Staff were supported to complete equality and diversity training.

There were policies in place to ensure the provider met their legal obligations to staff and work towards a fair and inclusive culture. For instance, the provider had clear policies regarding equality, diversity and human rights. It was evident the management team followed these so that staff with protected characteristics were supported appropriately and protected from discrimination. We saw the wellbeing staff arranged events in the home to enhance inclusivity.

Members of the management team told us there was a clear audit structure in place to make sure key areas of risk were regularly reviewed. The registered manager had a good understanding of their responsibilities and explained how they maintained oversight of people’s care. The registered manager and deputy manager displayed positive attitudes to the assessment process and were responsive to feedback. Staff were clear about their roles and responsibilities and had confidence in the provider’s governance. Staff told us they were regularly involved in staff meetings and told us they had opportunities to discuss their opinions and contribute to the governance of the service.

The provider had effective quality assurance systems to oversee and manage the quality and safety of the service. Members of the management and staff team were involved in carrying out a range of audits and checks covering all aspects of the service. There was good coordination of audits and checks, and findings were shared and discussed with staff. Staff fed back daily about any changes in people's support needs or issues via meetings and handovers, which were recorded and monitored.

People were supported to access the health and social care services they needed. People praised the service and spoke positively about the registered manager. One person told us, “I think [registered manager] is good. Always helpful.” Another person said, “Yes it is well manged. On the whole I am happy. We have resident meetings. I don’t always go, but you can say what you want.” Another person told us, “They have regular residents’ meetings here, that we have been to. People are allowed to say their piece and I think they are listened to.” People’s relatives said they felt included, and treated as partners in people’s care.

The registered manager understood the importance of collaborating and working in partnership. Staff told us they had built positive working relationships with health and social care professionals and worked in partnerships with them to achieve good outcomes for people. The wellbeing staff told us they actively encouraged the involvement of people’s families, neighbours and groups in the local community.

We received feedback about the service from partner professionals which indicated some areas for improvement and overall, painted a picture of an improving service. Health and social care professionals told us staff worked effectively with them to meet people's needs.

The service worked with a range of partners and had established links with local services and the local community. This included healthcare and social care services, hospitals and community organisations such as local places of worship and schools.

Staff spoke positively about of the service and the management team. One staff member said, “It’s a pleasure to come to work. There were some issues in the staff team, but they’ve been largely dealt with. The people living here are put first and there’s better teamwork.”

The registered manager had a good oversight of the action plans in the service and priorities for improvement. They made sure staff received support and training in their roles and promoted a positive, person centred culture. The registered manager’s response to recent incidents was open and honest and demonstrated a willingness to implement learning to avoid similar incidents in the future.