Wellburn House

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 that leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff spoke positively about the culture of the service and the leadership provided by the registered manager and provider. One member of staff said, “I love the organisation of this care home, and if I ever feel anything is wrong or I’m struggling with absolutely anything [registered manager] and the seniors are straight there to support me.” Another member of staff told us, “Managers are supportive. [Registered manager] is always walking the floor and is approachable.” The provider’s values were advertised in communal areas around the service, and these were discussed at feedback meetings with people and relatives.

The registered manager was a visible presence around the service, and was known to people, relatives and staff. A relative told us, “The manager has totally transformed the place. If I had a complaint, yes, I know where to go and their door is always open to deal with anything.” Staff told us they felt supported by the leadership of the service. One member of staff said, “I’m very happy to work under an amazing management.”

The provider’s freedom to speak up culture was well established and staff said they would always raise any concerns they had. Some staff we spoke with gave us examples of where they had done this, and confirmed action had been taken to address their concerns.

Systems were in place to obtain feedback from staff and involve them in how the service was run. Staff meetings took place to discuss and deal with any issues raised, and a newsletter was used to promote things such as training and staff events.

The registered manager and provider carried out a number of checks to monitor and improve standards at the service. Where issues were identified, action was quickly taken to address them. For example, during our visit we identified some issues in relation to recording continence care. The registered manager took immediate action to address this.

Care records contained evidence of effective partnership working, and showed that where needed advice was sought and acted on from a wide range of external professionals.

Meetings were used to discuss and embed good practice, and staff we spoke with were all committed to providing safe and effective care. One member of staff told us, “As a team any faults found mean that we work together to learn from them and improve.”